XIIIN CONCLUSION
Relative values
Time is wasted at most posts on some things that are of little value compared with the time spent on them.
“Butt’s Manual” is fine callisthenic drill and at proper times should be practiced. It would be just as valuable and even more so if, instead of having the men learn to go through it all without command, an instructor gave the movements and the men executed them purely for physical drill. The cadence amounts to little, but executing them so as to exercise properly the desired muscles is important.
Many captains spend a great deal of time practicing this so that their companies can go through the whole series without command and to music. It is pretty, and for the chorus in a musical comedy act might be a success, but for soldiers it is a waste of valuable drill time that could and should be put to better use.
Our inspectors have had something to do with this, and county fairs and similar shows,more. The narrow scope of instruction followed in some companies, and the seeking for the easiest way to kill the drill hour by a few, has helped to give this its prominence in our training.
Target practice
Our target practice is open to criticism in some respects. Its importance can not be overestimated and it must not be slighted, but rational methods should be followed. It is necessary to appreciate fully what is required and wanted.
The individual man must be a fairly good marksman for two reasons: so that he can place his shots in a designated locality, and to give him confidence in himself. The better the men can shoot, other things being equal, the more confidence they have in themselves and in each other. For practical results on the battlefield an expert rifleman is of little if any more value than a marksman. Good, fair shooting by every man in the company is what is desired.
On the battlefield much depends on the confirmed habit, this habit-forming can not be done on the target range, but throughout the year’s work. Not to exceed two weeks a year should be allowed to any company for known distance practice on the range. Ifits work during the rest of the year has been properly done, this is sufficient. The rest of the time is needed for other work. But the time put on field firing, where done in the solution of correct tactical problems, cannot well be excessive. The more of this the better.
Extra pay
The law granting extra pay to expert shots, sharpshooters and marksmen is not believed good in its effect; it gives undue importance to range firing. An expert rifleman without other training and discipline is of but little value on the battlefield, while even a second class shot, well trained and disciplined, is infinitely his superior as a soldier. This law should be amended so as to divide the men into two classes: the best men in each company to be rated as 1st class. To be so rated the man must be thoroughly well trained inallhis duties, of excellent character and 1st classmen or better in target shooting. The extra pay for 1st classmen to be so alloted as to cost the government no more than is now paid for higher classifications. Men have drawn this extra pay for qualification as shots who were of but little account as soldiers.
Rifle firing competitions
Rifle firing among young men in civil lifeshould be encouraged. It is a necessarypartof a soldier’s training and is that much accomplished toward making efficient soldiers of them if the occasion arises.
Our rifle competitions take too much time and are allowed to interfere too much with regular training. Officers should not be allowed to compete. Their work during this season is with their companies; they should be learning the duties of an officer not that of the private in the ranks. It is undoubted that a man can not make much of a success teaching what he does not know. The officer must know how to shoot well enough to be an instructor, he must know the theory and have the knack of instructing. He does not need to neglect his regular work for weeks at a time several summers to acquire this at competitions.
The best company instructor in rifle firing the author ever saw on a target range was a first sergeant who himself never made better than marksman. The company was very short on sharpshooters and experts but was still shorter on 3d class men. The poorest instructor he ever saw was an officer whose breast on state occasions was covered with big medals for shooting. He had to spare hisown eyes so as to make phenomenal scores; the instruction of the new men in the company was of little importance compared with the former.
Proper garrisoning
The proper garrisoning of the army, to avoid so much necessary labor and afford better opportunities for training, has been given great attention by the War Department. May it soon meet with success. But much can be done even under present conditions to help in this matter. This beautiful parking perfectly kept is pretty, but it takes ground needed for other purposes and requires an immense amount of “fatigue” labor. This labor could be reduced: the parks would not be so pretty but military efficiency would be greater. For which does the government spend its money?
Strength of the company
Our companies should be increased in size to 100 men in peace, in war to 150. Our companies are now too small for good training; it requires too many new men to raise them to war strength, and the present strength is wasteful of money and effort.
With the companies at a fixed peace strength of 65 it means much of the time still less. There are not enough men to drill in the regular platoon formations. In our extendedorder work the captain is reduced to the capacity of a platoon commander and platoon commanders are out of a job. These men do not get practice in the handling of their proper units and it can not fail to diminish their interest and enthusiasm and result in poorer work as well as in incomplete work.
