The Twitter jihadis: how terror groups have turned to social media

Pakistan’s militant and extremist organisations are increasingly aware of the importance of the internet, says Samira Shackle.

On 22 November last year, a new magazine sought writers through an advert on Facebook. “Dear brothers and sisters, ‘the pen is mightier than the sword’. Now you have a chance to use this mighty weapon,” said the ad, which was posted on Umar Media, the Facebook page of Tehkreek-e-Taliban Pakistan (TTP).

The previous month, the same page had announced “online job opportunities”, including “video-editing, translations, sharing, uploading, downloading and collection of required data”. Offering an email address on which to contact the Taliban, the two adverts urged readers to spread the word in case the Facebook account was deleted.

This showed foresight: Facebook soon closed the page. But social media are notoriously hard to police and it recently reopened, quickly gaining over 2,000 “likes”. The page features violent imagery.

TTP’s use of Facebook to recruit shows how Pakistan’s militant and extremist organisations are increasingly aware of the importance of the internet. In Pakistan there is a long tradition of legitimate religious organisations using online tools. Networks of madrasas use forums and video platforms to share study materials. Banned religious groups – which often carry out social work besides their more unsavoury activities – exploit the internet in the same way. But increasingly, many also see Twitter and Facebook as a chance to change their image and recruit members.

Take Jamaat-ud-Dawa (JuD), a major religious organisation in Pakistan. It is banned by the US, the UN and the EU because of its alleged role in the 2008 Mumbai attacks. But the organisation is not banned inside Pakistan, where it runs a large charitable network.

Abdul Rehman, of JuD’s IT and social media wing, explains that though the group has had an online presence for at least a decade, its focus on social media is new. “Our Facebook and Twitter has the political aim of taking up our narratives,” he tells me. “There is a lot of propaganda against us. Twitter allows us to give our own official statements. The main purpose is to preach our message.”

Sipah-e-Sahaba, the “mother ship” of terrorism in Pakistan, has carried out countless killings of Shia Muslims since it was formed in the 1980s. Banned in 2002, it hastily re-formed under the new name Ahle Sunnat wal Jamaat (ASWJ) and has since developed a political presence, even fielding election candidates.
“We use Facebook, Twitter and our own website for sharing daily news,” says a spokesman, Maulana Akbar Saeed Farooqi. “Many people make propaganda against us and say we are a terrorist party. But when people see our comments on the internet, they say that our agenda is right.”
After interviewing Farooqi on the phone, I am somehow added to ASWJ’s text-message service. Around ten messages a day come through, with updates about speeches and members who have been martyred.
Aaron Zelin, a fellow at the Washington Institute for Near East Policy, recently published a study entitled “The State of Global Jihad Online”. “Jihadi groups have been using Facebook and Twitter for a few years now,” he tells me. Zelin points out that there are upsides and downsides for terrorist groups tapping in to social media. “It can let groups amplify their messages more easily but it can also expose more of them to surveillance.”
In that regard, the terrorists are helped by one thing: the Pakistani state’s attitude to policing militancy is no less lax online than it is offline.


Pakistani security forces in Quetta. Photo: Getty Images.

Samira Shackle is a freelance journalist, who tweets @samirashackle. She was formerly a staff writer for the New Statesman.

This article first appeared in the 12 August 2013 issue of the New Statesman, What if JFK had lived?

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What’s the secret of the world’s best-paid sports manager? Ask the Chicago Cubs

Theo Epstein is a star because he values the person as much as the player.

As I write, the Chicago Cubs, perennial underachievers, are three wins away from reaching baseball’s World Series for the first time since 1945. By the time you read this they may have crashed out. Besides, baseball – like cricket – is a language that asks a lot of its translators. So, in writing about the Cubs, I’ll skip the baseball bits. Fortunately, the lessons of the Cubs’ success (they were the outstanding team of 2016, even if they don’t win the World Series) transcend baseball.

To understand the future of sport – and perhaps employment – I recommend a pair of profiles of Theo Epstein, the president of baseball operations for the Cubs, one published in the New York Times and the other written by David Axelrod (Barack Obama’s strategist) for the New Yorker.

