"In Vietnam the Brass are the true Enemy, not the enemy."

The following is a report written in 1971 by Col. Robert D. Heinl, Jr. on the state of the United States military during the Vietnam War. It has been edited for posting here so as to focus on the resistance of the soldiers to the war and the US military. There are many other useful things covered in this report, and you can find it in its entirety here.

As is always the case, this article is posted for discussion and should not be taken as having an analysis shared by Learning to Fly. This article is clearly written by a reactionary scrotch. Enjoy.

Introduction

The morale, discipline and battleworthiness of the U.S. Armed Forces are, with a few salient exceptions, lower and worse than at anytime in this century and possibly in the history of the United States.

By every conceivable indicator, our army that now remains in Vietnam is in a state approaching collapse, with individual units avoiding or having _refused_ combat, murdering their officers and non commissioned officers, drug-ridden, and dispirited where not near mutinous.

Elsewhere than Vietnam, the situation is nearly as serious.

Intolerably clobbered and buffeted from without and within by social turbulence, pandemic drug addiction, race war, sedition, civilian scapegoatise, draftee recalcitrance and malevolence, barracks theft and common crime, unsupported in their travail by the general government, in Congress as well as the executive branch, distrusted, disliked, and often reviled by the public, the uniformed services today are places of agony for the loyal, silent professions who doggedly hang on and try to keep the ship afloat.

The responses of the services to these unheard-of conditions, forces and new public
attitudes, are confused, resentful, occasional pollyanna-ish, and in some cases even calculated to worsen the malaise that is wracking. While no senior officer (especially one on active duty) can openly voice any such assessment, the foregoing conclusions find virtually unanimous support in numerous non-attributable interviews with responsible senior and mid-level officer, as well as career noncommissioned officers and petty officers in all services.

Historical precedents do not exist for some of the services' problems, such as desertion, mutiny, unpopularity, seditious attacks, and racial troubles. Others, such as drugs, pose difficulties that are wholly NEW. Nowhere, however, in the history of the Armed Forces have comparable past troubles presented themselves in such general magnitude, acuteness, or concentrated focus as today.

By several orders of magnitude, the Army seems to be in worse trouble. But the Navy has serious and unprecedented problems, while the Air Force, on the surface at least still clear of the quicksands in which the Army is sinking, is itself facing disquieting difficulties.

Only the Marines - who have made news this year by their hard line against indiscipline and general permissiveness - seem with their expected staunchness and tough tradition, to be weathering the storm.

Back To The Campus

To understand the military consequences of what is happening to the U.S. Armed Forces, Vietnam is a good place to start. It is in Vietnam that the rearguard of a 500,000 man army, in its day and in the observation of the writer the best army the United States ever put into the field, is numbly extricating itself from a nightmare war the Armed Forces feel they had foisted on them by bright civilians who are now back on campus writing books about the folly of it all.

"They have set up separate companies," writes an American soldier from Cu Chi, quoted in the New York Times, "for men who refuse to go into the field. Is no big thing to refuse to go. If a man is ordered to go to such and such a place he no longer goes through the hassle of refusing; he just packs his shirt and goes to visit some buddies at another base camp. Operations have become incredibly ragtag. Many guys don't even put on their uniforms any more... The American garrison on the larger bases are virtually disarmed. The lifers have taken our weapons from us and put them under lock and key...There have also been quite a few frag incidents in the battalion."

Can all this really be typical or even truthful?

Unfortunately the answer is yes.

"Frag incidents" or just "fragging" is current soldier slang in Vietnam for the murder or attempted murder of strict, unpopular, or just aggressive officers and NCOs. With extreme reluctance (after a young West Pointer from Senator Mike Mansfield's Montana was fragged in his sleep) the Pentagon has now disclosed that fraggings in 1970(109) have more than doubled those of the previous year (96).

Word of the deaths of officers will bring cheers at troop movies or in bivouacs of certain units.
In one such division -- the morale plagued Americal -- fraggings during 1971 have been authoritatively estimated to be running about one a week.

Yet fraggings, though hard to document, form part of the ugly lore of every war. The first such verified incident known to have taken place occurred 190 years ago when Pennsylvania soldiers in the Continental Army killed one of their captains during the night of 1 January 1781.

Bounties And Evasions

Bounties, raised by common subscription in amounts running anywhere from $50 to $1,000, have been widely reported put on the heads of leaders whom the privates and Sp4s want to rub out.

