Use of Interprets in Military Operations

3.3. USE OF INTERPRETS IN MILITARY OPERATIONS
During any operation international military forces are
establishing a number of teams train to contact and to keep liaison
with the local administration or/and with the local leaders. That could
happen before the operation starts, duringoperation and more intensive
after operations while stability, support and reconstruction phase.
Obviously the language skills are very important in achieving a clear
communication in between the military and locals. In the post-conflict
phase, the teams of contact with civilians and local authorities are
usually called “transition teams” comprising of civil-military experts
(CIMIC) as well as interpreters, a critical component of the
advisor/counterpart relationship that are commonly named “Terps”. In
this regard, fluent local nationals with local knowledge are a
prerequisite for transition teams.
When choosing an interpret, the thorough comprehension of
national history, religious customs, tribal relations, local politics and
personalities of local “spheres of influence”, are very important.
However, the transition team interpreter’s experience base should
include personalities of National Army (IA), national police, border
patrol, etc., counterparts trained in advising techniques.
Insight to such complex relations and individual narrations only
can be accomplished by time and exposure to the
indigenous people and their customs. As a rule, local national
interpreters, because of origin of birth and connection to the
local population, are the best choice for transition teams.
Local national interpreters help the advisor form a strong bond
between himself and the host nation counterpart. Theadvisor’s ability
to provide sage advice, which may or may not be accepted willingly
by the counterpart, relies on his capability to build rapport, establish a
meaningful relationship and gain influence. The advisor/advisee
relationship is formed through countless hours of interaction and is an
essential aspect of the advisor mission.
The interpreter facilitates the communication and relationshipbuilding process and become a trusted member and friend to the
advisor and counterpart. Without a competent skilled interpreter,
communications can be misunderstood, frustrating both the advisor

and counterpart, straining the relationship and, ultimately, hindering
mission accomplishment.
A skilled interpreter could also be an important piece of
intelligence. Beneficial to the relationship-building process is a good
introduction to the counterparts’ strengths and weaknesses,
willingness to accept advice and personal histories, such as tribal
affiliations, residence locations, and time in the positions,
trustworthiness, leadership abilities, motivations, prejudices and fears.
So, an interpreter’s viewpoint is useful because it represents another,
often more informed, perspective.
LINGUIST SUPPORT AND CATEGORIZATION
All the military forces conducting operations in foreign nations
require linguist support for being permanently in contact with locals.
Also, military intelligence structures assigned to different level of
commands should have organic
interpreters (translators, linguists) to perform human intelligence and
signals intelligence functions. However, the
need for interpreters usually exceeds organic capabilities, and
commanders should obtain external support.
Normally, intelligence personnel should organize and maintain
language rosters at home institutions to track assigned
personnel with linguistic capabilities before deployment. When
requirements exceed organic capabilities, unit commanders can hire
host-nation (HN) personnel to support their operations.
Contracted linguistic can provide interpreter support and perform
intelligence functions. They fall generally, into three categories as
follows:
− Category I linguists usually are hired locally and require vetting.
They do not have a security clearance. They are
the most abundant resource pool; however, their skill level is limited.
This category should be used for basic interpretation for activities
such as patrols, base entrance coverage, open-source intelligence
collection, and civil-military operations. Commanders should plan for
30 to 40 linguists from category I for an infantry battalion. Brigade
headquarters should maintain roughly 15 category I linguists for surge
operations;

