Newsweek‘s hunt for Bin Laden article has some interesting accounts attributing his success at escaping justice to excesses of official caution (Hey! the press might criticize them) and bureaucratic paralysis.

As recalled by Gary Berntsen, the CIA officer in charge of the covert team working with the Northern Alliance, code-named Jawbreaker, the military refused his pleas for 800 Army Rangers to cut off bin Laden’s escape. Maj. Gen. Dell Dailey, the Special Ops commander sent out by Central Command, told Berntsen he was doing an “excellent job,” but that putting in ground troops might offend America’s Afghan allies. “I don’t give a damn about offending our allies!” Berntsen yelled, according to his 2005 book, “Jawbreaker.” “I only care about eliminating Al Qaeda and delivering bin Laden’s head in a box!” (Dailey, now the State Department’s counterterror chief, told NEWSWEEK that he did not want to discuss the incident, except to say that Berntsen’s story is “unsubstantiated.”)

Berntsen went to Crumpton, his boss at the CIA, who described to NEWSWEEK his frantic efforts to appeal to higher authority. Crumpton called CENTCOM’s commander, Gen. Tommy Franks. It would take “weeks” to mobilize a force, Franks responded, and the harsh, snowy terrain was too difficult and the odds of getting bin Laden not worth the risk. Frustrated, Crumpton went to the White House and rolled out maps of the Pakistani-Afghan border on a small conference table. President Bush wanted to know if the Pakistanis could sweep up Al Qaeda on the other side. “No, sir,” Crumpton responded. (Vice President Dick Cheney did not say a word, Crumpton recalled.) The meeting was inconclusive. Franks, who declined to comment, has written in his memoirs that he decided, along with Rumsfeld, that to send troops into the mountains would risk repeating the mistake of the Soviets, who were trapped and routed by jihadist guerrilla fighters in the 1980…

Whenever (Special Forces Operations Sergeant Adam Rice) and his men moved within five kilometers of the safe house, he says, they had to file a request form known as a 5-W, spelling out the who, what, when, where and why of the mission. Permission from headquarters took hours, and if shooting might be involved, it was often denied. To go beyond five kilometers required a CONOP (for “concept of operations”) that was much more elaborate and required approval from two layers in the field, and finally the Joint Special Operations Task Force at Baghram air base near Kabul. To get into a fire fight, the permission of a three-star general was necessary. “That process could take days,” Rice recalled to NEWSWEEK. He often typed forms while sitting on a 55-gallon drum his men had cut in half to make a toilet seat. “We’d be typing in 130-degree heat while we’re crapping away with bacillary dysentery and sometimes the brass at Kandahar or Baghram would kick back and tell you the spelling was incorrect, that you weren’t using the tab to delimit the form correctly.”

But Rice made his request anyway. Days passed with no word. The window closed; the target—whether Mullah Omar or not—moved on. Rice blames risk aversion in career officers, whose promotions require spotless (“zero defect”) records—no mistakes, no bad luck, no “flaps.” The cautious mind-set changed for a time after 9/11, but quickly settled back in. High-tech communication serves to clog, rather than speed the process. With worldwide satellite communications, high-level commanders back at the base or in Washington can second-guess even minor decisions.

Read the whole thing.