Combatants Will Be Dispatched Quotes

I keep thinking about all the kids who got wiped out by seventeen years of war movies before coming to Vietnam to get wiped out for good. You don’t know what a media freak is until you’ve seen the way a few of those grunts would run around during a fight when they knew that there was a television crew nearby; they were actually making war movies in their heads, doing little guts-and-glory Leatherneck tap dances under fire, getting their pimples shot off for the networks. They were insane, but the war hadn’t done that to them. Most combat troops stopped thinking of the war as an adventure after their first few firefights, but there were always the ones who couldn’t let that go, these few who were up there doing numbers for the cameras… We’d all seen too many movies, stayed too long in Television City, years of media glut had made certain connections difficult.

In April 1967, Johnson had dispatched General Creighton Abrams to Vietnam as Westy’s deputy. Abrams, a famous tank commander in World War II, had more combat experience than any other officer in the upper ranks of the US military, and some saw his appointment as a hint that LBJ was not entirely satisfied with Westy’s progress.

I must accept my Father’s loving help in resisting and overcoming. Sin is like an octopus with many tentacles trying to crush out my life. Seldom do all tentacles loosen their hold on me at once. It is one tentacle at a time. In this war against sin, it is a victory won through one soldier dying at a time. Seldom does the entire enemy army fall dead at a single blast. It is hand-to-hand combat. It is one small victory at a time. But God doesn’t send me out to do battle without a war plan. He is my Commander; I will fight—inch by inch, hour by hour—under His direction. He dispatches the Holy Spirit to me, with clear directions on how to fight, when to run, where to strike next. This battle against principalities and powers is His

Wendell marched down a winding path in the mountainside--- he must have conjured it himself--- to engage the elder horsemen in a square of meadow tucked between two crags. I don't know if it was some inane faerie custom or simply the custom of the horsemen, but the one who appeared to be their leader--- judging by the size of his horse and the number of scars he bore--- stepped forward as if to challenge Wendell to single combat. Wendell, still with that calm detachment, somehow cut out the beast's heart in two sharp movements and hurled it at the rider in a stomach-churning spray of blood, knocking him from his saddle. At that point, the remaining horsemen decided to abandon honor and charge him together, but their horses were, wisely, terrified of Wendell by this point, and shied away when he neared, some throwing their riders off, which Wendell dispatched in various appalling ways, sometimes appearing to forget about his sword entirely. Rose stood there the whole time, aghast, but I was familiar with Wendell's murderous moods and turned away after the third or fourth death, drawing Ariadne with me to the fireside. I was still shaking with fury. So he would risk killing himself rather than pausing to think our way out of things, would he?

Hitler initially served in the List Regiment engaged in a violent four-day battle near Ypres, in Belgian Flanders, with elite British professional soldiers of the initial elements of the British Expeditionary Force. Hitler thereby served as a combat infantryman in one of the most intense engagements of the opening phase of World War I. The List Regiment was temporarily destroyed as an offensive force by suffering such severe casualty rates (killed, wounded, missing, and captured) that it lost approximately 70 percent of its initial strength of around 3,600 men. A bullet tore off Hitler’s right sleeve in the first day of combat, and in the “batch” of men with which he originally advanced, every one fell dead or wounded, leaving him to survive as if through a miracle. On November 9, 1914, about a week after the ending of the great battle, Hitler was reassigned as a dispatch runner to regimental headquarters. Shortly thereafter, he was awarded the Iron Cross Second Class. On about November 14, 1914, the new regimental commander, Lieutenant Colonel Philipp Engelhardt, accompanied by Hitler and another dispatch runner, moved forward into terrain of uncertain ownership. Engelhardt hoped to see for himself the regiment’s tactical situation. When Engelhardt came under aimed enemy smallarms fire, Hitler and the unnamed comrade placed their bodies between their commander and the enemy fire, determined to keep him alive. The two enlisted men, who were veterans of the earlier great four-day battle around Ypres, were doubtlessly affected by the death of the regiment’s first commander in that fight and were dedicated to keeping his replacement alive. Engelhardt was suitably impressed and proposed Hitler for the Iron Cross Second Class, which he was awarded on December 2. Hitler’s performance was exemplary, and he began to fit into the world around him and establish the image of a combat soldier tough enough to demand the respect of anyone in right wing, Freikorps-style politics after the war. -- Hitler: Beyond Evil and Tyranny, p. 88

After the battle ended and the Union army was in rapid retreat, Beauregard stated sardonically that had Richmond dispatched adequate supplies to the Confederate armies, he would have been able to pursue the Union army all the way to Washington, implying that Davis had short-changed his troops and cost the Confederates an even greater victory. In his official report, which made its way into the newspapers, Beauregard suggested that Davis had prevented the pursuit and destruction of McDowell's army, as well as the potential capture of Washington D.C. itself.  This only added to the animosity Davis already felt toward the celebrity-seeking general, and it would eventually lead to Beauregard being sidelined during the middle of the war.

One of the most expensive projects underwritten in the era was a computing system known as SAGE, which stood for Semi-Autonomous Ground Environment. Once a radar station picked up an enemy aircraft entering American airspace, SAGE would calculate the incoming flight path based on speed, altitude, and direction and determine which fighter jets should be dispatched to intercept the threat. Other times SAGE might advise that a surface-to-air missile be fired instead. The computers, which were the size of buildings, needed to make recommendations that generals would follow. SAGE went beyond harnessing computing power; it also introduced networking. Through telephone connections, SAGE divided the country into geographic sectors, with a facility in each sector pulling in information from ground radar, naval vessels, and surveillance aircraft. Each facility’s computer was networked with the other facilities’ computers to transmit and receive data as to which combat facilities should be deployed in the event of an attack. Getting the contract to build computing centers for SAGE accounted for fully half of IBM’s computing revenues until the late fifties, subsidizing the transition from the days of punch cards to the new era of computing.

The glamorous side is all they want to hear, the real part of war isn’t believed or [is] listened to with a bored feeling, such as: the constant waiting, baking in the sun all day the flies all day & the mosquitoes all night, the hr. on & hr. off all night, the rain & shivering all night, the thirst & the same canned ration all the time till it becomes tasteless paste that you spit out, the always incomplete “word” never being told what the situation is. Furthermore an admission of fear is either regarded as weakness or modesty in a combat veteran. They don’t realize that without fear there can be no courage.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

Traditionally,” Sir Bedivere continues, “we would be secure inside our castle stronghold, thoroughly protected from the enemy by high, thick walls. Our opponent would then attempt his siege in four distinct stages. First, the commander of the opposing army would call for our surrender, which we would immediately decline, resulting in a spirited exchange of well-crafted insults. Then, the enemy would attempt to scale our walls using waves of expendable foot soldiers. Of course, here we would simply deploy the usual means of repellent, such as flaming arrows, large stones, and boiling oil. Next, they would attempt to breach our defenses by hurling large objects at our walls, including rocks, boulders, and unfortunate prisoners of war. Finally, if they are successful in driving a breach, they would then dispatch their knights for hand-to-hand combat.

The technical definition of a civil war, according to the Centre for the Study of Civil War at the Peace Research Institute Oslo, is a thousand combatant deaths within a year. The definition of civil strife starts at twenty-five deaths within a year. In the United States in 2019, domestic anti-government extremists killed forty-two people; in 2018 they killed fifty-three people; in 2017, thirty-seven; in 2016, seventy-two; and in 2015, seventy.

known better than to trust her! I don’t wanna

The banner most Americans now called the rebel flag—a diagonal blue cross studded with white stars and laid across a field of red—served only as a combat standard during the War.