Shortly after the costly assault on Hamburger Hill in mid-1969,the GI underground newspaper in Vietnam, "G.I. Says", publicly offered a $10,000 bounty on Lt. Col. Weldon Honeycutt, the officer who ordered(and led) the attack. Despite several attempts, however, Honeycutt managed to live out his tour and return Stateside.
"Another Hamburger Hill," (i.e., toughly contested assault), conceded a veteran major, is definitely out."
The issue of "combat refusal", and official euphemism for disobedience of orders to fight -- the soldier's gravest crime – has only recently been again precipitated on the frontier of Laos by Troop B, 1st Cavalry's mass refusal to recapture their captain's command vehicle containing communication gear, codes and other secret operation orders.

As early as mid-1969, however, an entire company of the 196th Light Infantry Brigade publicly sat down on the battlefield. Later that year, another rifle company, from the famed 1st Air Cavalry Division, flatly refused -- on CBS-TV -- to advance down a dangerous trail.

(Yet combat refusals have been heard of before: as early as 1813,a corps of 4,000 Kentucky soldiers declined to engage British Indians who just sacked and massacred Ft Dearborn (later Chicago).)

While denying further unit refusals the Air Cav has admitted some 35 individual refusals in 1970 alone. By comparison, only two years earlier in 1968, the entire number of officially recorded refusals for our whole army in Vietnam -- from over seven divisions - was 68.

"Search and evade" (meaning tacit avoidance of combat by units in the field) is now virtually a principle of war, vividly expressed by the GI phrase, "CYA (cover your ass) and get home!"

That "search-and-evade" has not gone unnoticed by the enemy is underscored by the Viet Cong delegation's recent statement at the Paris Peace Talks that communist units in Indochina have been ordered not to engage American units which do not molest them. The same statement boasted - not without foundation in fact - that American defectors are in the VC ranks.

Symbolic anti-war fasts (such as the one at Pleiku where an entire medical unit, led by its officers, refused Thanksgiving turkey), peace symbols, "V"-signs not for victory but for peace, booing and cursing of officers and even of hapless entertainers such as Bob Hope, are unhappily commonplace.

As for drugs and race, Vietnam’s problems today not only reflect but reinforce those of t he Armed Forces as a whole. In April, for example, members of a Congressional investigating subcommittee reported that 120 to 15% of our troops in Vietnam are now using high-grade heroin, and that drug addiction there is "of epidemic proportions."

Only last year an Air Force major and command pilot for Ambassador Bunker was apprehended at Ton Son Nhut air base outside Saigon with $8 million worth of heroin in his aircraft. The major is now in Leavenworth.
Early this year, and Air force regular colonel was court-martialed and cashiered for leading his squadron in pot parties, while, at Cam Ranh Air Force Base, 43 members of the base security police squadron were recently swept up in dragnet narcotics raids.

All the foregoing facts – and mean more dire indicators of the worse kind of military trouble – point to widespread conditions among American forces in Vietnam that have only been exceeded in this century by the French Army’s Nivelle mutinies of 1917 and the collapse of the Tsarist armies in 1916 and 1917.

Society Notes

It is a truism that national armies closely reflect societies from which they have been raised. It would be strange indeed if the Armed Forces did not today mirror the agonizing divisions and social traumas of American society, and of course they do.

For this very reason, our Armed Forces outside Vietnam not only reflect these conditions but disclose the depths of their troubles in an awful litany of sedition, disaffection, desertion, race, drugs, breakdowns of authority, abandonment of discipline, and, as a cumulative result, the lowest state of military morale in the history of the country.

Sedition – coupled with disaffection within the ranks, and externally fomented with an audacity and intensity previously inconceivable – infests the Armed Services:

At best count, there appear to be some 144 underground newspapers published on or aimed at U.S. military bases in this country and overseas. Since 1970 the number of such sheets has increased 40% (up from 103 last fall). These journals are not mere gripe-sheets that poke soldier fun in the "Beetle Bailey" tradition, at the brass and the sergeants. "In Vietnam," writes the Ft Lewis-McChord Free Press, "the Lifers, the Brass, are the true Enemy, not the enemy." Another West Coast sheet advises readers: "Don’t desert. Go to Vietnam and kill your commanding officer."

At least 14 GI dissent organizations (including two made up exclusively of officers) now operate more or less /31/ openly. Ancillary to these are at least six antiwar veterans’ groups which strive to influence GIs.
Three well-established lawyer groups specialize in support of GI dissent. Two (GI Civil Liberties Defense Committee and new York Draft and Military Law Panel) operate in the open. A third is a semi-underground network of lawyers who can only be contacted through the GI Alliance, a Washing, D.C., group which tries to coordinate seditious antimilitary activities throughout the country.

