This one's an excellent read. Here's a snippet.
The results of the U.S. intelligence analysis were shared the following day, Feb. 12, in another meeting for only American officials in the Situation Room. Before Mr. Trump arrived, two senior intelligence officials briefed the president's inner circle.
The intelligence officials had deep expertise in U.S. military capabilities, and they knew the Iranian system and its players inside out. They had broken down Mr. Netanyahu's presentation into four parts. First was decapitation — killing the ayatollah. Second was crippling Iran's capacity to project power and threaten its neighbors. Third was a popular uprising inside Iran. And fourth was regime change, with a secular leader installed to govern the country.
The U.S. officials assessed that the first two objectives were achievable with American intelligence and military power. They assessed that the third and fourth parts of Mr. Netanyahu's pitch, which included the possibility of the Kurds mounting a ground invasion of Iran, were detached from reality.
When Mr. Trump joined the meeting, Mr. Ratcliffe briefed him on the assessment. The C.I.A. director used one word to describe the Israeli prime minister's regime change scenarios: "farcical."
At that point, Mr. Rubio cut in. "In other words, it's bullshit," he said.
Mr. Ratcliffe added that given the unpredictability of events in any conflict, regime change could happen, but it should not be considered an achievable objective.
Several others jumped in, including Mr. Vance, just back from Azerbaijan, who also expressed strong skepticism about the prospect of regime change.
The president then turned to General Caine. "General, what do you think?"
General Caine replied: "Sir, this is, in my experience, standard operating procedure for the Israelis. They oversell, and their plans are not always well-developed. They know they need us, and that's why they're hard-selling."
Mr. Trump quickly weighed the assessment. Regime change, he said, would be "their problem." It was unclear whether he was referring to the Israelis or the Iranian people. But the bottom line was that his decision on whether to go to war against Iran would not hinge on whether Parts 3 and 4 of Mr. Netanyahu's presentation were achievable.
Mr. Trump appeared to remain very interested in accomplishing Parts 1 and 2: killing the ayatollah and Iran's top leaders and dismantling the Iranian military.
General Caine — the man Mr. Trump liked to refer to as "Razin' Caine" — had impressed the president years earlier by telling him the Islamic State could be defeated far more quickly than others had projected. Mr. Trump rewarded that confidence by elevating the general, who had been an Air Force fighter pilot, to be his top military adviser. General Caine was not a political loyalist, and he had serious concerns about a war with Iran. But he was very cautious in the way he presented his views to the president.
As the small team of advisers who were looped into the plans deliberated over the following days, General Caine shared with Mr. Trump and others the alarming military assessment that a major campaign against Iran would drastically deplete stockpiles of American weaponry, including missile interceptors, whose supply had been strained after years of support for Ukraine and Israel. General Caine saw no clear path to quickly replenishing these stockpiles.
He also flagged the enormous difficulty of securing the Strait of Hormuz and the risks of Iran blocking it. Mr. Trump had dismissed that possibility on the assumption that the regime would capitulate before it came to that. The president appeared to think it would be a very quick war — an impression that had been reinforced by the tepid response to the U.S. bombing of Iran's nuclear facilities in June.
General Caine's role in the lead-up to the war captured a classic tension between military counsel and presidential decision-making. So persistent was the chairman in not taking a stand — repeating that it was not his role to tell the president what to do, but rather to present options along with potential risks and possible second- and third-order consequences — that he could appear to some of those listening to be arguing all sides of an issue simultaneously.
He would constantly ask, "And then what?" But Mr. Trump would often seem to hear only what he wanted to hear.
General Caine differed in almost every way from a prior chairman, Gen. Mark A. Milley, who had argued vociferously with Mr. Trump during his first administration and who saw his role as stopping the president from taking dangerous or reckless actions.
One person familiar with their interactions noted that Mr. Trump had a habit of confusing tactical advice from General Caine with strategic counsel. In practice, that meant the general might warn in one breath about the difficulties of one aspect of the operation, then in the next note that the United States had an essentially unlimited supply of cheap, precision-guided bombs and could strike Iran for weeks once it achieved air superiority.
To the chairman, these were separate observations. But Mr. Trump appeared to think that the second most likely canceled out the first.
At no point during the deliberations did the chairman directly tell the president that war with Iran was a terrible idea — though some of General Caine's colleagues believed that was exactly what he thought.
