Tactics Army Quotes

Major Yildiz has a contact in Stuttgart who is a high-ranking officer of the US V Corps. He is going to help us.

            It was stated by an Australian Army Officer, “Phuoc Tuy offers the perfect terrain for guerrilla warfare. It has a long coastline with complex areas of mangrove swamps, isolated ranges of very rugged mountains and a large area of uninhabited jungle containing all of the most loathsome combinations of thorny bamboos, poisonous snakes, insects, malaria, dense underbrush, swamps and rugged ground conditions that the most dedicated guerrilla warfare expert could ask for.

You may conquer an army with superior tactics and men, but you can conquer a nation only by conquering the hearts of the people.

We want to use your two army officers who dealt with Mideast spy tactics, including drugging, hypnotism, and espionage. If we do this, gentlemen, they will be far away in New Mexico. Now, it’s up to the FBI.

This assignment is my duty to perform for the US Army. My job is outside your command, my friend. You know my security clearance level remains the same. Copying the SCI is a safety measure, in case there is an electrical glitch. So, I believe we’ve talked enough about this subject. Agree?

Trouble rather the tiger in his lair than the sage among his books. For to you kingdoms and their armies are things mighty and enduring, but to him they are but toys of the moment, to be overturned with the flick of a finger.

This plea comes from the bottom of my heart. Every friend of freedom, and I know you are one, must be as revolted as I am by the prospect of turning the United States into an armed camp, by the vision of jails filled with casual drug users and of an army of enforcers empowered to invade the liberty of citizens on slight evidence. A country in which shooting down unidentified planes "on suspicion" can be seriously considered as a drug-war tactic is not the kind of United States that either you or I want to hand on to future generations.

As well, they used their B-52 bombers to drop thousands of tons of bombs which included napalm and cluster bombs. In a particularly vile attack, they used poisonous chemicals on our base regions of Xuyen Moc, the Minh Dam and the Nui Thi Vai mountains. They sprayed their defoliants over jungle, and productive farmland alike. They even bull-dozed bare, both sides along the communication routes and more than a kilometre into the jungle adjacent to our base areas. This caused the Ba Ria-Long Khanh Province Unit to send out a directive to D445 and D440 Battalions that as of 01/November/1969, the rations of both battalions would be set at 27 litres of rice per man per month when on operations. And 25 litres when in base or training. So it was that as the American forces withdrew, their arms and lavish base facilities were transferred across to the RVN. The the forces of the South Vietnamese Government were with thereby more resources but this also created any severe maintenance, logistic and training problems. The Australian Army felt that a complete Australian withdrawal was desirable with the departure of the Task Force (1ATF), but the conservative government of Australia thought that there were political advantages in keeping a small force in south Vietnam. Before his election, in 1964, Johnston used a line which promised peace, but also had a policy of war. The very same tactic was used by Nixon. Nixon had as early as 1950 called for direction intervention by American Forces which were to be on the side of the French colonialists. The defoliants were sprayed upon several millions of hectares, and it can best be described as virtual biocide. According to the figure from the Americans themselves, between the years of 1965 to 1973, ten million Vietnamese people were forced to leave their villages ad move to cities because of what the Americans and their allies had done. The Americans intensified the bombing of whole regions of Laos which were controlled by Lao patriotic forces. They used up to six hundred sorties per day with many types of aircraft including B52s. On 07/January/1979, the Vietnamese Army using Russian built T-54 and T-59 tanks, assisted by some Cambodian patriots liberated Phnom Penh while the Pol Pot Government and its agencies fled into the jungle. A new government under Hun Sen was installed and the Khmer Rouge’s navy was sunk nine days later in a battle with the Vietnamese Navy which resulted in twenty-two Kampuchean ships being sunk.

No army is comprised of all the same kinds of units or types of troops. There is power in diversity. If you always see only one choice, or use only one option, you will surely lose more than you win.

Always mystify, mislead, and surprise the enemy, if possible; and when you strike and overcome him, never let up in the pursuit so long as your men have strength to follow; for an army routed, if hotly pursued, becomes panic-stricken, and can then be destroyed by half their number. The other rule is, never fight against heavy odds, if by any possible maneuvering you can hurl your own force on only a part, and that the weakest part, of your enemy and crush it. Such tactics will win every time, and a small army may thus destroy a large one in detail, and repeated victory will make it invincible.

In one of his most important lessons, he told his sons that conquering an army is not the same as conquering a nation. You may conquer an army with superior tactics and men, but you can conquer a nation only by conquering the hearts of the people.

Like their modern counterparts, and unlike traditional warriors, Byzantine soldiers were normally trained to fight in different ways, according to specific tactics adapted to the terrain and the enemy at hand. In that simple disposition lay one of the secrets of Byzantine survival. While standards of proficiency obviously varied greatly, Byzantine soldiers went into battle with learned combat skills, which could be adapted by further training for particular circumstances. That made Byzantine soldiers, units, and armies much more versatile than their enemy counterparts, who only had the traditional fighting skills of their nation or tribe, learned from elders by imitation and difficult to change. In

Four specific missions were assigned: to spy on the nguy and American forces in the city; to recruit civilians to join the uprising and provide support; to train them with weapons and tactics; and to build a committed core who, when the battle began, would carry the wounded to medical stations in the rear and help feed the army. Weapons, ammo, food, and medical provisions all would be smuggled, stockpiled, and made ready.

They maintain he wrote The Art of War. Personally, I believe it was a woman. On the surface, The Art of War is a manual about tactics on the battlefield, but at its deepest level it describes how to win conflicts. Or to be more precise, the art of getting what you want at the lowest possible price. The winner of a war is not necessarily the victor. Many have won the crown, but lost so much of their army that they can only rule on their ostensibly defeated enemies’ terms. With regard to power, women don’t have the vanity men have. They don’t need to make power visible, they only want the power to give them the other things they want. Security. Food. Enjoyment. Revenge. Peace. They are rational, power-seeking planners, who think beyond the battle, beyond the victory celebrations. And because they have an inborn capacity to see weakness in their victims, they know instinctively when and how to strike. And when to stop. You can’t learn that, Spiuni.

set up to study the tactics and equipment required to defeat Japan, even recommended the use of mustard and phosgene gas against underground enemy positions, and was supported in this by Army Chief of Staff George Marshall and Supreme Commander General Douglas MacArthur, but it was vetoed by President Roosevelt.

I will learn to lead �eets. I will win. I will sharpen myself into a sword. I will give my soul. I will dive to hell in hopes of one day rising to freedom. I will sacri�ce. And I will grow my legend and spread it amongst the peoples of all the worlds until I am �t to lead the armies that will break the chains of bondage, because I am not simply an agent of the Sons of Ares. I am not simply a tactic or a device in Ares’s schemes. I am the hope of my people. Of all people in bondage.

Then followed an incredible tactical blunder. With the British expeditionary force helplessly retreating toward the sea, but far behind in the race and about to be cut off by Guderian’s massed tanks, the Führer halted Guderian on the River Aa, nine miles from Dunkirk, and forbade the tank divisions to advance for three days! To this day nobody has factually ascertained why he did this. Theories are almost as abundant as military historians, but they add little to the facts. During these three days the British rescued their armies from the Dunkirk beaches. That is the long and short of the “miracle of Dunkirk.

Belisarius had developed a new-style tactical instrument with which he knew that he might count on beating much superior numbers, provided that he could induce his opponents to attack him under conditions that suited his tactics. For that purpose his lack of numbers, when not too marked, was an asset, especially when coupled with an audaciously direct strategic offensive. His strategy was thus more psychological than logistical. He knew how to provoke the barbarian armies of the West into indulging their natural instinct for direct assault; with the more subtle and skillful Persians he was able at first to take advantage of their feeling of superiority to the Byzantines, and later, when they learnt respect for him, he exploited their wariness as a means of outmanoeuvring them psychologically. He was a master of the art of converting his weakness into strength; and the opponent's strength into a weakness. His tactics, too, had the essential characteristic of the indirect approach-that of getting the opponent off balance, so that a joint becomes exposed and can be dislocated.

