This book seeks to answer two questions: Why is irregular conflict so hard? Can we do it better? The concept of “strategic realities” applies to both questions. Problems arise in the irregular conflict arena that generally do not arise in either conventional conflict or classic development, yet irregular conflict also requires understanding each of those domains—and something more besides. When we undertake responses to an irregular conflict, we do so with organizations that are designed, educated, and trained for other purposes. Jerry-rigged solutions can work and sometimes have, but success usually comes only because of stellar ad hoc efforts, and not because of a focused systemic approach.