The Armed Forces Officer Part 25

There are, however, a few simple and fundamental propositions to which the Armed Services subscribe in saying to the officer corps what may be expected of the average man of the United States under the conditions of battle. Generally speaking, they have held true of Americans in times past from Lexington to Okinawa. The fighting establishment builds its discipline, training, code of conduct and public policy around these ideas, believing that what served yesterday will also be the one best way tomorrow, and for so long as our traditions and our system of freedoms survive. These propositions are:

I

When led with courage and intelligence, an American will fight as willingly and as efficiently as any fighter in world history.

II

His keenness and endurance in war will be in proportion to the zeal and inspiration of his leadership.

III

He is resourceful and imaginative, and the best results will always flow from encouraging him to use his brain along with his spirit.

IV

Under combat conditions he will reserve his greatest loyalty for the officer who is most resourceful in the tactical employment of his forces and most careful to avoid unnecessary losses.

V

He is to a certain extent machine-bound because the nature of our civilization has made him so. In an emergency, he tends to look around for a motor car, a radio or some other gadget that will facilitate his purpose, instead of thinking about using his muscle power toward the given end. In combat, this is a weakness which thwarts contact and limits communications. Therefore it needs to be antic.i.p.ated and guarded against.

VI

War does not require that the American be brutalized or bullied in any measure whatever. His need is an alert mind and a toughened body. Hate and bloodl.u.s.t are not the attributes of a sound training under the American system. To develop clearly a line of duty is sufficient to point Americans toward the doing of it.

VII

Except on a Hollywood lot, there is no such thing as an American fighter "type." Our best men come in all colors, shapes, and sizes.

They appear from every section of the Nation, including the territories.

VIII

Presupposing soundness in their officer leadership, the majority of Americans in any group or unit can be depended upon to fight loyally and obediently, and will give a good account of themselves.

IX

In battle, Americans do not tend to fluctuate between emotional extremes, in complete dejection one day and in exultation the next, according to changes in the situation. They continue, on the whole, on a fairly even keel, when the going is tough and when things are breaking their way. Even when heavily shocked by battle losses, they tend to bound back quickly. Though their griping is incessant, their natural outlook is on the optimistic side, and they react unfavorably to the officer who looks eternally on the dark side.

X

During battle, American officers are not expected either to drive their men or to be forever in the van, as if praying to be shot. So long as they are with their men, taking the same chances as their men, and showing a firm grasp of the situation and of the line of action which should be followed, the men will go forward.

XI

In any situation of extreme pressure, or moral exhaustion, where men cannot otherwise be rallied and led forward, officers are expected to do the actual physical act of leading, such as performing as first scout, or point, even though this means taking over what normally would be an enlisted man's function.

XII

The normal, gregarious American is not at his best when playing a lone-handed or tactically isolated part in battle. He is not a kamikaze or a one-man torpedo. Consequently, the best tactical results obtain from those dispositions and methods which link the power of one man to that of another. Men who feel strange with their unit, having been carelessly received by it, and indifferently handled, will rarely, if ever, fight strongly and courageously. But if treated with common decency and respect, they will perform like men.

XIII

Within our school of military thought, higher authority does not consider itself infallible. Either in combat or out, in any situation where a majority of militarily-trained Americans become undutiful, that is sufficient reason for higher authority to resurvey its own judgments, disciplines and line of action.

XIV

To lie to American troops to cover up a blunder in combat rarely serves any valid purpose. They have a good sense of combat and an uncanny instinct for ferreting out the truth when anything goes wrong tactically. They will excuse mistakes but they will not forgive being treated like children.

XV

When spit-and-polish are laid on so heavily that they become onerous, and the ranks cannot see any legitimate connection between the requirements and the development of an att.i.tude which will serve a clear fighting purpose, it is to be questioned that the exactions serve any good object whatever.

XVI

On the other hand, because standards of discipline and courtesy are designed for the express purpose of furthering control under the extraordinary frictions and pressures of the battlefield, their maintenance under combat conditions is as necessary as during training. Smartness and respect are the marks of military alertness, no matter how trying the circ.u.mstances. But courtesy starts at the top, in the dealing of any officer with his subordinates, and in his decent regard for their loyalty, intelligence, and manhood.