The Loneliness of the Military Historian Confess: it's my profession that alarms you. This is why few people ask me to dinner, though Lord knows I don't go out of my way to be scary. I wear dresses of sensible cut and unalarming shades of beige, I smell of lavender and go to the hairdresser's: no prophetess mane of mine, complete with snakes, will frighten the youngsters. If I roll my eyes and mutter, if I clutch at my heart and scream in horror like a third-rate actress chewing up a mad scene, I do it in private and nobody sees but the bathroom mirror. In general I might agree with you: women should not contemplate war, should not weigh tactics impartially, or evade the word enemy, or view both sides and denounce nothing. Women should march for peace, or hand out white feathers to arouse bravery, spit themselves on bayonets to protect their babies, whose skulls will be split anyway, or,having been raped repeatedly, hang themselves with their own hair. There are the functions that inspire general comfort. That, and the knitting of socks for the troops and a sort of moral cheerleading. Also: mourning the dead. Sons,lovers and so forth. All the killed children. Instead of this, I tell what I hope will pass as truth. A blunt thing, not lovely. The truth is seldom welcome, especially at dinner, though I am good at what I do. My trade is courage and atrocities. I look at them and do not condemn. I write things down the way they happened, as near as can be remembered. I don't ask why, because it is mostly the same. Wars happen because the ones who start them think they can win. In my dreams there is glamour. The Vikings leave their fields each year for a few months of killing and plunder, much as the boys go hunting. In real life they were farmers. The come back loaded with splendour. The Arabs ride against Crusaders with scimitars that could sever silk in the air. A swift cut to the horse's neck and a hunk of armour crashes down like a tower. Fire against metal. A poet might say: romance against banality. When awake, I know better. Despite the propaganda, there are no monsters, or none that could be finally buried. Finish one off, and circumstances and the radio create another. Believe me: whole armies have prayed fervently to God all night and meant it, and been slaughtered anyway. Brutality wins frequently, and large outcomes have turned on the invention of a mechanical device, viz. radar. True, valour sometimes counts for something, as at Thermopylae. Sometimes being right - though ultimate virtue, by agreed tradition, is decided by the winner. Sometimes men throw themselves on grenades and burst like paper bags of guts to save their comrades. I can admire that. But rats and cholera have won many wars. Those, and potatoes, or the absence of them. It's no use pinning all those medals across the chests of the dead. Impressive, but I know too much. Grand exploits merely depress me. In the interests of research I have walked on many battlefields that once were liquid with pulped men's bodies and spangled with exploded shells and splayed bone. All of them have been green again by the time I got there. Each has inspired a few good quotes in its day. Sad marble angels brood like hens over the grassy nests where nothing hatches. (The angels could just as well be described as vulgar or pitiless, depending on camera angle.) The word glory figures a lot on gateways. Of course I pick a flower or two from each, and press it in the hotel Bible for a souvenir. I'm just as human as you. But it's no use asking me for a final statement. As I say, I deal in tactics. Also statistics: for every year of peace there have been four hundred years of war.

28.  Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances. [As Wang Hsi sagely remarks: “There is but one root-principle underlying victory, but the tactics which lead up to it are infinite in number.” With this compare Col. Henderson: “The rules of strategy are few and simple. They may be learned in a week. They may be taught by familiar illustrations or a dozen diagrams. But such knowledge will no more teach a man to lead an army like Napoleon than a knowledge of grammar will teach him to write like Gibbon.”] 29.  Military tactics are like unto water; for water in its natural course runs away from high places and hastens downwards. 30.  So in war, the way is to avoid what is strong and to strike at what is weak. [Like water, taking the line of least resistance.] 31.  Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing. 32.  Therefore, just as water retains no constant shape, so in warfare there are no constant conditions. 33.  He who can modify his tactics in relation to his opponent and thereby succeed in winning, may be called a heaven-born captain. 34.  The five elements (water, fire, wood, metal, earth) are not always equally predominant; [That is, as Wang Hsi says: “they predominate alternately.”] the four seasons make way for each other in turn. [Literally, “have no invariable seat.”] There are short days and long; the moon has its periods of waning and waxing. [Cf. V. ss. 6. The purport of the passage is simply to illustrate the want of fixity in war by the changes constantly taking place in Nature. The comparison is not very happy, however, because the regularity of the phenomena which Sun Tzu mentions is by no means paralleled in war.]

Trouble rather the tiger in his lair than the sage amongst his books. For to you Kingdoms and their armies are things mighty and enduring, but to him they are but toys of the moment, to be overturned by the flicking of a finger … LESSONS: Anonymous

Despite the life-saving contributions of a shelter pit bull named Howard, who served multiple tours in Afghanistan with the U.S. Army’s Eighty-Second Airborne Division as a tactical explosive detection dog, pit bulls are banned from privatized housing on all major military bases.

Violence is itself a form of political mobilisation. It is mainly directed against civilians and not at another army. The aim is to capture territory through political control rather than through military success. And political control is maintained through terror, through expulsion or elimination of those who challenge political control, especially those with a different label. Population displacement, massacres, widespread atrocities are not just side effects of war; they are a deliberate strategy for political control. The tactic is to sow the fear and hate on which exclusive identity claims rest.

In the middle of the sixth century there was, however, a period when the Roman dominion was revived in the West-from the East. During Justinian's reign in Constantinople, his generals reconquered Africa, Italy, and southern Spain. That achievement, associated mainly with the name of Belisarius, is the more remarkable because of two features-first, the extraordinarily slender resources with which Belisarius undertook these far-reaching campaigns; second, his consistent use of the tactical defensive. There is no parallel in history for such a series of conquests by abstention from attack. They are the more remarkable since they were carried out by an army that was based on the mobile arm-and mainly compose of cavalry. Belisarius had no lack of audacity, but his tactics were to allow-or tempt-the other side to do the attacking. IF that choice was, in part, imposed on him by his numerical weakness, it was also a matter of subtle calculation, both tactical and psychological.

Ways that God's army will not be like a human army:   1) It will fight to give life, not take it.   2) It will fight to free people, not conquer them.   3) Its victory is not the destruction of those controlled by the enemy, but rather the tearing down of strongholds that are keeping them in bondage so as to set them free.   4) Its weapons are not carnal, but spiritual.   5) The battles, objectives, strategies, and tactics will be spiritual, not physical.   The above is corroborated in a number of Scriptures, but we will review just a few, beginning with II Corinthians 10:3-6:   For though we walk in the flesh, we do not war according to the flesh. For the weapons of our warfare are not carnal but mighty in God for pulling down strongholds, casting down arguments and every high thing that exalts itself against the knowledge of God, bringing every thought into captivity to the obedience of Christ, and being ready to punish all disobedience when your obedience is fulfilled (NKJV).

Senior officers in First Army would spend the rest of their lives trying to explain the tactical logic behind the Hürtgen battle plan. “All we could do was sit back and pray to God that nothing would happen,” General Thorson, the operations officer, later lamented. “It was a horrible business, the forest.… We had the bear by the tail, and we just couldn’t turn loose.

our federal government has repeatedly demonstrated that it will not hesitate to use its tactical ‘police’ forces to murder its opponents. Although the government euphemistically refers to these forces as ‘law enforcement’ personnel, by any honest, impartial appraisal, they are in fact a well-equipped standing army used to exterminate U.S. citizens who threaten federal hegemony.

Excuse me, please. You do not understand. You do not really understand who it was we talked with in the tent that night. He may have seemed an ordinary man to you – a handicapped one, at that. But this is not so. I fear Benedict. He is the Master of Arms for Amber. Can you conceive of a millennium? A thousand years? Several of them? Can you understand a man who, for almost every day of a lifetime like that, has spent some time dwelling with weapons, tactics, strategy? All that there is of military science thunders in his head. He has often journeyed from shadow to shadow, witnessing variation after variation on the same battle, with but slightly altered circumstances, in order to test his theories of warfare. He has commanded armies so vast that you could watch them march by day after day and see no end to the columns. Although he is inconvenienced by the loss of his arm, I would not wish to fight with him either with weapons or barehanded. It is fortunate that he has no designs upon the throne, or he would be occupying it right now. If he were, I believe that I would give up at this moment and pay him homage. I fear Benedict.

Hannibal excelled as a tactician. No battle in history is a finer sample of tactics than Cannae. But he was yet greater in logistics and strategy. No captain ever marched to and fro among so many armies of troops superior to his own numbers and material as fearlessly and skillfully as he. No man ever held his own so long or so ably against such odds. Constantly overmatched by better soldiers, led by generals always respectable, often of great ability, he yet defied all their efforts to drive him from Italy, for half a generation. …As a soldier, in the countenance he presented to the stoutest of foes and in the constancy he exhibited under the bitterest adversity, Hannibal stands alone and unequaled. As a man, no character in history exhibits a purer life or nobler patriotism.

The discipline of a soldier is formed by exercise rather than by study; the talents of a commander are appropriated to those calm though rapid minds, which nature produces to decide the fate of armies and nations: the former is the habit of a life, the latter the glance of a moment; and the battles won by lessons of tactics may be numbered with the epic poems created from the rules of criticism.

