commander; I'm here to help you. I'll try to make your stay both pleasant and profitable.'
This was all very democratic and pleasant—but it is the nature of young men to get away with anything they can, and soon these young men found they could get away with plenty.
A soldier could tell a sergeant to blow it. In the old Army he might have been bashed, and found immediately what the rules were going to be. In the Canadian Army—which oddly enough no American liberals have found fascistic or bestial—he would have been marched in front of his company commander, had his pay reduced, perhaps even been confined for thirty days, with no damaging mark on his record. He would have learned, instantly, that orders are to be obeyed.
But in the new American Army, the sergeant reported such a case to his C.O. But the C.O. couldn't do anything drastic or educational to the man; for any real action, he had to pass the case up higher. And nobody wanted to court-martial the man, to put a permanent damaging mark on his record. The most likely outcome was for the man to be chided for being rude, and requested to do better in the future.
Some privates, behind their smirks, liked it fine.
Pretty soon, the sergeants, realizing the score, started to fraternize with the men. Perhaps, through popularity, they could get something done. The junior officers, with no sergeants to knock heads, decided that the better part of valor was never to give an unpopular order.
The new legions carried the old names, displayed the old, proud colors, with their gallant battle streamers. The regimental mottoes still said things like 'Can Do.' In their neat, fitted uniforms and new shiny boots—there was money for these—the troops looked good. Their appearance made the generals smile.
What they lacked couldn't be seen, not until the guns sounded.
There is much to military training that seems childish, stultifying, and even brutal. But one essential part of breaking men into military life is the removal of misfits—and in the service a man is a misfit who cannot obey orders, any orders, and who cannot stand immense and searing mental and physical pressure.
For his own sake and for that of those around him, a man must be prepared for the awful, shrieking moment of truth when he realizes he is all alone on a hill ten thousand miles from home, and that he may be killed in the next second.
The young men of America, from whatever strata, are raised in a permissive society. The increasing alienation of their education from the harsher realities of life makes their reorientation, once enlisted, doubly important.
Prior to 1950 they got no reorientation. They put on the uniform, but continued to get by, doing things rather more or less. They had no time for sergeants.
As discipline deteriorated, the generals themselves were hardly affected. They still had their position, their pomp and ceremonies. Surrounded by professionals of the old school, largely field rank, they still thought their rod was iron, for, seemingly, their own orders were obeyed.
But ground battle is a series of platoon actions. No longer can a field commander stand on a hill, like Lee or Grant, and oversee his formations. Orders in combat—the orders that kill men or get them killed, are not given by generals, or even by majors. They are given by lieutenants and sergeants, and sometimes by PFC's.
When a sergeant gives a soldier an order in battle, it must have the same weight as that of a four-star general.
Such orders cannot be given by men who are some of the boys. Men willingly take orders to die only from those they are trained to regard as superior beings.
It was not until the summer of 1950, when the legions went forth, that the generals realized what they had agreed to, and what they had wrought.
The Old Army, outcast and alien and remote from the warm bosom of society, officer and man alike, ordered into Korea, would have gone without questioning. It would have died without counting. As on Bataan, it would not have listened for the angel's trumpet or the clarion call. It would have heard the hard sound of its own bugles, and hard-bitten, cynical, wise in bitter ways, it would have kept its eyes on its sergeants.
It would have died. It would have retreated, or surrendered, only in the last extremity. In the enemy prison camps, exhausted, sick, it would have spat upon its captors, despising them to the last.
It would have died, but it might have held.
One aftermath of the Korean War has been the passionate attempt in some military quarters to prove the softness and decadence of American society as a whole, because in the first six months of that war there were wholesale failures. It has been a pervasive and persuasive argument, and it has raised its own counterargument, equally passionate.
The trouble is, different men live by different myths.
There are men who would have a society pointed wholly to fighting and resistance to Communism, and this would be a very different society from the one Americans now enjoy. It might succeed on the battlefield, but its other failures can be predicted.
But the infantry battlefield also cannot be remade to the order of the prevailing midcentury opinion of American sociologists.
The recommendations of the so-called Doolittle Board of 1945-1946, which destroyed so much of the will—if not the actual power—of the military traditionalists, and left them bitter, and confused as to how to act, was based on experience in World War II. In that war, as in all others, millions of civilians were fitted arbitrarily into a military pattern already centuries old. It had once fitted Western society; it now coincided with American customs and thinking no longer.
What the Doolittle Board tried to do, in small measure, was to bring the professional Army back into the new society. What it could not do, in 1946, was to gauge the future.
By 1947 the United States Army had returned, in large measure, to the pattern it had known prior to 1939. The new teen-agers who now joined it were much the same stripe of men who had joined in the old days. They were not intellectuals, they were not completely fired with patriotism, or motivated by the draft; nor was an aroused public, eager to win a war, breathing down their necks.
A great many of them signed up for three squares and a sack.
Over several thousand years of history, man has found a way to make soldiers out of this kind of man, as he comes, basically unformed, to the colors. It is a way with great stresses and great strains. It cannot be said it is wholly good. Regimentation is not good, completely, for any man.
But no successful army has been able to avoid it. It is an unpleasant necessity, seemingly likely to go on forever, as long as men fight in fields and mud.
One thing should be made clear.
The Army could have fought World War III, just as it could have fought World War II, under the new rules. During 1941-1945 the average age of the United States soldier was in the late twenties, and the ranks were seasoned with maturity from every rank of life, as well as intelligence.
In World War III, or any war with national emotional support, this would have again been true. Soldiers would have brought their motivation with them, firmed by understanding and maturity.
The Army could have fought World War III in 1950, but it could not fight Korea.
As a case in point, take the experiences of one platoon sergeant in Fort Lewis, Washington. During the big war he had held sway over a platoon of seventy-two enlisted men. The platoon was his to run; the officers rarely came around the barracks.
The platoon sergeant was a reasonable man, in charge of reasonable men, who knew why they were in the Army. Their average age was thirty-two; one-fourth of them, roughly, were college trained. Almost all of them were skilled, in one trade or another.
This kind of man cannot be made to dig a six-by-six hole to bury a carelessly dropped cigarette, nor double- timed around the PX on Sunday morning.
The platoon sergeant relieved a multiple-striped young idiot—as he termed the man—who tried just this. The platoon, as platoons can, ruined the former sergeant.
The new platoon sergeant told his men the barracks needed cleaning, but if everyone would cooperate, each man clean his own area each day, he could get a few men off detail to clean the common areas, such as the latrine, and there need be no GI parties.
The platoon cooperated. There were no GI parties, no extra details. A few men went off the track, now and then; the older men of the platoon handled them quietly, without bothering the platoon sergeant.