− Category II linguists, are citizens from the nation the military
forces belong to. Often they possess good oral and
written communication skills. They should be managed carefully due
to limited availability. Category II linguists
interpret for battalion and higher level commanders or tactical human
intelligence teams. Brigade commanders should plan for 10 to 15
linguists from category II. That breaks down to one linguist for the
brigade commander, one for each infantry battalion commander, and
approximately 10 linguists for the supporting military intelligence
company. Of those 10, three translate for each tactical human
intelligence team or operations management team, and two translate
for each tactical human intelligence team or operations management
team, and two translate for each intelligence collection platform;
− Category III linguists, are citizens from the nation that the
military forces belong to, with a top secret clearance. They
are a scarce commodity and often retained at division and higher
levels of command. They should have excellent oral and
written communications skills.
We often met many private companies that provide linguist
support through contracts. The required statement of
work or contract should define the linguist’s requirements and the
unit’s responsibilities. Contracted category II and III linguists should
provide their own equipment, such as flak vests, Kevlar, and uniforms.
The unit designates a linguist manager to identify language
requirements and manage assets. Site managers for the contractor are
located at the division level to manage personnel issues such as leave,
vacation, pay, and equipment.
SELECTING AND TRAINING CONDITIONS
When hiring HN personnel to perform category I linguist
requirements as interpreters, unit should consider the guidelines under
the following steps:
a. selecting interpreters;
b. establishing rapport;
c. orienting interpreters;
d. preparing for presentations;
e. conducting presentations;

f. speaking techniques.
Selecting interpreters is based on a set of criteria. Ideally, they
should be native speakers. The target audience should willingly accept
their social status. All interpreters definitely should speak English or at
least the language of the native members of the transition team; they
should be able to translate correctly. Intelligent translators are
mandatory; those with technical knowledge are desired. Interpreters
should be reliable, loyal, and compatible with the military personnel.
Their gender, age, race, and ethnicity must be compatible with the
target audience.
Interpreters should be native speakers of the socially or
geographically determined dialect. Their speech, background, and
mannerisms should be completely acceptable to the target audience.
The interpreters should not distract the interviewees. The target
audience should give no attention to the way interpreters talk, only to
what they say. Native speakers can better distinguish dialects of
different regions and provinces. This level of skills can help identify
interviewees from other countries or from outside the local area.
Those who are responsible with selection must think tolerant to
local prejudices and choose an interpreter who is least likely to cause
suspicion or miscommunication. Interpreters should also have a good
reputation in the community and not be intimidated when dealing with
important audiences.
If the interpreter understands the speaker and the speaker
understands the interpreter, then the interpreter’s command of English
(or the language of negotiator) is satisfactory. The way to check that
understanding is by speaking something to the interpreter in English
and asking the interpreter to paraphrase it.
Interpreting goes both ways. Interpreters should accurately convey
information expressed by interviewees or the target audience. This is
especially important when commanders speak with HN civilian
leaders and military personnel. Linguists involved in military
discussions should understand military
terms and doctrine.
Interpreters should be quick and alert, able to respond to changing
conditions and situations, with technical training or experience in
special subject areas. Such interpreters can translate the meaning as

well as the words.
If interpreters are local nationals, their first loyalty is probably to
the host nation or ethnic group, not to the foreign military. The
security implications are more than clear. The military should be
cautious when they explain concepts or plans. They should limit what
information interpreters can overhear. Some interpreters, for political
or personal reasons, may have ulterior motives or a hidden agenda.
The military who detect or
suspect such motives should tell the commander or security manager.
Gender, age, and race can seriously affect the mission effectiveness
of interpreters. In predominantly Muslim countries, cultural
prohibitions may cause difficulties with gender. A female interpreter
may be ineffective in communicating with males, while a female
interpreter may be needed to communicate with females. In regions
featuring ethnic strife, like the Balkans for example, ethnic divisions
may limit the effectiveness of an
interpreter from outside the target audience. Since traditions and
values vary from country to country, military must study the culture to
determine the most favorable characteristics for interpreters.
Many times, pending the situation in theatre, commanders must take
care of the protection of their interpreters. They should emplace
security measures to keep interpreters and their families safe.
Insurgents know the value of good interpreters and will often try to
intimidate or kill interpreters and their family members or to threat
them for obtaining information about the military operations
(espionage).
Several tactical situations may require using unclear HN personnel
as interpreters. Commanders should realize theincreased security risk
when using such personnel and carefully weigh the risk versus
potential gain and limit themselvesdiscussing sensitive information.
Establishing rapport refers to create through interpreters a viable
link between military and the target audience that is vital for success.
Without supportive, cooperative interpreters, the mission is severely
jeopardized. Mutual respect and understanding are essential to
effective teamwork. Failures in establishing a
workable rapport stem mostly from a lack of personal communication
skills and misunderstandings regarding culture.