The whole secret lies in confusing the enemy, so that he cannot fathom our real intent.’” To put it perhaps a little more clearly: any attack or other operation is CHENG, on which the enemy has had his attention fixed; whereas that is CH’I,” which takes him by surprise or comes from an unexpected quarter. If the enemy perceives a movement which is meant to be CH’I,” it immediately becomes CHENG.”] 4.    That the impact of your army may be like a grindstone dashed against an egg— this is effected by the science of weak points and strong. 5.    In all fighting, the direct method may be used for joining battle, but indirect methods will be needed in order to secure victory. [Chang Yu says: “Steadily develop indirect tactics, either by pounding the enemy’s flanks or falling on his rear.” A brilliant example of “indirect tactics” which decided the fortunes of a campaign was Lord Roberts’ night march round the Peiwar Kotal in the second Afghan war.76 6.    Indirect tactics, efficiently applied, are inexhausible as Heaven and Earth, unending as the flow of rivers and streams; like the sun and moon, they end but to begin anew; like the four seasons, they pass away to return once more. [Tu Yu and Chang Yu understand this of the permutations of CH’I and CHENG.” But at present Sun Tzu is not speaking of CHENG at all, unless, indeed, we suppose with Cheng Yu-hsien that a clause relating to it has fallen out of the text. Of course, as has already been pointed out, the two are so inextricably interwoven in all military operations, that they cannot really be considered apart. Here we simply have an expression, in figurative language, of the almost infinite resource of a great leader.] 7.    There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard. 8.    There are not more than five primary colors (blue, yellow, red, white, and black), yet in combination they produce more hues than can ever been seen. 9.    There are

Basil Liddell Hart, the British author, called it the expanding torrent system tactic. He drew an analogy between an attacking army and a torrent of water: If we watch a torrent bearing down on each successive bank of earth and dam in its path, we see that it first beats against the obstacle feeling it and testing it at all points. Eventually, it finds a small crack at some point. Through this crack pour the first driplets of water and rush straight on. The pent up water on each side is drawn towards the breach. It swirls through and around the flanks of the breach, wearing away the earth on each side and so widening the gap. Simultaneously the water behind pours straight through the breach between the side eddies which are wearing away the flanks. Directly it is passed through it expands to widen once more the onreach of the torrent. Thus as the water pours through in ever-increasing volume the onreach of the torrent swells to its original proportions, leaving in turn each crumbling obstacle behind it.

When the Soviets invaded Afghanistan in 1979, the Saudi regime saw an opportunity to rid itself, however temporarily, of the holy warriors it had nurtured for nearly a century. With economic and military support from the United States and tactical training provided by Pakistan’s Inter-Services Intelligence agency, the Saudis began funneling a steady stream of radical Islamic militants (known as the Mujahadin, or “those who make jihad”) from Saudi Arabia and across the Middle East into Afghanistan, where they could be put to use battling the godless communists. The intention, as President Jimmy Carter’s national security adviser, Zbigniew Brzezinski, famously put it, was to “give the USSR its own Vietnam” by keeping the Soviet army bogged down in an unwinnable war in hostile territory. The United States considered the Mujahadin to be an important ally in the Great Game being played out against the Soviet Union and, in fact, referred to these militants as “freedom fighters.” President Ronald Reagan even compared them to America’s founding fathers.

His order [Hitler's] to stand firm not only created clarity about what the army was doing but also had some effect in improving morale. On the other hand, the rigidity with which he now implemented it began to have an effect on the smaller-scale tactical withdrawals that the desperate situation frequently necessitated at various parts of the front. Gotthard Henrici in particular became increasingly frustrated at the repeated orders to stand firm, when all this brought was a repeated danger of being surrounded. 'The distaster continues,' he wrote to his wife on Christmas Eve 1941. 'And at the top, in Berlin, at the very top, nobody wants to admit it. Whom the gods wish to destroy they first make blind. Every day we experience this anew. But for reasons of prestige nobody dares to take a determined step backwards. They don't want to admit that their army is surrounded before Moscow. They refuse to recognize that the Russians can do such a thing. And in complete blindness they are kneeling over into the abyss. And they will end in 4 weeks by losing their army before Moscow and later on by losing the whole war.

An oppressed class which does not strive to learn to use arms, to acquire arms, only deserves to be treated like slaves. We cannot, unless we have become bourgeois pacifists or opportunists, forget that we are living in a class society from which there is no way out, nor can there be, save through the class struggle. In every class society, whether based on slavery, serfdom, or, as at present, wage-labor, the oppressor class is always armed. Not only the modern standing army, but even the modern militia - and even in the most democratic bourgeois republics, Switzerland, for instance - represent the bourgeoisie armed against the proletariat. That is such an elementary truth that it is hardly necessary to dwell upon it. Suffice it to point to the use of troops against strikers in all capitalist countries. A bourgeoisie armed against the proletariat is one of the biggest fundamental and cardinal facts of modern capitalist society. And in face of this fact, revolutionary Social-Democrats are urged to “demand” “disarmament”! That is tantamount of complete abandonment of the class-struggle point of view, to renunciation of all thought of revolution. Our slogan must be: arming of the proletariat to defeat, expropriate and disarm the bourgeoisie. These are the only tactics possible for a revolutionary class, tactics that follow logically from, and are dictated by, the whole objective development of capitalist militarism. Only after the proletariat has disarmed the bourgeoisie will it be able, without betraying its world-historic mission, to consign all armaments to the scrap-heap. And the proletariat will undoubtedly do this, but only when this condition has been fulfilled, certainly not before.

Without such a majority how could the Republic survive? This was a question which on the morrow of the 1930 elections became of increased interest to two pillars of the nation whose leaders had never really accepted the Republic except as a passing misfortune in German history: the Army and the world of the big industrialists and financiers. Flushed by his success at the polls, Hitler now turned his attention toward winning over these two powerful groups. Long ago in Vienna, as we have seen, he had learned from the tactics of Mayor Karl Lueger the importance of bringing “powerful existing institutions” over to one’s side.

Victory can be created. For even if the enemy is numerous, I can prevent him from engaging. . . . [I]f he does not know my military situation, I can always make him urgently attend to his own preparations so that he has no leisure to plan to fight me. Therefore, determine the enemy's plans and you will know which strategy will be successful and which will not. Agitate him and ascertain the pattern of his movement. Determine his dispositions and so ascertain the field of battle. Probe him and learn where his strength is abundant and where deficient. The ultimate in disposing one's troops is to be without ascertainable shape. Then the most penetrating spies cannot pry in nor can the wise lay plans against you. It is according to the shapes that I lay the plans for victory, but the multitude does not comprehend this. Although everyone can see the outward aspects, none understands the way in which I have created victory. Therefore, when I have won a victory I do not repeat my tactics but respond to circumstances in an infinite variety of ways. Now an army may be likened to water, for just as flowing water avoids the heights and hastens to the lowlands, so any army avoids strength and strikes weakness. And as water shapes its flow in accordance with the ground, so an army manages its victory in accordance with the situation of the enemy. And as water has no constant form, there are in war no constant conditions. Thus, one able to gain the victory by modifying his tactics in accordance with the enemy situation may be said to be divine. Of the five elements, none is always predominant: of the four seasons, none lasts forever; of the days, some are long and some short, and the moon waxes and wanes.

I here behold a Commander in Chief who looks idle and is always busy; who has no other desk than his knees, no other comb than his fingers; constantly reclined on his couch, yet sleeping neither in night nor in daytime. A cannon shot, to which he himself is not exposed, disturbs him with the idea that it costs the life of some of his soldiers. Trembling for others, brave himself, alarmed at the approach of danger, frolicsome when it surrounds him, dull in the midst of pleasure, surfeited with everything, easily disgusted, morose, inconstant, a profound philosopher, an able minister, a sublime politician, not revengeful, asking pardon for a pain he has inflicted, quickly repairing an injustice, thinking he loves God when he fears the Devil; waving one hand to the females that please him, and with the other making the sign of the cross; receiving numberless presents from his sovereign and distributing them immediately to others; preferring prodigality in giving, to regularity in paying; prodigiously rich and not worth a farthing; easily prejudiced in favor of or against anything; talking divinity to his generals and tactics to his bishops; never reading, but pumping everyone with whom he converses; uncommonly affable or extremely savage, the most attractive or most repulsive of manners; concealing under the appearance of harshness, the greatest benevolence of heart, like a child, wanting to have everything, or, like a great man, knowing how to do without; gnawing his fingers, or apples, or turnips; scolding or laughing; engaged in wantonness or in prayers, summoning twenty aides de camp and saying nothing to any of them, not caring for cold, though he appears unable to exist without furs; always in his shirt without pants, or in rich regimentals; barefoot or in slippers; almost bent double when he is at home, and tall, erect, proud, handsome, noble, majestic when he shows himself to his army like Agamemnon in the midst of the monarchs of Greece. What then is his magic? Genius, natural abilities, an excellent memory, artifice without craft, the art of conquering every heart; much generosity, graciousness, and justice in his rewards; and a consummate knowledge of mankind. There

There followed a three-year spectacle during which [Senator Joseph] McCarthy captured enormous media attention by prophesying the imminent ruin of America and by making false charges that he then denied raising—only to invent new ones. He claimed to have identified subversives in the State Department, the army, think tanks, universities, labor unions, the press, and Hollywood. He cast doubt on the patriotism of all who criticized him, including fellow senators. McCarthy was profoundly careless about his sources of information and far too glib when connecting dots that had no logical link. In his view, you were guilty if you were or ever had been a Communist, had attended a gathering where a supposed Communist sympathizer was present, had read a book authored by someone soft on Communism, or subscribed to a magazine with liberal ideas. McCarthy, who was nicknamed Tailgunner Joe, though he had never been a tail gunner, was also fond of superlatives. By the middle of 1951, he was warning the Senate of “a conspiracy so immense and an infamy so black as to dwarf any previous such venture in the history of man.” McCarthy would neither have become a sensation, nor ruined the careers of so many innocent people, had he not received support from some of the nation’s leading newspapers and financing from right-wingers with deep pockets. He would have been exposed much sooner had his wild accusations not been met with silence by many mainstream political leaders from both parties who were uncomfortable with his bullying tactics but lacked the courage to call his bluff. By the time he self-destructed, a small number of people working in government had indeed been identified as security risks, but none because of the Wisconsin senator’s scattershot investigations. McCarthy fooled as many as he did because a lot of people shared his anxieties, liked his vituperative style, and enjoyed watching the powerful squirm. Whether his allegations were greeted with resignation or indignation didn’t matter so much as the fact that they were reported on and repeated. The more inflammatory the charge, the more coverage it received. Even skeptics subscribed to the idea that, though McCarthy might be exaggerating, there had to be some fire beneath the smoke he was spreading. This is the demagogue’s trick, the Fascist’s ploy, exemplified most outrageously by the spurious and anti-Jewish Protocols of the Elders of Zion. Repeat a lie often enough and it begins to sound as if it must—or at least might—be so. “Falsehood flies,” observed Jonathan Swift, “and the truth comes limping after it.” McCarthy’s career shows how much hysteria a skilled and shameless prevaricator can stir up, especially when he claims to be fighting in a just cause. After all, if Communism was the ultimate evil, a lot could be hazarded—including objectivity and conventional morality—in opposing it.

