Some historical perspective might help prevent unnecessary heebie-jeebies here...
SOMETHING is definitely going on with the Petraeus thing, I don't know what, but it stinks. As for the rest of it, be careful not to read too much into things too early. Paying attention is good, panic is not...
Lose a General, Win a War
By THOMAS E. RICKS
Published: June 23, 2010
FOR most of our nation’s history, the armed services have had a strong and worthy tradition of firing generals who get out of line. So for most of our presidents there would have been no question about whether to oust Gen. Stanley McChrystal for making public his differences with the White House on policy in Afghanistan. If President Obama had not fired General McChrystal, it would have been like President Truman keeping on Douglas MacArthur after his insubordination during the Korean War.
Some analysts fret that losing General McChrystal will mean sacrificing the relationship he had developed with the Afghan president, Hamid Karzai. But the general’s dysfunctional relationship with the other senior American officials in Kabul, painfully laid out this week in Rolling Stone, is more significant. If President Obama is to be faulted, it is for leaving that group in position after it became apparent last fall that the men could not work well together.
No policy can be successful if those sent to put it in place undermine one another with snide comments to reporters and leaked memorandums like the cable disparaging Mr. Karzai written by Ambassador Karl Eikenberry last year. For this reason, the president should finish cleaning house and fire Ambassador Eikenberry and the special envoy, Richard Holbrooke.
Mr. Obama should then replace them with a team that has a single person clearly in control, with the power to hire and fire the others. And he should send that new group to Kabul with clear orders that they should get along, or expect to be relieved.
In the longer term, the Army has to return to its tradition of getting rid of leaders who are failing. The Navy has shown more fortitude; in the first two months of this year alone it fired six commanders of ships and installations. On Tuesday, it fired the skipper of the frigate John L. Hall, two months after it collided with a pier at a Black Sea port in Georgia. The Navy stated simply, as it usually does in such cases, that the officer’s superior had lost confidence in him. That is all that is needed.
The Marine Corps has also largely kept the tradition of relieving officers — most notably during the invasion of Iraq in 2003 when its top ground officer, Maj. Gen. James Mattis, fired the commander of the First Marine Regiment. During his tenure, Defense Secretary Robert Gates has fired secretaries of the Army and the Air Force and an Air Force chief of staff.
Back in World War II, the Army had no qualms about letting officers go; at least 16 of the 155 generals who commanded divisions in combat during the war were relieved while in combat. George Marshall, the nation’s top general, felt that a willingness to fire subordinates was a requirement of leadership. He once described Gen. Hap Arnold, chief of the Army Air Forces, as a fine man, but one who “didn’t have the nerve to get rid of men not worth a damn.”
Marshall had plenty of nerve: in 1940 and ’41, as war loomed, he forced into retirement several hundred officers he deemed too old and slow to be effective. When the commandant at Leavenworth, Brig. Gen. Charles Bundel, told him that updating the complete set of Army training manuals would take 18 months, Marshall offered him three months, and then four months, to do the job. It can’t be done, Bundel twice responded.
“You be very careful about that,” Marshall told him in a telephone conversation.
“No, it can’t be done,” Bundel repeated.
“I’m sorry, then you are relieved,” Marshall said.
We tend to remember those who were nearly relieved but ultimately weren’t, most notably Gen. George Patton, who came closest to being fired during the war after slapping two American soldiers suffering from combat fatigue. But that sort of exception illustrates another aspect of the lost tradition of relieving commanders: the military had some flexibility in enforcing it. Patton was seen by his superiors as having unusual weaknesses but equally rare strengths, so he was kept on.
One advantage of having a more flexible attitude toward removal from combat command was that it did not necessarily mean the end of one’s career. During World War II, three Army division commanders — Orlando Ward, Terry de la Mesa Allen and Leroy Watson — were relieved of command of divisions in combat but went on to lead different divisions later in the war.
The old system may seem harsh in today’s light, and certainly some men were treated unfairly. But keep in mind that job losses were dwarfed by combat losses: In the summer of 1944, 15 of the 20 battalion and regimental commanders in the 82nd Airborne were either killed or wounded. In World War II, a front-line officer either succeeded, became a casualty or was relieved within a few months — or in some cases, within days.
The tradition of swift relief provided two benefits that we have lost in today’s Army: It punished failure and it gave an opportunity to younger, more energetic officers who were better equipped to adapt to the quickening pace of the war. When George Marshall heard of a major who really was doing a general’s work, he stepped in to make the man a brigadier general overnight. Under this audacious system, a generation of brilliant young commanders emerged, men like James Gavin, an innovator in airborne warfare who became the Army’s youngest three-star general.
But that tradition was somehow lost in the Korean War and buried conclusively in Vietnam. Nowadays, dynamic young leaders can’t emerge as quickly, because almost no one is fired. In a much-discussed 2007 article in Armed Forces Journal, Lt. Col. Paul Yingling wrote that “a private who loses a rifle suffers far greater consequences than a general who loses a war.”
In Vietnam, Iraq and Afghanistan, most of our commanders have “rotated in” for a year, led their units and gone home. This skews incentives away from risk-taking and toward not making waves. Consequently, the only generals who are fired are those at the very top, who do not serve one-year tours of duty and so must be removed by firing or forced resignation.
Had Army officers been managed in the Afghan War as they were during World War II, we would be seeing a new generation of leaders emerge. Instead, a beleaguered president once again is sending David Petraeus to the rescue, making it appear as though he is the only competent general we have.
Thomas E. Ricks, a senior fellow at the Center for a New American Security and the author of “The Gamble: General Petraeus and the American Military Adventure in Iraq,” is writing a history of American generalship since World War II.
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