XVII

Though Americans enjoy relatively a bountiful, and even luxurious standard of living in their home environment, they do not have to be pampered, spoon-fed and surfeited with every comfort and convenience to keep them steadfast and devoted, once war comes. They are by nature rugged men, and in the field will respond most perfectly when called on to play a rugged part. Soft handling will soften even the best men.

But even the weak man will develop a new vigor and confidence in the face of necessary hardship, if moved by a leadership which is courageously making the best of a bad situation.

XVIII

Extravagance and wastefulness is somewhat rooted in the American character, because of our mode of life. When our men enter military service, there is a strong holdover of their prodigal civilian habits.

Even under fighting conditions, they tend to be wasteful of drinking water, food, munitionment and other vital supply. When such things are made _too_ accessible, they tend to throw them away, rather than to conserve them in the general interests. This is a distinct weakness during combat, when conservation of all supply is the touchstone of success. The regulating of all supply, and the preventing of waste in any form, is the prime obligation of every officer.

XIX

Under the conditions of battle, any extra work, exercise, maneuver or _marching which does not serve a clear and direct operational purpose_ is unjustifiable. The supreme object is to keep men as physically fresh and mentally alert as possible. Tired men take fright and are half-whipped before the battle opens. Worn-out officers cannot make clear decisions. The conservation of men's powers, not the exhaustion thereof, is the way of successful operation.

XX

When forces are committed to combat, it is vital that not one unnecessary pound be put on any man's back. Lightness of foot is the key to speed of movement and the increase of firepower. In judging of these things, every officer's thought should be on the optimistic side. It is better to take the chance that men will manage to get by on a little less than to overload them, through an over-cautious reckoning of every possible contingency, thereby destroying their power to do anything effectively.

XXI

Even a thorough training and long practice in weapons handling will not always insure that a majority of men will use their weapons freely and consistently when engaging the enemy. This is particularly true of Americans. In youth they are taught that the taking of human life is wrong. This feeling is deep-rooted in their emotions. Many of them cannot shake it off when the hour comes that their own lives are in danger. They fail to fire, though they do not know exactly why. In war, firing at an enemy target can be made a habit. Once required to make the start, because he is given personal and intelligent direction, any man will find it easier to fire the second and third time, and soon thereafter his response will become automatic in any tactical situation. When engaging the enemy, the most decisive task of all junior leaders is to make certain that _all_ men along the line are employing their weapons, even if this means spending some time with each man and directing his fire. Reconnaissance and inspection toward this end, particularly in the early stages of initial engagement, are far more important than the employment of weapons by junior leaders themselves, since this latter tends to distract their attention from what the men are doing.

XXII

Unity of action develops from fullness of information. In combat, all ranks have to know what is being done, and why it is being done, if confusion is to be kept to a minimum. This holds true in all types of operation, whatever the service. However, a surfeit of information clouds the mind and may sometimes depress the spirit. We can take one example. A commander might be confronted by a complex situation, and his solution may comprise a continuing operation in three distinct phases. It would be advisable that all hands be told the complete detail of "phase A." But it might be equally sensible that only his subordinates who are closest to him be made fully informed about "phase B," and "phase C." All plans in combat are subject to modification as circ.u.mstances dictate; this being the case, it is better not to muddle men by filling their minds with a seeming conflict in ideas. More important still, if the grand object seems too vast and formidable, even the first step toward it may appear doubly difficult. Fullness of information does not void the other principle that one thing at a time, carefully organized all down the line, is the surest way.

XXIII

There is no excuse for malingering or cowardice during battle. It is the task of leadership to stop it, by whatever means would seem to be the surest cure, always making certain that in so doing it will not make a bad matter worse.

XXIV

The Armed Services recognize that there are occasional individuals whose nervous and spiritual makeup may be such that, though they erode rapidly and may suffer complete breakdown under combat conditions, they still may be wholly loyal and conscientious men, capable of doing high duty elsewhere. Men are not alike. In some, however willing the spirit, the flesh may still be weak. To punish, degrade or in any way humiliate such men is not more cruel than ignorant. When the good faith of any individual has been repeatedly demonstrated in his earlier service, he deserves the benefit of the doubt from his superior, pending study of his case by medical authority. But if the man has been a bad actor consistently, his officer is warranted in proceeding on the a.s.sumption that his combat failure is just one more grave moral dereliction. To fail to take proper action against such a man can only work unusual hardship on the majority trying to do duty.