While these tactics were aggressive and crude, they confirmed that our legislation had touched a nerve. I wasn’t the only one who recognized this. Many other victims of human rights abuses in Russia saw the same thing. After the bill was introduced they came to Washington or wrote letters to the Magnitsky Act’s cosponsors with the same basic message: “You have found the Achilles’ heel of the Putin regime.” Then, one by one, they would ask, “Can you add the people who killed my brother to the Magnitsky Act?” “Can you add the people who tortured my mother?” “How about the people who kidnapped my husband?” And on and on. The senators quickly realized that they’d stumbled onto something much bigger than one horrific case. They had inadvertently discovered a new method for fighting human rights abuses in authoritarian regimes in the twenty-first century: targeted visa sanctions and asset freezes. After a dozen or so of these visits and letters, Senator Cardin and his cosponsors conferred and decided to expand the law, adding sixty-five words to the Magnitsky Act. Those new words said that in addition to sanctioning Sergei’s tormentors, the Magnitsky Act would sanction all other gross human rights abusers in Russia. With those extra sixty-five words, my personal fight for justice had become everyone’s fight. The revised bill was officially introduced on May 19, 2011, less than a month after we posted the Olga Stepanova YouTube video. Following its introduction, a small army of Russian activists descended on Capitol Hill, pushing for the bill’s passage. They pressed every senator who would talk to them to sign on. There was Garry Kasparov, the famous chess grand master and human rights activist; there was Alexei Navalny, the most popular Russian opposition leader; and there was Evgenia Chirikova, a well-known Russian environmental activist. I didn’t have to recruit any of these people. They just showed up by themselves. This uncoordinated initiative worked beautifully. The number of Senate cosponsors grew quickly, with three or four new senators signing on every month. It was an easy sell. There wasn’t a pro-Russian-torture-and-murder lobby in Washington to oppose it. No senator, whether the most liberal Democrat or the most conservative Republican, would lose a single vote for banning Russian torturers and murderers from coming to America. The Magnitsky Act was gathering so much momentum that it appeared it might be unstoppable. From the day that Kyle Scott at the State Department stonewalled me, I knew that the administration was dead set against this, but now they were in a tough spot. If they openly opposed the law, it would look as if they were siding with the Russians. However, if they publicly supported it, it would threaten Obama’s “reset” with Russia. They needed to come up with some other solution. On July 20, 2011, the State Department showed its cards. They sent a memo to the Senate entitled “Administration Comments on S.1039 Sergei Magnitsky Rule of Law.” Though not meant to be made public, within a day it was leaked.

Situation awareness means possessing an explorer mentality A general never knows anything with certainty, never sees his enemy clearly, and never knows positively where he is. When armies are face to face, the least accident in the ground, the smallest wood, may conceal part of the enemy army. The most experienced eye cannot be sure whether it sees the whole of the enemy’s army or only three-fourths. It is by the mind’s eye, by the integration of all reasoning, by a kind of inspiration that the general sees, knows, and judges. ~Napoleon 5   In order to effectively gather the appropriate information as it’s unfolding we must possess the explorer mentality.  We must be able to recognize patterns of behavior. Then we must recognize that which is outside that normal pattern. Then, you take the initiative so we maintain control. Every call, every incident we respond to possesses novelty. Car stops, domestic violence calls, robberies, suspicious persons etc.  These individual types of incidents show similar patterns in many ways. For example, a car stopped normally pulls over to the side of the road when signaled to do so.  The officer when ready, approaches the operator, a conversation ensues, paperwork exchanges, and the pulled over car drives away. A domestic violence call has its own normal patterns; police arrive, separate involved parties, take statements and arrest aggressor and advise the victim of abuse prevention rights. We could go on like this for all the types of calls we handle as each type of incident on its own merits, does possess very similar patterns. Yet they always, and I mean always possess something different be it the location, the time of day, the person you are dealing with. Even if it’s the same person, location, time and day, the person you’re dealing who may now be in a different emotional state and his/her motives and intent may be very different. This breaks that normal expected pattern.  Hence, there is a need to always be open-minded, alert and aware, exploring for the signs and signals of positive or negative change in conditions. In his Small Wars journal article “Thinking and Acting like an Early Explorer” Brigadier General Huba Wass de Czege (US Army Ret.) describes the explorer mentality:   While tactical and strategic thinking are fundamentally different, both kinds of thinking must take place in the explorer’s brain, but in separate compartments. To appreciate this, think of the metaphor of an early American explorer trying to cross a large expanse of unknown terrain long before the days of the modern conveniences. The explorer knows that somewhere to the west lies an ocean he wants to reach. He has only a sketch-map of a narrow corridor drawn by a previously unsuccessful explorer. He also knows that highly variable weather and frequent geologic activity can block mountain passes, flood rivers, and dry up desert water sources. He also knows that some native tribes are hostile to all strangers, some are friendly and others are fickle, but that warring and peace-making among them makes estimating their whereabouts and attitudes difficult.6

The same effort to conserve force was also evident in war, at the tactical level. The ideal Roman general was not a figure in the heroic style, leading his troops in a reckless charge to victory or death. He would rather advance in a slow and carefully prepared march, building supply roads behind him and fortified camps each night in order to avoid the unpredictable risks of rapid maneuver. He preferred to let the enemy retreat into fortified positions rather than accept the inevitable losses of open warfare, and he would wait to starve out the enemy in a prolonged siege rather than suffer great casualties in taking the fortifications by storm. Overcoming the spirit of a culture still infused with Greek martial ideals (that most reckless of men, Alexander the Great, was actually an object of worship in many Roman households), the great generals of Rome were noted for their extreme caution. It is precisely this aspect of Roman tactics (in addition to the heavy reliance on combat engineering) that explains the relentless quality of Roman armies on the move, as well as their peculiar resilience in adversity: the Romans won their victories slowly, but they were very hard to defeat. Just as the Romans had apparently no need of a Clausewitz to subject their military energies to the discipline of political goals, it seems that they had no need of modern analytical techniques either. Innocent of the science of systems analysis, the Romans nevertheless designed and built large and complex security systems that successfully integrated troop deployments, fixed defenses, road networks, and signaling links in a coherent whole.

Yet, the advantages of civilization bring their own contradictions, one beginning in a loosely defined "core" the other on the "periphery". These contradictions then tended to break down the geographical distinction between the two. The core contradiction was between the development of more complex, centrally coordinated armies and the conditions that first allowed the civilizations to withstand their foes. Infantry defenses had initially presupposed a cohesive social base, in Sumer provided by similarity of experience and membership in the community. The city-states had either been democracies or relatively benign oligarchies, and this showed in their military tactics. Cohesion and morale, faith in the man next to you, was essential for infantry. Yet an increase in costs, in professionalism, and in diversity of forces, weakened the contribution of the ordinary member of the community. Either the state turned to mercanaries or foreign auxiliaries or it turned to the rich, able to turn out heavily armed soldiers. This weakened social cohesion. The state became less embedded in the military and economic lives of the masses, more differentiated as an authoritarian center, and more associated with steep social stratification between classes. The state was more vulnerable to capture. One swift campaign to capture the capital, and kill the ruler but spare part his staff, and the conquest was complete. The masses did not require pacification for they were not involved in the turn of events. The state was more dependent upon professional soldiers, on both central praetorian guards and on provincial lords-more vulnerable to their ambitions and therefore to endemic civil war.