The military working with an interpreter should research and verify
the interpreter’s background, personal and families’ aspirations, career,
and education, should gain the interpreter’s trust and confidence
considering all sensitive issues including religion, likes, dislikes, and
prejudice. They have to approach
these topics carefully.
Orienting interpreters means explaining from the very early stages
to interpreters their duties, expected standards ofconduct, interview
techniques, and any other requirements and expectations.
Preparing for presentations means to teach speakers to understand
unique cultural practices before interviewing,
instructing, or talking with foreign nationals. For example, speakers
and interpreters should know when to stand, sit, orcross one’s legs.
Gestures are a learned behavior and vary from culture to culture.
Interpreters should mirror the speaker’s tone and personality. Speakers
should instruct interpreters to inform them discreetly if they notice
inconsistencies or peculiarities of speech, dress, and behavior.
Conducting presentations. As part of the initial training for
interpreters, military emphasize that interpreters follow their speaker’s
lead. They become a vital communication link between the speaker
and target audience. Although interpreters perform some editing as a
function of the interpreting process, they must transmit the exact
meaning without additions or deletions.
Speakers should avoid simultaneous translations, the speaker and
interpreter talking at the same time, when
conducting an interview or presenting a lesson. They should talk
directly to the individual or audience for a minute or less in a neutral,
relaxed manner. The interpreter should watch the speaker carefully.
While translating, the interpreter should
mimic the speaker’s body language as well as interpret verbal
meaning. Speakers should observe interpreters closely to detect any
inconsistent behaviors.
The military should be aware that some interpreters might attempt
to save face or to protect themselves by concealing their lack of
understanding. They may translate what they believe the speaker or
audience said or meant without asking for clarification. This situation
can result in misinformation and confusion. It can also impact the

speaker’s credibility. Interpreters must know when in doubt they
should always ask for clarification.
Speaking techniques. Speakers should avoid using slang and
acronyms. In his turn, the interpreter may have to interrupt the
interview for clarification. This can disrupt the rhythm of the
interview or lesson. If interpreters constantly interrupt the speaker for
explanation, they could lose credibility in the eyes of the target
audience.
If speakers use technical terms or expressions, they should be sure
interpreters convey the proper meaning. This preparation is best done
in advance.
Speakers should avoid national humor. Humor is culturally specific
and does not translate well. Cultural and languagedifferences can lead
to misinterpretations by foreigners.
ADVANTAGES AND DISADVANTAGES OF USING
INTERPRETERS
Use of an interpreter as we noticed is very sensitive, time
consuming, and potentially confusing. Proper use and control of an
interpreter is a skill that must be learned and practiced to maximize
the potential of intelligence collection.
Some of the advantages are as follows:
− without an interpreter any working team, no matter the domain of
responsibility lacks of communication with properlocal structure. If
properly trained, briefed, and assessed, the interpreter can be a
valuable assistant to the different militaryenterprises;
− a well selected interpreter has a greater knowledge of the local
culture and language usage than could be developed by any foreign
military structure;
− can identify language and culturally based clues that can help
confirm or refute the veracity of the source’s statements;
− is able to interpret not only the literal meaning of a statement but
also the intent and emotion of sentence.
However, there are several significant disadvantages to using
interpreters that may include:
− a great increase in time to conduct the collection of information
when we talk about intelligence. Since the

