Hellyer and Kane
Nicholas Russon weighs in on the Paul Kane NYT op-ed that's raising such a ruckus in the U.S. blogosphere, but attacks it via an interesting connection with the Hellyer mistake from our own history.
Here's a snippet:
I'm not sure I'm in complete agreement with all of it, but Nicholas' post is a worth a read.
Here's a snippet:
Hellyer claimed that "the amalgamation . . . will provide the flexibility to enable Canada to meet in the most effective manner the military requirements of the future. It will also establish Canada as an unquestionable leader in the field of military organization." In one sense this was true: Canada was the first nation to completely amalgamate the military services. But to be a "leader" requires that someone else "follow". That part never happened. The hoped-for cost savings may or may not have been achieved, but the economies all seemed to reduce the combat effectiveness, morale, and equipment inventories of the combat arms. A unified armed forces was no better able to resist militarily ignorant political moves than the separate services had been.
I'm not sure I'm in complete agreement with all of it, but Nicholas' post is a worth a read.
6 Comments:
as a retired Marine, Mr. Kane would be apoplectic if some retired USAF officer suggested getting rid of the Corps.
Teeth would be loosened somewhere.
Be a fun fight to watch :)
Kane is at least partly right on "up or out" - it doesn't make a lot of sense to force someone who is good at his job and loves it to take a promotion or quit. On the other hand, if you don't create promotion opportunities for folks on the way up, it is hard to retain quality people. I think up or out makes the least sense for specialists who just want to be specialists - pilots, intel weenies, EOD tech, etc. Why force a major with 6,000 hours to retire in favor of a much less experienced guy just because the major can't or won't be a squadron commander. Similarly, given the huge investment it takes to make an EOD tech, if he wants to stay a Sgt forever, with small COLA pay bumps, then great - you can probably use lots of Sgts, but you only need one WO.
It doesn't work quite as well for the infantry - Cpls want to become Sgts, Lts want to grow up to be Cptns and majors, etc. Since the specialty in these cases is command itself, you want to move up in the chain, take on new challenges.
A topic thread at Milnet.ca that started in October, 2007:
"Analyst: Disband the US Air Force??????"
Mark
Ottawa
Somewhat related:
"Gates drops ball on U.S. Air Force needs"
Mark
Ottawa
Actually, Holdfast, I know a few infantry majors who commanded a company in battle and would give their eye teeth to be doing that job again.
The balancing act between letting qualified people do the job they're good and love, and giving promotion opportunities to those coming up behind them is a difficult problem. But right now, it's overbalanced towards the "up or out" side in many western militaries.
Interestingly, the RAF has increased retention of pilots by offering them a clear fork in the road at a certain point in their career: either take a desk job and the route to further promotion, or keep flying and never advance beyond your current rank (I believe it's at Squadron Leader, but I could be wrong).
Babbling - right, but you can only have one one CO per Company - and there are a lot of Lts who want the job. A squadron made up of all major except for the Lt Col in command would look a little funny, but is not impossible.
Post a Comment
<< Home