Patton had been a reflective man, an extraordinarily well-read student of wars and military leaders, ancient and modern, with a curiosity about his war to match his energy. No detail had been too minor or too dull for him, nor any task too humble. Everything from infantry squad tactics to tank armor plate and chassis and engines had interested him. To keep his mind occupied while he was driving through a countryside, he would study the terrain and imagine how he might attack this hill or defend that ridge. He would stop at an infantry position and look down the barrel of a machine gun to see whether the weapon was properly sited to kill counterattacking Germans. If it was not, he would give the officers and men a lesson in how to emplace the gun. He had been a military tailor’s delight of creased cloth and shined leather, and he had worn an ivory-handled pistol too because he thought he was a cavalier who needed these trappings for panache. But if he came upon a truck stuck in the mud with soldiers shirking in the back, he would jump from his jeep, berate the men for their laziness, and then help them push their truck free and move them forward again to battle. By dint of such lesson and example, Patton had formed his Third Army into his ideal of a fighting force. In the process he had come to understand the capabilities of his troops and he had become more knowledgeable about the German enemy than any other Allied general on the Western Front. Patton had been able to command with certainty, overcoming the mistakes that are inevitable in the practice of the deadly art as well as personal eccentricities and public gaffes that would have ruined a lesser general, because he had always stayed in touch with the realities of his war.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

TDGs are common to a wide array of specialties, nationally and internationally. Teachers should introduce students to TDGs with problems they are not familiar with, such as combat troops doing non-combat TDGs, and just the opposite for support personnel. Particular courses or units may develop different operating procedures, but it is inadvisable to argue about specific procedural points. There will be plenty of time for that during the student debrief.182 TDGs do not have to be tactical. Other types of games exist: for example, the Los Angeles, California Fire Department has developed tactical decision games. Even the U.S. Army Chaplain Corps has developed its own games to deal with different scenarios that chaplains may experience.183 Instructors of other Army leader programs have also developed very good games as tools to teach adaptability.

Traditionally, in the system that Augustus inherited from the Republic, the Roman command structure was class-based. As mentioned earlier, the officer class came from the narrow aristocracy of senators and equestrians. The great armies of the Republic were commanded by senators who had attained the rank of consul, the pinnacle of their society. Their training in military science came mainly from experience: until the later second century B.C., aspiring senators were required to serve in ten campaigns before they could hold political office 49 Intellectual education was brought to Rome by the Greeks and began to take hold in the Roman aristocracy sometime in the second century B.C.; thus it is the Greek Polybius who advocates a formal training for generals in tactics, astronomy, geometry, and history.50 And in fact some basic education in astronomy and geometry-which Polybius suggests would be useful for calculating, for example, the lengths of days and nights or the height of a city wall-was normal for a Roman aristocrat of the late Republic or the Principate. Aratus' verse composition on astronomy, several times translated into Latin, was especially popular.51 But by the late Republic the law requiring military service for office was long defunct; and Roman education as described by Seneca the Elder or Quintilian was designed mainly to produce orators. The emphasis was overwhelmingly on literature and rhetoric;52 one did not take courses, for example, on "modern Parthia" or military theory. Details of grammar and rhetorical style were considered appropriate subjects for the attention of the empire's most responsible individuals; this is attested in the letters of Pliny the Younger, the musings ofAulus Gellius, and the correspondence of Fronto with Lucius Verus and Marcus Aurelius.53

The battle plans and tactics of the Fifth Panzer Army, more than those of any other German army that took part in the Ardennes counteroffensive, bore the very strong personal imprint of its commander, General Manteuffel. As a junior officer in the prewar panzer troops, Manteuffel had made a mark as an armored specialist. His record in North Africa and Russia, where he achieved a reputation for energetic leadership and personal bravery, brought him to Hitler's attention and promotion directly from a division to an army command. Despite the failure of his Fifth Panzer Army in the Lorraine campaign against Patton's Third Army, Manteuffel was listed by Hitler for command in the Ardennes. His staff, carefully selected and personally devoted to the little general, was probably the best German staff on the Western Front.

As the West takes a budget ax to its defenses, the Red Army is modernizing at a furious pace. Putin has spoken openly about the use of tactical nuclear weapons to preserve his gains.

In his outstanding book Why the Allies Won (1995), the British historian Richard Overy analyses the outcomes of the Second World War, which were not, he claims, a given. One explanation he offers is the German army’s attempt to optimise use of its military munitions at the expense of tactical combat efficiency. At one point in the war, the Germans had no fewer than 425 different kinds of aircraft, 151 kinds of trucks, and 150 kinds of motorcycles. The price they paid for the technical superiority of German-made munitions was difficulty in mass-production, which was ultimately more important from a strategic point of view. In the decisive battles fought in Russia, one German force had to carry approximately one million spare parts for hundreds of types of armed carriers, trucks and motorcycles. The Russians, in contrast, used only two types of tanks, making for much simpler munitions maintenance during war. It was ‘good enough’ for them.

Now the equipment, organization, and tactics of an army were not achieved overnight: one must allow for a period of transition before a large mass of men could be trained to operate under unified command. Until towns arose and population was sufficiently concentrated, the prelude to war was an organized but one-sided display of power and bellicosity in raiding expeditions for wood, malachite, gold, slaves.

The staunch defense of Bastogne had impeded the Fifth Panzer Army drive to the west, just as the desperate rear guard battle by the 7th Armored at St. Vith had slowed the advance of the Sixth, demonstrating the axiom of World War I that no salient thrust into the defender's position can be expanded rapidly and successfully if the shoulders of the salient are firmly held by the defender. The human cost of the Bastogne battle, therefore, probably was not out of proportion to the military gains achieved. The 101st Airborne Division suffered battle casualties numbering 105 officers and 1,536 men. CCB of the 10th Armored Division had approximately 25 officers and 478 men as battle casualties. There is no means of numbering the killed, wounded, and missing in the miscellany of unrecorded tankers, gunners, infantry, and others who shared in the defense of Bastogne. Nor can any casualty roster now be compiled of those units which fought east of Bastogne prior to 19 December and gave the 101st Airborne Division the time and the tactical opportunity to array itself in the defense of that town.

No twenty-first-century reader can understand the ultimate triumph of the Allied powers in World War II in 1945 without a grasp of the large drama that unfolded in North Africa in 1942 and 1943. The liberation of western Europe is a triptych, each panel informing the others: first, North Africa; then, Italy; and finally the invasion of Normandy and the subsequent campaigns across France, the Low Countries, and Germany. From a distance of sixty years, we can see that North Africa was a pivot point in American history, the place where the United States began to act like a great power—militarily, diplomatically, strategically, tactically.

Amman’s own file on the state sponsorship of al-Zarqawi’s terrorist activities during the lead-up to the Iraq War stood in marked contrast to what Powell had presented earlier. It wasn’t Baghdad America should have been looking at, the Jordanians said; it was Tehran. A high-level GID source told the Atlantic magazine in 2006: “We know Zarqawi better than he knows himself. And I can assure you that he never had any links to Saddam. Iran is quite a different matter. The Iranians have a policy: they want to control Iraq. And part of this policy has been to support Zarqawi, tactically but not strategically. . . .In the beginning they gave him automatic weapons, uniforms, military equipment, when he was with the army of Ansar al-Islam. Now they essentially just turn a blind eye to his activities, and to those of al-Qaeda generally. The Iranians see Iraq as a fight against the Americans, and overall, they’ll get rid of Zarqawi and all of his people once the Americans are out.

difficult situation, the Iraqi civilian trying to care for a family amid chaos and violence. They are the people who pay every day with blood and tears for the failures of high officials and powerful institutions. The run-up to the war is particularly significant because it also laid the shaky foundation for the derelict occupation that followed, and that constitutes the major subject of this book. While the Bush administration—and especially Donald Rumsfeld, Paul Wolfowitz, and L. Paul Bremer III—bear much of the responsibility for the mishandling of the occupation in 2003 and early 2004, blame also must rest with the leadership of the U.S. military, who didn’t prepare the U.S. Army for the challenge it faced, and then wasted a year by using counterproductive tactics that were employed in unprofessional ignorance of the basic tenets of counter-insurgency warfare. The undefeated Saddam Hussein of 1991 The 2003 U.S. invasion and occupation of Iraq can’t be viewed in isolation. The chain of events began more than a decade earlier with the botched close of the 1991 Gulf War and then it continued in the U.S. effort to contain Saddam Hussein in the years that followed.

Government-funded studies are conducted at Rand and other think tanks on how to manipulate the population for maximum effectiveness and profit. The armies put these plans into action. The agencies that control our elections, and indeed the selection of candidates, by bullets and smear tactics also control domestic productivity and investments. Starvation and unemployment will inevitably lead to violent objections, so provisions must be made to handle the mob. That is what the SLA was about. Members of radical groups in the Bay Area were taunted and baited to join the revolution to determine how many were ready for the next stage and would accept violence. All of these groups turned the SLA down, suspecting that they were police provocateurs.

Pervez Musharraf had a formidable ego. He was a Pakistani nationalist but not especially pious. There was no suggestion that he had undergone a religious recommitment like General Mahmud’s. Indeed, there was little evidence that Musharraf sought a unity of the “tactical and moral” in his life; he seemed above all to be a tactician. He had been educated in Catholic schools in Karachi and spent much of his boyhood in secular Turkey. Musharraf had faced expulsion from the army as a young officer because of discipline infractions. He salvaged his career in the Special Services Group, or S.S.G., as a commando. He won a gallantry award during the 1971 war for operating behind Indian lines. As he rose to become a four-star general and lead the army as chief of staff, he did not take advice easily.

