First I'd say that all the Canadians I've met who are working for the government or the military in Afghanistan are extremely well intentioned and very committed. Everybody who is there with the various assignments is trying to do their best in an extremely difficult situation. All the Canadian government employees in Kabul and in Kandahar are absolutely trying to make that three-D approach work.
What exactly caused this situation in Kandahar is not a malfunction of the three-D idea. I don't see that. It's a confluence of things that happened all at the same time when we first arrived in Kandahar--one of which, as we quite clearly said, is eradication. The problem is not necessarily the three Ds. It's the three Ds applied to that situation, a very dramatic situation that none of us expected.
What should we do now? I think you have to do one of those things you might do in a corporation when you recognize that you have to reorganize really quickly. We have to find one person who is going to sit down with all these guys and ask what we can do in a spirit of goodwill. I understand the silo problem, but I wouldn't want to spend too much time talking about what's wrong; I'd get busy on how we're going to fix it, because everybody who's there wants to fix it. This is an issue that all Canadians and everybody in the civil service can agree on, so let's just try to get into the solution phase, as opposed to talking about what the government might have done or should have done.