The Navy as a Fighting MachineFiske, Bradley A. (Bradley Allen)
History
The Navy as a Fighting Machine
Fiske, Bradley A. (Bradley Allen)
Naval art and science; Naval strategy; Navies; Sea-power; United States. Navy -- Management
This scheme would have the obvious advantage over the present scheme
that the professional questions would be decided by professional
men, while the financial question would be decided by Congress,
which alone has the power to decide it. At present, the laymen
on the House Naval Committee spend laborious days interrogating
singly, and on different days, various naval officers, who naturally
do not always agree. Finally, the House Naval Committee decides on
a programme and recommends it to the House. The House discusses
it most seriously (the professional points more seriously than
the financial point), and decides on something. Then the Senate
Committee, using the House decision as a basis, recommends something
to the Senate, and the Senate then decides on something more or
less like what the Senate Committee recommends. Then the whole
question is decided by a Conference Committee of three senators and
three members of the House. It is to be noted that this committee
decides not only how much money the country shall spend on the
navy, but also what kinds of vessels navy officers shall use to
fight in the country's defense; how many officers there shall be,
and how they shall be divided among the various grades!
Attention is requested here to the _ease_ with which a decision
can be made, _provided one does not take into account all of the
factors of a problem, or if he is not thoroughly acquainted with
them_; and attention is also requested to the _impossibility_ of
making a _wise_ decision (except by chance) unless one understands
_all_ the factors, takes _all_ into consideration, and then combines
them _all_, assigning to each its proper weight. From one point of
view, every problem in life is like a problem in mathematics; for
if all the factors are added, subtracted, multiplied, and divided
correctly (that is, if they are combined correctly), and if correct
values are assigned to them, the correct answer is inevitable. In
most of the problems of life, however, certainly in the problems
of strategy, we do not know all of the factors, and cannot assign
them their exactly proper weights; and therefore we rarely get
the absolutely correct answer. The best that any man can do is to
estimate the factors as accurately as he can, judge as correctly
as he can their interaction on each other, and then make his own
conclusion or decision.
Public-domain text, read in full here on John Shaqi.
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