The various branches of the US military have special operations forces. These are made up of units of soldiers who have been specially trained to tackle the most risky and dangerous military operations in the world—most of which are never heard about by the general public. Special-ops forces such as the Navy SEALs, Army Green Berets, Marine RECONs, and Air Force Special Tactics are comprised of the most elite soldiers in the world. Their training is beyond rigorous, and the qualifications to join such exclusive groups of warriors are extremely high. These elite soldiers make up a small percentage of the total military, but they are the tip of the spear when it comes to critical combat operations. These units usually operate in small numbers, drop behind enemy lines, practice tactics repetitively before executing a given operation, and train for every combat condition they might encounter. But even with an exceptional level of training and expertise, there is one critical component that is absolutely necessary for them to successfully reach their objective: communication. These elite special-ops fighters are part of a larger overarching entity with which they must stay in communication—SOCOM. This acronym stands for Special Operations Command.1 Key to their success from the elite soldier on the field all the way to the commander-in-chief is communication through SOCOM. A unit or soldier on mission in the theater of battle can have the latest weapons and technology, but they cannot access the fuller power and might of the military without the critical link—communications. If a satellite phone goes down or can’t access a signal, this life-or-death communication is broken. Without the ability to call in for air support when being overrun, medical evacuation when someone is injured, or passing on key intelligence information to SOCOM, an operation can be compromised. When communication is absent, things can go south in a hurry. In the realm of special military operations, communication is life.

Cincinnatus. He was an emperor in the Roman Empire. Cincinnati, the city, by the way, is named after him because he was a big idol of George Washington’s. He is a great example of success because he was asked to reluctantly step into power and become the emperor and to help, because Rome was about to get annihilated by all the wars and battles. He was a farmer. Powerful guy. He went and took on the challenge, took over Rome, took over the army, and won the war. After they won the war, he felt he’d done his mission and was asked to go and be the emperor, and he gave the ring back and went back to farming. He didn’t only do this once. He did it twice. When they tried to overthrow the empire from within, they asked him back and he came back. He cleaned up the mess through great, great leadership. He had tremendous leadership quality in bringing people together. And again, he gave the ring back and went back to farming.

It must be remembered that Eisenhower had never even commanded a battalion in action when he found himself commanding a group of armies in North Africa! No wonder he was at a loss as to what to do, and allowed himself to be absorbed in the political situation at the expense of the tactical. I had little confidence in his having the ability to handle the military situation confronting him, and he caused me great anxiety.

When a nation cannot pay its spies well enough, such a country is far from sustaining its army on the battlefield - and far from winning a war. Great tactics are sketched in peace times not during the war, for such is an emergency.

Jackson used this tactic time and again when facing numerically superior forces. “Always mystify, mislead, and surprise the enemy, if possible,” he said, “... such tactics will win every time and a small army may thus destroy a large one.” This law applies not only to war but to everyday situations. People are always trying to read the motives behind your actions and to use your predictability against you. Throw in a completely inexplicable move and you put them on the defensive. Because they do not understand you, they are unnerved, and in such a state you can easily intimidate them. Pablo Picasso once remarked, “The best calculation is the absence of calculation. Once you have attained a certain level of recognition, others generally figure that when you do something, it’s for an intelligent reason. So it’s really foolish to plot out your movements too carefully in advance. You’re better off acting capriciously.

Hannibal’s Carthaginian forces handed the Roman army its most devastating defeat in one of the greatest displays of tactical prowess in military history at the Battle of Cannae.

These tactics, said Johnson, were brought out by Dimitrov, who invoked Greek history, the Battle of Troy, the Trojan horse, as the best model for what they were trying to do. He quoted Dimitrov: “Comrades, you remember the ancient tale of the capture of Troy. Troy was inaccessible to the armies attacking her, thanks to her impregnable walls, and the attacking army, after suffering great losses, was still unable to achieve victory until, with the aid of the Trojan horse, it managed to penetrate to the very heart of the enemy’s camp.” In other words, said Johnson, what Dimitrov was saying “is that if you cannot take over the churches by frontal attack, take them over by the use of deception and guile and trickery, and that is exactly what the Communists practice in order to infiltrate and subvert the church and prepare them for the day when they would come under the hierarchical and authoritarian control of Moscow.

This was an army that shared a confidence too in its weapons and in its combat skills. The world was a tactical map to these men. They were prepared to fight any enemy at any grid coordinate.

Lacking wealthy benefactors or steady access to resources, BLA (Black Liberation Army) cells often relied on bank robberies to secure funds (a tactic revolutionaries call “expropriations,” for it involves taking money that capitalist institutions have secured through other people’s labor and using it ostensibly to further liberatory ends).

During their brief history the newly formed Special Operations Forces had already achieved a notable record, but they had yet to tackle a major rescue of the magnitude of the Lady Flamborough hijacking. The orphan child of the Pentagon, the Special Operations Forces were not molded into a single command until the fall of 1989. At that time the Army's Delta Force, whose fighters were drawn from the elite Ranger and Green Beret units and a secret aviation unit known as Task Force 160, merged with the top-of-the-line Navy SEAL Team Six and the Air Force's Special Operations Wing. The unified forces cut across service rivalries and boundaries and became a separate command, numbering twelve thousand men, headquartered at a tightly restricted base in southeast Virginia. The crack fighters were heavily trained in guerrilla tactics, parachuting, wilderness survival and scuba diving, with special emphasis on storming buildings, ships and aircraft for rescue missions.

Returning to active duty, [Pershing} was sent to Montana, promoted to first lieutenant, and put in charge of the 10th Cavalry Regiment. Buffalo Soldiers: black soldiers. Two years later, he was appointed an instructor of tactics at West Point. He was strict; the cadets didn't much care for him. They mocked his previous posting, dubbed him "N*gger Jack." Eventually, they toned it down to "Black Jack." He was said to be quite proud of the sobriquet.

Over it all, I kept hearing people shouting out words I couldn’t quite make out. I cornered a woman, young, cornrowed hair that turned into ponytails with blue tips, wearing a bulky old leather jacket and leggings over runners’ legs. “Are you shouting out ‘Hufflepuff’?” As she nodded, I heard an answering call, “Hufflepuff,” and another girl, Latina, sparkly Chuck Taylors and a Ramones/Bernie Sanders mashup tee, emerged out of the crowd and gave the first girl a hug. I realized I could hear others calling “Slytherin” and “Gryffindor” and “Ravenclaw,” and other answering calls, groups self-assembling, hugging, showing their phones to each other, ignoring me. “Excuse me? What is this Harry Potter thing?” The girl grinned at me. “Dumbledore’s Army! It’s how we organize our affinity groups. That way you can always find people to get your back—the houses let us find the kind of people who share our tactics and style.” She tapped an enamel pin on her lapel, yellow and black diagonal stripes. “Don’t worry, we’re trans-inclusive. JKR won’t have a thing to do with us—we keep waiting for her to sue. You want to join? (less)

The Chinese view of warfare shaped China’s military operations and tactics, especially how the high command made war decisions, finalized various objectives, executed battle plans, and evaluated combat effectiveness.

Yet this third-rate and mediocre action is counted, with Waterloo and Gettysburg, among the decisive battles of history; and Goethe was not the only man there who knew that the scene before him was the beginning of a new epoch for mankind. With 36,000 men and 40 guns the French had arrested the advance of Europe, not by skilful tactics or the touch of steel, but by the moral effect of their solidity when they met the best of existing armies. The nation discovered that the Continent was at its mercy, and the war begun for the salvation of monarchy became a war for the expansion of the Republic. It was founded at Paris, and consolidated at Valmy. Yet no military event was less decisive. The French stood their ground because nobody attacked them, and they were not attacked because they stood their ground. The Prussians suffered a strategic, though not a tactical defeat. By retiring to their encampment they renounced the purposes for which they went to war, the province they occupied, and the prestige of Frederic.