One antimilitary legal effort operates right in the theater of war. A three-man law office, backed by the Lawyers’ Military Defense Committee, of Cambridge, Mass., was set up last fall in Saigon to provide free civilian legal services for dissident soldiers being court-martialed in Vietnam.

Besides these lawyers’ fronts, the Pacific Counseling Service (an umbrella organization with Unitarian backing for a prolifery of antimilitary activities) provides legal help and incitement to dissident GIs through not one but seven branches (Tacoma, Oakland, Los Angeles, San Diego, Monterey, Tokyo, and Okinawa).

Another of Pacific Counseling’s activities is to air-drop planeloads of sedition literature into Oakland’s sprawling Army Base, our major West Coast staging point for Vietnam

On the religious front, a community of turbulent priests and clergymen, some unfrocked, calls itself the Order of Maximilian. Maximilian is a saint said to have been martyred by the Romans for refusing military service as un-Christian. Maximilian’s present-day followers visit military posts, infiltrate brigs and stockades in the guise of spiritual counseling, work to recruit military chaplains, and hold services of "consecrations" of post chapels in the name of their saintly draft-dodger.

By present count at least 11 (some go as high as 26) off-base antiwar "coffee houses" ply GIs with rock music, lukewarm coffee, antiwar literature, how-t-do-it tips on desertion, and similar disruptive counsels. Among the best-known coffee houses are: The Shelter Half (Ft Lewis, Wash.); The Home Front (Ft Carson, Colo.); and The Oleo Strut (Ft Hood, Tex.).

Virtually all the coffee houses are or have been supported by the U.S. Serviceman’s Fund, whose offices are in new York City’s Bronx. Until may 1970 the Fund was recognized as a tax-exempt "charitable corporations," a determination which changed when IRS agents found that its main function was sowing dissention among GIs and that it was a satellite of "The new Mobilization Committee", a communist-front organization aimed at disruption of the Armed Forces.

The Action Groups

Not unsurprisingly, the end-product of the atmosphere of incitement of unpunished sedition, and of recalcitrant antimilitary malevolence which pervades the world of the draftee (and to an extent the low-ranking men in "volunteer" services, too) is overt action.

One militant West Coast Group, Movement for a Democratic Military (MDM), has specialized in weapons theft from military bases in California. During 1970, large armory thefts were successfully perpetrated against Oakland Army Base, Vets Cronkhite and Ord, and even the marine Corps Base at Camp Pendleton, where a team wearing Marine uniforms got away with nine M-16 rifles and an M-79 grenade launcher.

Operating in the middle West, three soldiers from Ft Carson, Colo., home of the Army’s permissive experimental unite, the 4th Mechanized Division, were recently indicted by a federal grand jury for dynamiting the telephone exchange, power plant and water works of another Army installation, Camp McCoy, Wis., on 26 July 1970.
The Navy, particularly on the West Coast, has also experienced disturbing cases of sabotage in the past two years, mainly directed at ships’ engineering and electrical machinery.

It will be surprising, according to informed officers, if further such tangible evidence of disaffection within the ranks does not continue to come to light. Their view is that the situation could become considerably worse before it gets better.

Desertions and Disasters

With conditions what they are in the Armed Forces, and with intense efforts on the part of elements in our society to disrupt discipline and destroy morale the consequences can be clearly measured in two ultimate indicators: man-power retention (reenlistments and their antithesis, desertions); and the state of discipline.
In both respects the picture is anything but encouraging.

Desertion, to be sure, has often been a serious problem in the past. In 1826, for example, desertions exceeded 50% of the total enlistments in the Army. During the Civil War, in 1864, Jefferson Davis reported to the Confederate Congress: "Two thirds of our men are absent, most absent without leave."

Desertion rates are going straight up in Army, Marines, and Air Force. Curiously, however, during the period since 1968 when desertion has nearly doubled for all three other services, the Navy’s rate has risen by less than 20 percent.

In 1970, the Army had 65,643 deserters, or roughly the equivalent of four infantry divisions. This desertion rate (52.3 soldiers per thousand) is well over twice the peak rate for Korea (22.5 per thousand). It is more than quadruple the 1966 desertion-rate (14.7 per thousand) of the ten well-trained, high-spirited professional Army.
If desertions continue to rise(as they are still doing this year), they will attain or surpass the WWII peak of 63 per thousand, which, incidentally, occurred in the same year (1945) when more soldiers were actually being discharged from the Army for psychoneurosis than were drafted.

The Air Force, -- relatively uninvolved in the Vietnam war, all-volunteer, management-oriented rather than disciplinary and hierarchic – enjoys a numerical rate of less that one deserter per thousand men, but even this is double what it was three years ago.