interpreter must repeat each phrase, the time for a given questioning
session or meeting is normally at least doubled;
− since there is now a third person in the communications loop or
chain, the potential for confusion or misunderstanding increases
significantly. This is especially true when the interpreter is deficient in
his command of either language;
− the establishment of rapport and the use of some approach
techniques are made difficult or even impossible whenworking
through an interpreter;
− the ability of the information collector to interpret the source’s
veracity through the analysis of word usage, nuances of speech, and
body language is curtailed;
− the interpreter will have his own set of biases that could influence
the manner in which the dialogue is interpreted;
− the source may be culturally biases against the interpreter. This is
especially possible if the interpreter was
locally hired and is of a different ethnic, social, or religious group than
the source;
− the interpreter may be culturally biased against the source and
intentionally misinterpret the meaning to obtain a
desired effect;
− there may be mission or subject matter classification problems
involved.
There are also some very important of cautions that anyone who
works with interpreters should take into account
independent to any circumstances. We resume mentioning a couple of
it:
− first, be careful of comments made in the presence of your
interpreter. Although you plan comprehensively with your
interpreter, you should only share information with your interpreter on
a need-to-know basis. Obviously the exchange of
information concerning the “what, where, when, with whom, and
how” of each meeting must be discussed with your interpreter, but
sometimes the “real why” is none of his business! You may be
meeting with a source or contact because the commander believes this
individual has lied. The real purpose (the why) of the meeting is to
pose control questions and to determine whether the source or contact

lied in the past or whether there was simply a miscommunication;
− second, be careful of sensitive or personal conversations when the
interpreter is present. This applies to conversations en route to or from
meetings, conversations over lunch or dinner in the operational area,
and conversations in the team area. It is easy to get used to the
presence of the interpreter and to overlook his presence. An interpreter
is a necessary tool but we must remember that most are only very
lightly screened for the sensitive access they have. If your interpreter
turned out to be working for other side, what information beyond “the
necessary” could he provide?
PARTICULARITIES OF USING INTERPRETERS IN
HUMANINTELLIGENCE
Human intelligence (HUMINT) is the engine force in intelligence
production and analysis in counterinsurgency operation (as we face
now in ISAF/Afghanistan). The military does not have enough reliable
translators, and interrogators (for detainees) who can speak the large
variety of dominant languages (Dari, Pashtu, Uzbek, Urdu, Arabic,
Kurdish, Assyrian, and Farsi in the case we mentioned: Afghanistan)
of insurgencies. The base of the primary form of the language is not
always enough, because local dialects frustrate effective
communication. Furthermore, the binomial soldiers-linguists often
have little training in the culture, history, and customs of the regions.
From this prospective, intelligence teams are frequently depending
on contract translators whose command of English(and sometimes the
target language) is spotty. If translator is local, he has better
community access and acceptance but issubject to local threats and
blackmail. If the translator is an outsider, he is less a target for threats
and blackmail, but alsoless trusted and accepted by the locals. Often
people will not want to speak through a local translator because they
areproviding information they might not want other to know. They
prefer to talk to uniformed personnel. Vetting of translators is tricky
and often means that the translator never gets inside intelligence
offices. Barring translators from intelligence offices limits translator
input.
The translator must understand the topic before he can interpret the

conversation correctly. The translator will frequently need crash
training in military topics, civil engineering, medical
treatments, or banking laws before he can serve effectively in
specialized areas. Interviews should be rehearsed to ensure the
translator understands the topic of conversation and has time to master
unfamiliar vocabulary.
The interrogator should schedule more time for conversations
because translated conversations normally take three times as long as
the same conversation would between native speakers. Body language
is another important part of communication, particularly when
working through a translator. Both parties have plenty of time to study
the other’s body language while the translator is working both sides of
the conversation. Knowing and controlling body language can help
sell the message.
It is essential to know accurate a translator is but determining this
is difficult. The easiest way is to have a fluent citizen, the same
nationality with the military, as translator to monitor translator. If such
a good one is not available, the interrogator can make a videotape to
evaluate later. Finally, the translator should not be used in a “good
cop, bad cop” role. That is a task for interrogators. The translator must
maintain a neutral posture and be viewed as a conduit of information,
not apart of the enforcement regime.
Instead of conclusions, we will remind a number of requirements
that belong to the attitude while using interpreters: speak in the first
person and tell your interpreter to do the same; Instruct your
interpreter to translate accuratelyand to avoid paraphrasing; speak in
short phrases with simple vocabulary; ensure your interpreter knows
the proper roles and actions during battle drills; as much as possible,
include the interpreter in mission preparation to make him part of
theteam; the interpreter must use the same tone and inflection you use;
make sure they maintain a professional appearance.