By 1994, the senior civil and military leadership in Mali
was strongly committed to solving the “Tuareg problem”—
and doing it in a way that would end the cycle of violence and
fear. The key element in this process—for good or ill—would
have to be the Army. And that organization was undergoing
a slow but ultimately dramatic transformation.
The government turned to a rising cadre of younger
field-grade officers, more progressive and broadly educated
than many of their predecessors, to undertake a twopronged
approach. A first step was to use the Army itself in
efforts to win the confidence of the Tuaregs. Second, and
more difficult, was to change the manner in which the Army
characteristically dealt with security problems in the north.
To win Tuareg confidence, the Army instituted recurring
consultations between senior military officers and Tuareg
community leaders. These meetings provided fora to
discuss grievances, address allegations of criminal activity,
and examine accusations of human rights abuses. At the
same time, the Army became heavily involved in relief
efforts, providing foodstuffs (rice, millet, tea, sugar, and
dates) to needy communities, and began to offer free medical
services to nomad communities. The Army also organized
regular meetings between Army units and Tuareg commun-ities, in which the Tuaregs were encouraged to share and
explain their arts, dances, singing, and other unique
cultural features. This demonstrated to the Tuaregs that
the Army valued their traditional culture, but also
generated some appreciation for the Tuaregs within the
rank and file of the Army itself.
It is possible to overrate the effectiveness of these
measures. At the outset, the climate of distrust and
suspicion was very strong. However, over the course of
about 5 years, these measures had demonstrably positive
effects. Most of the Tuareg communities discarded their fear
of the Malian Army.
The second Malian approach was perhaps the most
difficult: that of changing Army attitudes toward the
Tuareg. The long, bitter history of insurgency and
counterinsurgency had generated a legacy of hatred for the
Army among the Tuaregs, but also a hatred for the Tuaregs
among many military personnel. The mutiny in 1994 simply
reaffirmed the soldiers’ stereotype of Tuaregs as “violent,
unreasonable, unpatriotic opportunists.” These attitudes
were very difficult to overcome.
To address this problem, the Army held a recurring
series of workshops and consultations for soldiers of all
ranks. The Malians invited the Red Cross and several other
organizations to organize (or assist) in a substantial portion
of this training, concentrating on professional ethics,
respect for human rights, laws of land warfare, and the role
of the military in democratic societies.57 The effort entailed
some very hard work, and at first it was hard to see tangible
results. However, attitudes in the Army were changing,
slowly at first, more rapidly in the mid-1990s. By that point,
the efforts had been very successful: accusations of human
rights abuses committed by Malian government personnel
had declined to a very low level....
The government of Mali ultimately was able to reassert
its authority over the north, and over a population that was
much more confident in the good faith of its government.
While a certain amount of banditry remains endemic to the
region, the resentments that provoked the Tuareg rebellion
seem to have been largely attenuated.