The newer tactic of scattering bodies on city streets, as happened when Joaquín Guzmán’s goons pushed thirty-five bloody corpses (twelve of them women) off two trucks on Manuel Ávila Camacho Boulevard, near a shopping mall in the prettier part of the port city of Veracruz one day in September 2011, to terrorize their adversaries... Guzmán, known as El Chapo (Shorty) for his small stature, ran the largest airborne opera- tion in Mexico; he owned more aircraft than Aeromexico, the national air- line. Between 2006 and 2015, Mexican authorities seized 599 aircraft — 586 planes and 13 helicopters—from the Sinaloa cartel; by comparison, Aeromexico had a piddling fleet of 127 planes.... One Zeta atrocity I knew nothing about took place in 2010, in the small town of San Fernando, south of Reynosa. A roaming band of Zetas stopped two buses of migrants—men, women, and children from Central and South America, who were fleeing the violence in their countries. The Zetas demanded money. The migrants had no money. The Zetas demanded that the migrants work for them, as assassins or operatives or drug mules. The migrants refused. So they were taken to a building in the village of El Huizachal, blindfolded, their hands and legs bound, and each one was shot in the head. Seventy-two of them died. One man (from Ecuador) played dead, escaped, and raised the alarm... The gory details of this massacre became known when one of the perpetrators was arrested, Édgar Huerta Montiel, an army deserter known as El Wache, or Fat Ass. He admitted killing eleven of the migrants person- ally, in the belief (so he said) that they were working for a gang hostile to his own. A year later, near the same town, police found 47 mass graves containing 193 corpses — mostly migrants or passengers in buses hijacked and robbed while passing through this area of Tamaulipas state, about eighty miles south of the US border... But in the early 2000s headless bodies began to appear, tossed by the roadside, while human heads were displayed in public, at intersections, and randomly on the roofs of cars. This butchery was believed to be inspired by a tactic of the Guatemalan military’s elite commandos, known as Kaibiles. A man I was to meet in Matamoros, on my traverse of the border, explained how the Kaibiles were toughened by their officers. The officers encouraged recruits to raise a dog from a puppy, then, at a certain point in their training, the recruit was ordered to kill the dog and eat it.... When the Kaibiles became mercenaries in the Mexican cartels, the first beheadings occurred, the earliest known taking place in 2006: a gang in Michoacán kicked open the doors of a bar and tossed five human heads on the dance floor. Decapitations are now, according to one authority on the business, “a staple in the lexicon of violence” for Mexican cartels....

During the American Revolution, the British offered emancipation to any enslaved person who fought on their side. This military tactic infuriated the Patriots and caused pandemonium on the southern plantations as thousands of slaves escaped and joined the British Army or sought refuge behind enemy lines.

The Chinese advisors introduced some of their successful tactics from the Chinese Civil War of 1946–1949. Among the developed tactics were those designed to outnumber the enemy whenever possible in order to wipe out entire enemy units instead of simply repelling them, engage the enemy in mobile operations, and achieve surprise whenever possible.

Agility is the ability to move and adjust quickly and easily. It springs from trained and disciplined forces. Agility requires that subordinates act to achieve the commander’s intent and fight through any obstacle to accomplish the mission. (Emphasis in the original) Operational agility stems from the capability to deploy and employ forces across the range of Army operations. Army forces and commanders shift among offensive, defensive, stability, and support operations as circumstances and missions require. This capability is not merely physical; it requires conceptual sophistication and intellectual flexibility. Tactical agility is the ability of a friendly force to react faster than the enemy. It is essential to seizing, retaining, and exploiting the initiative. Agility is mental and physical. Agile commanders quickly comprehend unfamiliar situations, creatively apply doctrine, and make timely decisions.

Gazans hypothesized that the brutality of the offensive was a tactic to force them to turn against Hamas. In many instances this worked, particularly when Hamas showed its own merciless face. Under the heavy toll of bombing, Hamas used the chaotic environment of war to settle its own political scores and carry out extrajudicial assassinations of its domestic enemies, including members of Fatah who were held in its jails, as well as suspected collaborators or informants for Israel.40 More disturbingly, in the early days of Operation Protective Edge, Hamas’s Ministry of Interior called on citizens not to respond to evacuation orders by the Israeli army, asserting that these were only issued as a form of psychological warfare to create panic.41 Many in Gaza criticized Hamas, not least for its role in dragging the coastal enclave into another conflagration. Others were critical of Hamas’s governance record and its authoritarian streak.

But we convinced the humans to trust us. And my mother began reaching out to some of those Fae who had followed us into Midgard—those she hoped she could trust. In the end, my mother had ten thousand Fae willing to march, most hailing from our dusk-bound lands. And when my mother fully opened the doorway to Hel, Aidas and his brothers brought fifty thousand soldiers with them. I do not have the words for the war’s brutality. For the lives lost, the torment and fear. But my mother did not break. The Asteri mounted their counteroffensive swiftly, and wisely put Pelias in charge of their forces. Pelias knew my mother and her tactics well. And though Hel’s armies fought valiantly, our people with them, it was not enough.

Many students of military operations attribute the operational and tactical successes of the German Army in World War II to its use of Auftragstaktik, or mission-type orders. [...]Fundamentally, the concept of intent rests on the notion that the reason a commander assigns a task, that is, its purpose, is more important than the task. The idea is to provide the why of a mission. If circumstances dictate, subordinate commanders may disregard the assigned task so long as they focus on accomplishing the purpose.

Prior to the advent of military staffs, armies and navies made military decisions via councils of war, in which the commander would assemble his major subordinates, solicit and pitch courses of action, and seek a consensus on which one to pursue. Napoleon eschewed such meetings once he had enough rank to forego them, calling them "a cowardly proceeding" intended more to shift blame than to determine an effective plan.

No wonder a kid like Dink Meeker saw through it and refused to play. He was one of the few kids who was both likable and talented. His likability made them try to make him commander of his own army; his talent let him understand why they were doing it and turn them down because he couldn’t believe in such a stupid system. And other kids, like Petra Arkanian, who had obnoxious personalities but could handle strategy and tactics in their sleep, who had the confidence to lead others into war, to trust their own decisions and act on them—they didn’t care about trying to be one of the guys, and so they got overlooked, every flaw became magnified, every strength belittled.

David Goggins is a retired Navy SEAL and the only member of the U.S. Armed Forces ever to complete SEAL training, U.S. Army Ranger School, and Air Force Tactical Air Controller training. Goggins has competed in more than sixty ultra-marathons, triathlons, and ultra-triathlons, setting new course records and regularly placing in the top five. A former Guinness World Record holder for completing 4,030 pull-ups in seventeen hours, he’s a much-sought-after public speaker who’s shared his story with the staffs of Fortune 500 companies, professional sports teams, and hundreds of thousands of students across the country.

In Nevada, at Frenchman’s Flat, a bright flash and ugly mushroom cloud had signified a gigantic change in the tactical battlefield—a change that had not come about at Hiroshima, despite statements to the contrary. In its early years the atomic device had remained a strategic weapon, suitable for delivery against cities and industries, suitable to obliterate civilians, men, women, and children by the millions, but of no practical use on a limited battlefield—until it was fired from a field gun. Until this time, 1953, the armies of the world, including that of the United States, had hardly taken the advent of fissionable material into account. The 280mm gun, an interim weapon that would remain in use only a few years, changed all that, forever. With an atomic cannon that could deliver tactical fires in the low-kiloton range, with great selectivity, ground warfare stood on the brink of its greatest change since the advent of firepower. The atomic cannon could blow any existing fortification, even one twenty thousand yards in depth, out of existence neatly and selectively, along with the battalions that manned it. Any concentration of manpower, also, was its meat. It spelled the doom of Communist massed armies, which opposed superior firepower with numbers, and which had in 1953 no tactical nuclear weapons of their own. The 280mm gun was shipped to the Far East. Then, in great secrecy, atomic warheads—it could fire either nuclear or conventional rounds—followed, not to Korea, but to storage close by. And with even greater secrecy, word of this shipment was allowed to fall into Communist hands. At the same time, into Communist hands wafted a pervasive rumor, one they could neither completely verify nor scotch: that the United States would not accept a stalemate beyond the end of summer. The psychological pressures on Chinese Intelligence became enormous. Neither an evaluative nor a collective agency, even when it feels it is being taken, dares ignore evidence.

During the early days of the war, the North Korean People’s Army never varied its tactics. It never had any need to do so. Its general maneuver was to press the ROK or American forces closely, engage with them by means of a frontal holding attack, while at the same time turning the enemy flank and infiltrating troops to the enemy rear. Against both ROK’s and United States troops, who were never able to establish a firm battle line, this tactic was ruinous.

A great and continuing weakness of the United States Army fighting in Asia was its tactical and psychological dependence on continuous battle lines, such as had been known in Europe. In Asia, terrain and Communist tactics made such lines rare—Communist armies tended to flow like the sea, washing around strong points, breaking through places where the dams were weak. The “human sea” analogy picked up and headlined by the press was very real—except that the press always gave a misleading indication of the numbers of enemy involved.

if there is one lesson the Army has learned (or re-learned) in the past twelve years of war, it is this: the application of military force in its current form has limited utility when fighting modern wars among the people. “Combat power” in the form of superior weapons systems, cutting-edge technology, and disproportionate force ratios may enable tactical success on the ground, but does not guarantee strategic victory.

The scorched earth tactics employed by the Red Army ensured that nothing was left to the invaders as the Soviets retreated during the initial phase of the war. If this meant destroying the livelihood of the locals, then that was the price Stalin was more than willing to pay. Overall, Stalin showed very little regard for his people, let alone their property.

...the War on Terror is in fact a war against Islam. After all, this was never conceived of as a war against terror per se. If it were, it would have included the Basque separatists in Spain, the Christian insurgency in East Timor, the Hindu/Marxist Tamil Tigers in Sri Lanka, the Maoist rebels in eastern India, the Jewish Kach and Kahane underground in Israel, the Irish Republican Army, the Sikh separatists in the Punjab, the Marxist Mujahadin-e khalq, the Kurdish PKK, and so on. Rather, this is a war against a particular brand of terrorism: that employed exclusively by Islamic entities, which is why the enemy in this ideological conflict gradually and systematically expanded to include not just the persons who attacked America on September 11, 2001, and the organisations that supported them, but also an ever-widening conspiracy of disparate groups such as Hamas in Palestine, Hizbullah in Lebanon, the Muslim Brotherhood in Egypt, the clerical regime in Iran, the Sunni insurgency in Iraq, the Chechen rebels, the Kashmiri militants, the Taliban, and any other organisation that declares itself Muslim and employs terrorism as a tactic.

