The Armed Forces Officer: Department of the Army Pamphlet 600-2United States. Department of Defense
History
The Armed Forces Officer: Department of the Army Pamphlet 600-2
United States. Department of Defense
United States -- Armed Forces -- Officers' handbooks
It is a sign of a good level of discipline in a command when orders
are given and faithfully carried out. But it is a sign of a vastly
superior condition when men are prepared to demand those orders which
they know the situation requires, if it is to be helped. No competent
subordinate sits around waiting for someone else to give impulse to
movement if his senses tell him that things are going to pot. He
either suggests a course of action to his superior, or asks authority
to execute it on his own, or in the more desperate circumstances of
the battlefield, gives orders on his own initiative. To counsel any
lesser theory of individual responsibility than this would leave
every chain of command at the complete mercy of its weakest link, and
throughout the general establishment, would choke the fount of
inspiration which comes of the upward thrust of energy and of ideas.
This latter characteristic in the masses of men composing any
organization is the final statement of moral responsibility for
success. Within military forces, an element of command is owned by
every man who is doing his duty with intelligence and imagination.
That puts him on the side of the angels, and the pressure which he
exerts is felt not only by his subordinates but by those topside who
are doing less. Many a lazy skipper has snapped out of it and at last
begun to level with his organization because he felt the hot breath of
a few earnest subordinates on his neck. Many a battle unit has held to
ground which it had been ready to forsake because of the example of an
aid man who stayed at his work and refused to forsake the wounded.
Gen. Dwight D. Eisenhower was thinking on these things when he said
during World War II: "There is among the mass of individuals who carry
rifles in war a great amount of ingenuity and efficiency. If men can
talk naturally to their officers, the product of their resourcefulness
becomes available to all." But the art of open communication requires
both receiving and sending, and the besetting problem is to get
officers to talk naturally to men.
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