The Navy as a Fighting Machine

by Bradley A. Fiske

This statement applies most obviously to tactical games; but it applies to strategic games as well; for both are inventions designed to represent in miniature the movements of two opposing forces. The main difference between strategic and tactical games is the difference in size. Naturally, the actual means employed are different, but only so different as the relative areas of movement necessitate. In the strategic games, the opposing forces are far apart, and do not see each other; in the tactical games, they operate within each other's range of vision.

War games when played for the purpose of determining the value of types of craft and vessels of all kinds, may take on almost an infinite variety of forms; for the combinations of craft of different kinds and sizes, and in different numbers, considered in connection with the various possible combinations of weather, climate, and possible enemy forces, are so numerous as to defy computation.

In practice, however, and in a definite problem, the number of factors can be kept down by assuming average conditions of weather, using the fairly well-known enemy force that would appear in practice, and playing games in which the only important variable is the kind of vessel in question. For instance, in the endeavor to ascertain the value of the battle cruiser, games can be played in which battle cruisers are only on one side, or in which they are more numerous, or faster or more powerful on one side than on the other. Naturally, the games cannot be as valuable practically as they otherwise would be, unless they consider the amount of money available. For instance, if games are played to ascertain the most effective number and kinds of craft for which to ask appropriations from Congress at next session, the solution, unless a money limit were fixed, would be impossible. In other words, the amount of money to be expended must be one of the known or assumed factors in the problem.

As this amount can never be known, it must be assumed; and, in order that the whole value of the games may not be lost, in case the amount assumed were incorrect, it is necessary to assume a number of possible sums, the upper limit being above the probable amount to be received, and the lower limit below it, and then work out the answer to the problem, under each assumption.

Of course, this procedure would be laborious, but most procedures are that bring about the best results. Suppose that such a procedure were followed for, say, a year, and that a number of plans, all worked out, were presented to Congress when it met: plan No. 1, for instance, consisting of such and such craft showing (according to the results of the games) the best programme, if $100,000,000 were to be appropriated for the increase of the navy; plan No. 2, if $90,000,000 were to be appropriated; plan No. 3, if $80,000,000 were to be appropriated, and so on. Each plan being concisely and clearly stated, and accompanied by drawings, sketches, and descriptions, Congress could easily and quickly decide which plan it would adopt.

This scheme would have the obvious advantage over the present scheme that the professional questions would be decided by professional men, while the financial question would be decided by Congress, which alone has the power to decide it. At present, the laymen on the House Naval Committee spend laborious days interrogating singly, and on different days, various naval officers, who naturally do not always agree. Finally, the House Naval Committee decides on a programme and recommends it to the House. The House discusses it most seriously (the professional points more seriously than the financial point), and decides on something. Then the Senate Committee, using the House decision as a basis, recommends something to the Senate, and the Senate then decides on something more or less like what the Senate Committee recommends. Then the whole question is decided by a Conference Committee of three senators and three members of the House. It is to be noted that this committee decides not only how much money the country shall spend on the navy, but also what kinds of vessels navy officers shall use to fight in the country's defense; how many officers there shall be, and how they shall be divided among the various grades!

Attention is requested here to the ease with which a decision can be made, provided one does not take into account all of the factors of a problem, or if he is not thoroughly acquainted with them; and attention is also requested to the impossibility of making a wise decision (except by chance) unless one understands all the factors, takes all into consideration, and then combines them all, assigning to each its proper weight. From one point of view, every problem in life is like a problem in mathematics; for if all the factors are added, subtracted, multiplied, and divided correctly (that is, if they are combined correctly), and if correct values are assigned to them, the correct answer is inevitable. In most of the problems of life, however, certainly in the problems of strategy, we do not know all of the factors, and cannot assign them their exactly proper weights; and therefore we rarely get the absolutely correct answer. The best that any man can do is to estimate the factors as accurately as he can, judge as correctly as he can their interaction on each other, and then make his own conclusion or decision.

When a man can do this well in the ordinary affairs of life, he is said to be "a man of good judgment"; when he can do it well in a certain line of work—say investments in real estate—he is said to have good judgment in real estate. The use of the word "judgment" here is excellent, because it expresses the act of a judge, who listens patiently to all the evidence in a case and then gives his decision. And the act of the judge, and the act of any man in coming carefully to any decision, consist mainly in estimating the relative values of all the factors, and their relations to each other ("sizing them up" is the expressive slang), and then perceiving with more or less correctness what the answer is. Some men do not have good judgment; some men highly educated, brilliant, and well-meaning, seem never to get quite the correct answer to any problem in life. They are said to be unsuccessful and no one knows why. Perhaps they lack that instinctive sense of proportion that some men have—a sense as real as an "ear for music"; or perhaps they lack a willingness or a capability to think about a situation with sufficient intentness to force a clear picture of the situation with all its various features upon the mental retina.

The ability to make a mental picture, be it of a machine, of any group of material objects, such as the various units of a fleet organized as such, or of any other situation, varies with different men; but like every other kind of ability, it can be strengthened by practice, and assisted by appropriate means. In the engineering arts, the practice is gotten by observing and remembering actual machines; and the assistance is given by drawings of different kinds. In strategy, the practice is given by observing and remembering the movements of actual fleets; and the assistance by means of drawings of different kinds, and by war problems, and the game-board. The game-board represents a number of successive pictures, and is not very different in principle from moving-pictures. In fact, the suggestion has been made repeatedly for several years and is now in process of development that the various situations in tactical games might advantageously be photographed on films and afterward projected in rapid succession on a screen.

One of the curious limitations of the naval game board, both in tactical and strategic games, is that it takes no account of personnel; that it assumes that all the various units are manned by crews that are adequate both in numbers and in training. Of course, it would be impracticable to test say the relative values of kinds of vessels, unless all the factors of the problem were the same, except the two factors that were competing. Therefore the limitation mentioned is not mentioned as a criticism, but simply to point out that the game-board, in common with most of the other means of discussion in naval matters, has gradually led people to think of naval matters in terms of material units only. That such an unfortunate state of affairs has come to pass can be verified by reading almost any paper, even professional, that speaks about navies; for one will be confronted at once with the statement that such and such a navy consists of such and such ships, etc. Since when has a navy consisted of brass and iron? Since when has the mind and character of man taken a place subordinate to matter? At what time did the change occur whereby the instrument employed dominated the human being who employed it? That this is not an academic point, or an unimportant thing to bear in mind is evidenced by countless facts in history. In order not to tire the reader, mention will be made of only one fact, the well-known fight between the American frigate Chesapeake, and the British frigate Shannon to which I have already referred. These two ships were almost identical in size and in the number and kinds of guns, and in the number of officers and crew, and the battle was fought on June 1, 1813, in Massachusetts Bay, under circumstances of weather and other conditions that gave no advantage to either. If material and numbers of personnel were the only factors in the fight, the fight would have continued very long and ended in a draw. Did these things occur? No, the Chesapeake was captured in a little less than fifteen minutes after the first gun was fired, and nearly half her crew were killed or wounded!