In 1874, Brevet Maj. Gen. Emory Upton initially came to the same conclusion. His analysis of the war produced no lessons that the US Army should incorporate into its new tactical doctrine.[96] However when Upton visited Berlin in 1876, his view changed. He observed that a small, but educated officer corps served as the backbone of Germany’s army. The professional school system enabled it to develop a general staff capable of executing complex tactical problems.[97]

Why aim for a mere $100K when I can try to build a billion-dollar business?” Two reasons: 1) Aiming for the latter from the outset often leads to neglecting the high-touch 1,000 true fans who act as your most powerful unpaid marketing force for “crossing the chasm” into the mainstream. If you don’t build that initial army, you’re likely to fail. 2) Do you really want to build and manage a big company? For most people, it’s not a fun experience; it’s an all-consuming taskmaster. There are certainly ace CEOs who thread the needle and enjoy this roller coaster, but they are outliers. Read Small Giants by Bo Burlingham for some fantastic examples of companies that choose to be the best rather than the biggest.

Keep the sun out of your eyes and the rain off your face in style with our military ball caps and tactical caps.

By March 1916, the various armies of Europe had devised a simple rote method for attacking their entrenched foes: a sustained artillery bombardment of the enemy’s forward defenses, one that might last a few hours or several days depending on the scale of the planned assault, followed by an infantry rush across no-man’s-land. The problems with these tactics were manifest at every step. Most such bombardments caused relatively few casualties, since the defenders simply retreated to back trenches—or, in the more sophisticated trenchworks of the Western Front, into heavily protected underground bunkers—to await their conclusion. Naturally, these preliminary barrages also alerted the defenders both that an assault was coming and its precise location.

Fabius, as defender of the land, had time on his hands and he also had manpower. He took over the two legions of the consul Gnaeus Servilius and added a further two legions to the army that now lay at his disposal. At the same time he gave orders for all the people who lay ahead of Hannibal’s line of march to abandon their farms, burn the buildings, and destroy the crops. (Centuries later his basic strategy was to be adopted by the Russian general Kutusov against Napoleon.) The people of Italy should withdraw into their land, leaving as little behind them as possible, and he himself—as commander of the only organised army—should avoid a pitched battle at any costs. Guerrilla tactics, harassing the flanks of the enemy, cutting off his foraging parties and gradually bleeding the invader to death, were the methods that Fabius was to employ against the general whom, very wisely, he was unwilling to meet on normal terms.

Future battlefields require a more liberally educated, mentally adaptable leadership to coexist in a culture with high standards of cohesion and discipline. An adaptive Army will require very high standards of entry training for commissioned members, to acculturate tactical knowledge in the force at a very early stage.”144 Col. Robert B. Killebrew, U.S. Army, (Ret.)

The purpose of the ACM is creating leaders who understand and practice adaptability, while encouraging Army senior leaders to nurture this trait in their subordinates. A student that emerges from any leader-centric course that employs the ACM is adaptive and can demonstrate the ability to: •Rapidly distinguish between information that is useful in making decisions and that which is not pertinent; • Avoid the natural temptation to delay their decisions until more information makes the situation clearer, at the risk of losing the initiative; • Avoid the pitfall of thinking that once the mission is underway, more information will clarify the tactical picture; and • Feel the battlefield tempo, discern patterns among the chaos, and make critically important decisions in seconds.

Along with explosive and tactical training, our training on small arms began. The NCO instructors conducted the weapons training but they were not comfortable dealing with university students. Often tricky situations would arise. Two examples would illustrate the nature of the problem. In the Pakistan Army, soldiers of the East Bengal Regiment were taught their craft in Roman Urdu. The NCOs tried to teach us just as they were taught. They began with kholna-jorna (stripping and assembling). Our NCO instructor started the class by saying "Iss purza ko kehta hae..." (this part is known as ...) in Urdu. "Why are you speaking in Urdu?" we protested immediately. "Urdu is the army’s language!" "The Pakistan Army's language! This is the Bangladesh army! No Urdu here! And if you don't speak in Bangla we won’t listen to you!" we told him. The complaint reached the Subedar Major. He was not pleased with our 'mutiny' and said the Dacca University boys don’t listen to their ustad (teacher). "You have to listen to them," he told us. We told him the same thing; why was the NCO speaking to us in Urdu? "We are Bengalis. He is from Noakhali, and if he wants he can even speak in his dialect and we’ll try our best to understand, but no Urdu!" When the Subedar Major’s intervention didn’t work, the matter went up to Khaled Mosharraf who was greatly amused. "Shalara, they are such fools! It has not yet dawned on them that they no longer have to speak in Urdu!" he said, laughing. He immediately issued an order: Henceforth there would be no more communication in Urdu.

General Jacques de Bollardière, a distinguished soldier who had fought in Norway, at El Alamein, with the maquis in the Ardennes as well as at Dien Bien Phu, and who was shortly to find himself seriously at odds with army policy in Algeria, criticises the professional army after Indo-China because: “instead of coldly analysing with courageous lucidity its strategic and tactical errors, it gave itself up to a too human inclination and tried — not without reason, however — to excuse its mistakes by the faults of civil authority and public opinion”. He was reminded of the young Germans of post-1918 seeking to justify a notion of a “generalised treachery”.

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

The strategic level is concerned with the use of military force to achieve national objectives. In the new American style of war, it has come to be interpreted as the highest political and diplomatic level at which decisions are made to collect and deploy military forces to a distant theater. The size of strategic land forces varies, depending on the nature of the topography and the seriousness of the enemy threat. In past limited wars, deployments involved relatively large armies consisting of multiple corps of 50,000 soldiers each. The numbers of soldiers deployed in more recent campaigns have been considerably smaller. The strategic challenge in the years ahead will center on "time versus risk"-that is, the decisions that must be made to balance the size of the strategic force to be projected versus the time necessary for the force to arrive ready to fight. The United States must be able to overcome the problems of distance and time without unnecessarily exposing early arriving forces to an enemy already in place within a theater of war. The operational level of warfare provides a connection between strategic deployments and the tactical engagements of small units. The "art" of maneuvering forces to achieve decisive results on the battlefield nest here. As with the deployments of strategic level forces, the basic elements of operational maneuver have shrunk as the conflict environment has changed since the end of the Second World War. During the Cold War, corps conducted operational maneuver. More recently, the task has devolved to brigades, usually self contained units of all arms capable of independent maneuver. An independent brigade consists of about 5,000 soldiers. At the operational level, ground forces will face the challenge of determining the proper balance between "firepower and maneuver" resources and technologies to ensure that the will of the enemy's army to resist can be collapsed quickly and decisively. Battles are fought at the tactical level. In the past, the tactical fight has been a face-to-face endeavor; small units of about company size, no more that several hundred soldiers, are locked in combat at close range. The tactical fight is where most casualties occur. The tactical challenge of the future will be to balance the anticipated "ends," or what the combat commander is expected to achieve on the battlefield, with the "means," measured in the lives of soldiers allocated to achieve those ends. Since ground forces suffer casualties disproportionately, ground commanders face the greatest challenge of balancing ends versus means. All three challenges must be addressed together if reform of the landpower services - the Army and the Marine Corps - is to be swift and lasting. The essential moderating influence on the process of change is balance. At the strategic level, the impulse to arrive quickly must be balanced with the need for forces massive and powerful enough to fight successfully on arrival. The impulse to build a firepower-dominant operational forces will be essential if the transitory advantage of fires is to be made permanent by the presence of ground forces in the enemy's midst. The impulse to culminate tactical battle by closing with and destroying the enemy must be balanced by the realization that fighting too close may play more to the advantage of enemy rather than friendly forces.

In one of his most important lessons, he told his sons that conquering an army is not the same as conquering a nation. You may conquer an army with superior tactics and men, but you can conquer a nation only by conquering the hearts of the people. As idealistic as that sounded, he followed with the even more practical advice that even though the Mongol Empire should be one, the subject people should never be allowed to unite as one: “People conquered on different sides of the lake should be ruled on different sides of the lake.” Like so many of his teachings, this, too, would be ignored by his sons and their successors.

When he got out of the army after the Korean War, John had developed an avid interest in these complex board games, which demanded progressive degrees of skill and cunning over many hours of play. Many of the games had World War II themes, with names like Third Reich and Russian Front. John, when he played with an opponent, always took the German side in these. Others were based on the Civil War, including one of his favorites, Bull Run, which required tactical skill in re-creating the First Battle of Bull Run. In that battle, according to the manufacturer’s description of the game, “Both armies had the strange and fascinating task of defending on one flank while attacking on the other.