Epstein, 42, has just agreed a contract extension worth $50m over five years, making him the highest-paid non-player in professional sport. There is plenty in the profiles on his whizzy use of data analytics; his algorithmic tests that measure players’ co-ordination (essentially using neuroscience to measure talent); as well as the Cubs’ coaching programme dedicated to mental health and managing stress. Most timely and important of all is Epstein’s emphasis on character. He talks about “scouting the person more than the player”. He wants the right kind of people on the field.

“In the draft room [where the team decides which players to sign], we will always spend more than half the time talking about the person rather than the player,” he has said. “We ask our scouts to provide three detailed examples of how these young players faced adversity on the field and responded to it, and three examples of how they faced adversity off the field.”

Epstein is well known for empowering a “geek department” inside his baseball teams. Yet instead of perceiving a conflict between science and the human realm, he sees the two as part of the same big picture. He craves players with character who can benefit from the insights of science.

“Character” is a vexed subject inside sport. It sets off uncomfortable associations. Talking too much about character – building it, or even just valuing it – sounds dangerously close to endorsing an amateur ethos. Victorian public schools often celebrated sport explicitly in opposition to intelligence, even achievement. H H Almond, the headmaster of Loretto from 1862, got an A for candour (if nothing else) when he ranked his school’s priorities: “First – Character. Second – Physique. Third – Intelligence.”

The Victorian notion of games cast a long shadow over sport and society in the 20th century. The first phase of ultra-professionalism, in the office as well as on the sports field, was a reaction to Almond’s set of values. The concept of character was recast as a consolation prize, doled out to the class dunce or the twelfth man. Crucially, reformers and nostalgics alike bought in to the historical perception of a separation or conflict between character, intellectual life and sporting achievement.

The Cubs, however, know better. To adapt Almond’s clumsy saying: intelligence and physical skills derive, significantly though not entirely, from character. Character is now being understood not as the destination, but the foundation, even the process.

This is an overdue reassessment. In the loosest terms, I would identify three phases in the development of professional sport. Phase one optimised the body. Sadly, though we are still inching forward, the human body is now reaching the outer wall of virtuosity. All sports will tail off in speed of progress, in terms of pure physicality.

Phase two of modern sport turned to psychology. Realising how hard it is to gain an edge through physical conditioning, everyone suddenly started talking about the mind: the inner game of this, the mental game of that. However, reconfiguring the mental approach of elite athletes – already in their twenties and thirties, with deeply ingrained habits and highly evolved psychological software – is also exceptionally difficult. That is why many top athletes recoil from conventional “sports psychology”; the discipline is oversold and under-sceptical.

We are now entering phase three: the whole person. Sustained high achievement relies on something much deeper than a few sessions with a sports psychologist. So you need the right people in the room.

Coaches in future will be numerate and intellectually unthreatened by the scientific advances that illuminate sport. But the best coaches will never lose sight of a parallel truth: that although science can help us to understand what happens on the sports field, and sometimes how to do it better, it cannot conveniently convert athletes into inert particles, as though it were a ­physical science. Coaching can benefit from ­science but remains an art – one that revolves around understanding and helping people.

In most sports, players and coaches are really in the business of decision-making. The winning team, as Pep Guardiola says, makes more good decisions. Sport, in other words, advances when it trains people to make better decisions. There are now highly evolved analytical techniques for understanding how those decisions influence results. However, the athletes themselves are still people, imperfect and imperfectible. If you want machines, you get dummies.

This month, I was asked to found a new institute of advanced sports studies at the University of Buckingham. The mission is to create undergraduate and postgraduate courses that attend to the entire mindset – critical thinking, ethics and leadership, as well as data analytics and sports science: a kind of “PPE of sport”. After a misleading triple fissure – character, body, mind – sport is starting to put the pieces back together again. That’s why, this month, I’m rooting for Epstein’s Cubs.

Ed Smith is a journalist and author, most recently of Luck. He is a former professional cricketer and played for both Middlesex and England.

This article first appeared in the 20 October 2016 issue of the New Statesman, Brothers in blood