In the case of war we shall need our regular organizations very promptly and as efficient as possible. At the same time these organizations are certain to lose many officers taken for other duties. The addition of much more than one man to each two then in ranks, even if they have been previously trained, is a serious blow to efficiency. The new men must either be untrained or men from a reserve. If from a reserve they are rusty on many points and are apt to be strange to the officers who change in a company so frequently. Adding 50 reservists to a company of 100 men will do no harm; adding 85 to a company of 65 will be very different and, if the men added in the second case be untrained recruits, we shall not have a trained unit but a school of instruction.
A great objection to our present strength is the fact that it is so wasteful of money and effort.
The object of the army is to have a trained force ready for action and to help train the great mass of men that will be called out in case of war. We want as many trained men as possible, both for the ranks and to help prepare others. Since we cannot have a large army we should do all we are able with what we have.
We have in the regular army an expensive plant; the interest on cost and overhead charges form a large part of the annual cost, the cost for privates is relatively small. There is a demand and need for the output, trained soldiers; yet we produce less than half of what we could for the same cost, except pay of privates. With no increase in interest on plant and pay of officers and senior non-commissioned officers and administration, we could more than double our output of trained men and more than double our efficiency for war, and the training would be much better.
A private corporation doing business this way would probably go into bankruptcy.
New organization in war
One thing should be made a fixed policy and made positive law now so that in case of a real war it will be carried out. All organizations received into the service for the war must be at full strength.
We shall require in such a war a very large army which means the utilizing of all the organizations we now have and forming many new ones. By filling all existing organizations to war strength we reduce the number of new ones to be formed and utilize their training capacity to the best advantage; they can not be taken at their existing strength and state of training and have much value in battle. We shall need so many men that must be trained that we must use what means of training we have to its utmost.
By reducing the number of new organizations, more and better officers can be used for their training; there will be more chance of getting the necessary instructors for them. A few of the right kind of men can fit for service a full strength regiment as well as one of half strength and better officers and non-commissioned officers can be found for it, for there will be fewer required and the average can be higher.
Besides the difference in cost, administration, road space on the march, and the tactical handling when massed in great numbers, are of great importance and are much better done with fewer organizations.
The army’s responsibility
Upon the army today rests a great responsibility.With our small numbers and many faults in organization and stations we must be as nearly ready for a great war as possible; not only personally ready but do what we can to make the organization of a great and efficient army, if it ever becomes necessary, a possibility.
This means we must study and know our profession thoroughly, give a helping hand to the national guard when and where we can and to any other organization that does something toward the military training of men who may make up this great army if it has to be raised. We must remember that there are many things to be taught a man before he is an efficient soldier; all he learns before he joins a volunteer regiment is that much of a help.
But our chief duty, after personal qualification, is to make the best soldiers possible out of the men under us. This is what we are paid for and this is worth much more to our country than anything else we can do in peace. We should make the best we can of the conditions as they exist at our post, they may not be favorable for getting the best results but that is no reason for our not getting the best possible.
The quitter, the man who does as little as possible, who always wants to be away from troops because things are not as he thinks they should be, or who does nothing because he cannot do it exactly as laid down, is a curse to the army; he should leave the service and sell ribbons.
Rational, systematic training besides producing the greatest military efficiency will keep the men interested in their work and will occupy more of their time; the men will be more contented. Interested and contented men will furnish a smaller sick report and fewer deserters. There will be less dissipation hence less punishment.
Discontent, ennui, a constant grouch, injure digestion and bring on other physical ills. This is another responsibility resting on officers—that for the men under them. With young men we have a great influence on their characters and future careers. We make men better fit for life’s work or turn them back worse than we found them.
To the credit of the army it can be said that in most cases an enlistment served therein is a benefit to the majority who so serve. The men are physically and mentally better for a short service and I believe morally.There is certainly less excessive drinking among our soldiers in nearly all regiments than in a corresponding number of civilians in the same vicinity, and the same is true as to other vices. In personal cleanliness, decency and politeness they are far ahead of the average man of the same social standing as that from which they come. Many employers have recognized this, and are giving preference to discharged soldiers in employment. The uniform makes the man conspicuous and one drunken soldier in a thousand will call for more attention than ten drunken civilians out of five hundred.
The duty of trying to improve the men morally is a military as well as a moral duty. It is in line with what has been said before: the better the man, the more valuable the soldier, the more he can be taught, the more he can help to train others, and the more likely is he to remain in physical condition to be fit for service in the field.
“We have a profession not a trade.” Let us take it seriously, appreciate our responsibility, make the best of conditions as we find them, improving them where we can, and train ourselves and those under us to beThe Best Infantry.