The marines in 1970 had the highest desertion index in the modern history of the Corps and, for that year at least, slightly higher than the Army’s. As the Marines now phase out of Vietnam (and haven’t taken a draftee in nearly two years), their desertions are expected to decrease sharply. Meanwhile, grimly remarked one officer, "let the bastards go. We’re all the better without them."

Letting the bastards go is something the Marines can probably afford. "The Marine Corps Isn’t Looking for a Lot of Recruits," reads a current recruiting /36/ poster, "We Just Need a Few Good Men." This is the happy situation of a Corps slimming down to an elite force again composed of true volunteers who want to be professionals.
But letting the bastards go doesn’t work at all for the Army and the Navy, who do need a lot of recruits and whose reenlistment problems are dire.

Admiral Elmo R. Zumwalt, Jr., chief of naval Operations, minces no words. "We have a personnel crisis," he recently said, "that borders on disaster."

The Navy’s crisis, as Zumwalt accurately describes it, is that of a highly technical, material oriented service that finds itself unable to retain the expensively-trained technicians needed to operate warships, which are the largest, most complex items of machinery that man makes and uses.

Non-Volunteer Force?

If 45% of his sailors shipped over after their first enlistment, Admiral Zumwalt would be all smiles. With only 13% doing so, he is growing sideburns to enhance the Navy’s appeal to youth.
Among the Army’s volunteer (non-draftee) soldiers on their first hitch, the figures are much the same: less than 14% re-up.

The Air Force is slightly, but not much, better off: 16% of its first-termers stay on.
Moreover – and this is the heart of the Army’s dilemma – only 4 % of the voluntary enlistees now choose service in combat arms (infantry, armor, artillery) and of those only 2.5% opt for infantry. Today’s soldiers, it seems, volunteer readily enough for the tail of the Army, but not for its teeth.

For all services, the combined retention rate this past year is about half what it was in 1966, and the lowest since the bad times of similar low morale and national disenchantment after Korea.

Both Army and navy are responding to their manpower problems in measures intended to seduce recruits and reenlistees: disciplinary permissiveness, abolition of reveille and KP, fewer inspections, longer haircuts – essentially cosmetic changes aimed at softening (and blurring) traditional military and naval images.

Amid such changes (not unlike the Army’s 1946 Doolittle Board coincidences intended in their similar postwar day to sweeten life for the privates), those which are not cosmetic at all may well exert profound and deleterious effects on the leadership, command authority and discipline of the services.

Soulbone Connected to the Backbone

"Discipline," George Washington once remarked, "is the soul of an army."
Washington should know. In January 1781, all the Pennsylvania and New Jersey troops in the Continental Army mutinied. Washington only quelled the outbreaks by disarming the Jersey mutineers and having their leaders shot in hollow square – by a firing squad made up of fellow mutineers.
(the navy’s only mutiny, aboard USS Somers in 1842, was quelled when the captain hanged the mutineers from the yardarm while still at sea.)

If Washington was correct (and almost any professional soldier, whether officer or NCO, will agree), then the Armed Forces today are in deep trouble.

What enhances this trouble, by exponential dimensions, is the kind of manpower with which the Armed Forces now have to work. As early as three years ago, U.S. News and World Report reported that the services were already plagued with "… a new breed of man, who thinks he is his own Secretary of ?State, Secretary of Defense, and Attorney General. He considers himself superior to any officer alive. And he is smart enough to go by the book. He walks a tightrope between the regulations and sedition."

Yet the problem is not just one of trouble-makers and how to cope with them.

The trouble of the services – produced by and also in turn producing the dismaying conditions described in this article – is above all a crisis of soul and backbone. It entails – the word is not too strong – something very near a collapse of the command authority and leadership George Washington saw as the soul of military forces. This collapse results, at least in part, from a concurrent collapse of public confidence in the military establishment.
General Matthew B. Ridgway, one of the Army’s finest leaders in this century (who revitalized the shaken Eighth Army in Korea after its headlong rout by the Chinese in 1950) recently said, "Not before in my lifetime … has the Army’s public image fallen to such low esteem …"

But the fall in public esteem of all three major services – not just the Army – is exceeded by the fall or at least the enfeeblement of the hierarchic and disciplinary system by which they exist and, when ordered to do so, fight and sometimes die.

Take the case of the noncommissioned and petty officers.

In Rudyard Kipling’s lines, "the backbone o’ the Army is the noncommissioned man!"

Today, the NCOs – the lifters – have been made strangers in their own home, the regular service, by the collective malevolence, recalcitrance, and cleverness of college –educated draftees who have outflanked the traditional NCO hierarchy and created a privates’ power structure with more influence on the Army of today than its sergeants major.

