As Australia comes to grips with accusations that some of its elite soldiers committed war crimes in Afghanistan, a catchcry for certain commentators is that the ‘fog of war’ explains, justifies, and possibly excuses the alleged atrocities that have come to light. The term seeks to capture the uncertainty regarding one’s own capability, the adversary’s capability, and intent. However, the ‘fog of war’ is woefully inadequate in explaining actions that were deliberate, targeted, and repeated. Abuses of power and the normalisation of deviance are at the heart of the ‘cultural issues’ that have long plagued the Australian Defence Force. In fact, this can be said of all institutions grappling with the same problems: histories of abuse and secrecy, sexual harassment, and problems of diversity and inclusion. It is always easiest to point a finger at a ‘what’ rather than a ‘who,’ so ‘culture’ features prominently in analyses of what went wrong regarding the alleged war crimes committed by Australia’s Special Operations Command. But does a focus on culture provide clarity or obscurity? Does it lead to or is it a barrier to accountability? How do you know when you’ve achieved cultural change?