Word to the Whys

"Discipline," wrote Sir John Jervis, one of England’s greatest admirals, "is summed up in the one word, obedience."

Robert E. Lee later said, "Men must be habituated to obey or they cannot be controlled in battle."
In the Armed forces today, obedience appears to be a sometime thing.

"You can’t give them an order and expect them to obey immediately," says an infantry officer in Vietnam. "they ask why, and you have to tell them."

Command authority, i.e., the unquestioned ability of an officer or NCO to give an order and expect it to be complied with, is at an all-time low. It is so low that, in many units, officers give the impression of having lost their nerve in issuing, let alone enforcing orders.

In the words of an Air Force officer to this reporter, "If a captain went down on the line and gave an order and expected it to be obeyed because ‘I said so!’ – there’d be a rebellion."
Other officers unhesitatingly confirmed the foregoing.

What all this amounts to – conspicuously in Vietnam and only less so elsewhere – is that today’s junior enlisted man, not the lifer, but the educated draftee or draft-motivated "volunteer" – now demands that orders be simplistically justified on his own terms before he feels any obligation to obey.

Yet the young soldiers, sailors and airmen might obey more willingly if they had more confidence in their leaders. And there are ample indications that Armed Forces junior (and NCO) leadership has been soft, inexperienced, and sometimes plain incompetent.

In the 82nd Airborne Division today, the average length of service of the company commanders is only 3 ½ years.

In the Navy, a man makes petty officer 2d class in about 2 ½ years after he first enlists. By contrast, in the taut and professional pre-WWII fleet, a man required 2 ½ years just to make himself a really first-class seaman.
The grade of corporal has practically been superseded in the Army: Sp 4s hold most of the corporals’ billets. Where the corporal once commanded a squad, today’s Army gives the job to a staff sergeant, two ranks higher. Within the squad, it now takes a sergeant to command three other soldiers in the lowly fire-team.
"This never would have happened," somberly said a veteran artillery sergeant major, "if the NCOs had done their jobs … The NCOs are our weak point." Sp 4 Gyongyos at Ft. Carson agrees: "It is the shared perception of the privates that the NCOs have not looked out for the soldiers."

When B Troop, 1st Cavalry, mutinied during the Laos operation, and refused to fight, not an officer or NCO raised his hand (or his pistol) or stepped forward. Fifty-three privates and Sp 4s cowed all the lifers of their units.
"Officers," says a recently retired senior admiral, "do not stand up for what they believe. The older enlisted men are really horrified."

Lieutenant William L. Calley, Jr., an ex-company clerk, was a platoon leader who never even learned to read a map. His credentials for a commission were derisory; he was no more officer-material than any Pfc. in his platoon. Yet the Army had to take him because no one else was available. Commenting on the Calley conviction, a colonel at Ft. /38/ Benning said, "We have at least two or three thousand more Calleys in the Army just waiting for the next calamity."

Albert Johnson, the tough Master Chief Petty Officer of the Atlantic Fleet, shakes his head and says: "You used to hear it all the time – people would say, ‘The Chiefs run the Navy.’ But you don’t hear it much any more, especially from the Chiefs."

A Hard Lot at Best

But the lot of even the best, most forceful leader is a hard one in today’s military.

In the words of a West Point lieutenant colonel commanding an airborne battalion, "There are so many ways nowadays for a soldier that is smart and bad to get back at you." The colonel should know: recently he reduced a sergeant for gross public insubordination and now he is having to prepare a lengthy apologia, though channels to the Secretary of The Army, in order to satisfy the offending sergeant’s congressman.

"How do we enforce discipline?" asks a senior general. Then he answers himself: "Sweep it under the rug. Keep them happy. Keep it out of the press. Do things the easy way: no court-martials, but strong discipline."

Towards the end of the eighteenth century, after years of costly, frustrating and considerably less than successful war, Britain’s armed forces sere swept by disaffection culminating in the widespread mutinies in most of the ships and fleets that constituted England’s "wooden walls" against France.

Writing to a friend in 1979, Britain’s First Lord of the Admiralty said, "The Channel Fleet is now lost to the country as much as if it was at the bottom of the sea."

Have things gone that far in the United States today?

The most optimistic answer is – probably not. Or at least not yet.

But many a thoughtful officer would be quick to echo the words of BGen Donn A. Starry, who recently wrote, "The Army can defend the nation against anything but the nation itself."

Or – in the wry words of Pogo – we have met the enemy, and they are us.

Written by Col. Robert D. Heinl, Jr., published in Armed Forces Journal, 7 June, 1971. Taken from libcom.org