The Navy as a Fighting Machine

by Bradley A. Fiske

Now the need of supplying enough men to operate successfully any instrument or mechanism is absolute, for the reasons that the number of things to be done is fixed, and that an insufficient number of men in the ratio for instance of 9 to 8 may mean a falling off in the output of the machine much greater than in the ratio of 9 to 8. A simple illustration may be taken from the baseball game; for it is obvious that the output of a baseball team, in competition with other teams, would fall off in a much greater ratio than of 9 to 8, by leaving out one member of the nine. Another illustration, or rather an analogy, may be found in machinery made of rigid metal—say a steam-engine; for the omission of almost any part in an engine would entirely stop its operation.

Not only, however, must we see that the number of personnel parts is sufficient, we must see that they are correctly divided among the various material parts; otherwise there will be too many in one place and too few in another; and while it is better to have too many men than too few, too many men prevent the attainment of the maximum effect.

The effect of having too few men, however, is not merely in limiting the effectiveness of the output of the machine; for, if carried to a considerable degree, it prevents due care of the material parts themselves, and causes those material parts to deteriorate. This deterioration may take the form of actual wasting away as by rust; but even if the deterioration does not advance so far as actual wastage, it may easily, and often does, advance to the stage where, although not evidenced by visible rust or by any other indication, so long as the mechanism is not operated at its normal rate, it declares itself very clearly as soon as the mechanism is tried in service. For this reason, all mechanicians realize that it is better for every mechanism not to lie idle, but to be used considerably, though, of course, without being forced unduly.

Not only also must the personnel be sufficient in number and correctly divided, it must be organized in such manner that the personnel itself will have the characteristics of a machine, in the sense that each unit will be so placed relatively to the hope of reward and the fear of punishment, that he will do his allotted tasks industriously; that he will have the place in the organization for which his character and abilities fit him, and that he will be given such duties and exercises as will fit him more and more for his position, and more and more for advancement to positions higher.

Not only this, we must exercise foresight in the endeavor that the material parts and the personnel parts shall be ready at the same time, so that neither will have to wait for the other; and to insure the immediate availability when war breaks out, of sufficient trained personnel to man and fight effectively all the material units that we shall need to use. This raises the question: "What units shall we need?" The government itself must, of course, decide this matter; but it may be pointed out that if in any considerable war every unit we possess should not be utilized, the navy could not do as effective work as it otherwise could do. In the present war, the belligerents have not only utilized all the units that they had, they have built very many more, using the utmost possible diligence and despatch. In case we should be drawn into war with any considerable naval nation, all history and all reasoning show that we must do the same. Few considerable wars have been waged except with the greatest energy on each side; for each side knows that the scale may be turned by a trifling preponderance on one side; and that if the scale once be turned, it will be practically impossible ever to restore the balance. Every advantage gained makes one side relatively weaker to the other than it was before, and increases the chance that the same side will gain another advantage; gains and losses are cumulative in their effect. For this reason, it is essential, if we are to wage war successfully, that we start right, and send each unit immediately out to service, manned with a highly trained and skilful personnel; because that is what our foe will do.

The Germans meet the difficulty of keeping their personnel abreast of their material very wisely. They utilize the winter months, when naval operations are almost impossible, for reorganizing and rearranging their personnel; so that when spring comes, they are ready in all their ships to start the spring drilling on a systematic plan. The crews being already organized, and the scheme of drills well understood, the work of getting the recruits versed in their relatively simple tasks and the more experienced men skilled in their new positions is quickly accomplished, and the fleet is soon ready for the spring maneuvers.

The fundamental requirement of any organization of men is that it shall approach as closely as possible the characteristics of an organism, in which all the parts, though independent, are mutually dependent, each part doing its appropriate work without interfering with any other, but on the contrary assisting it. The most complex organization in the world is that of a navy, due primarily to the great variety of mechanisms in it, and secondarily to the great variety of trained bodies of men for handling those mechanisms. This variety extends from the highest posts to the lowest; and to make such varied organizations work together to a common end is one of the greatest achievements of civilized man. How it is accomplished is not clear at first view. It is not hard to see how a company of soldiers, drawn up in line, can be made to move as one body by order of the captain. But how in a battleship carrying a thousand men does the coal-passer in the fire-room do as the captain on the bridge desires? It may be objected that he does not—that the captain has no wishes regarding the doings of any coal-passer—that all the captain is concerned with is the doings of the ship as a whole. True, in a way; and yet if the various coal-passers, firemen, quartermasters, et al., do not do as the captain wishes, the ship as a whole will not. The secret of the success achieved seems to lie in the knitting together of all the personnel parts by invisible wires of common understanding, analogous to the visible wires that connect the helmsman with the steering-engine. In the case of any small body of men, say the force in one fire-room, the connecting wire joining each man to the petty officer in charge of that fire-room is almost visible, because the petty officer is familiar, by experience, with the work of each man; for he has done that work himself, knows just how it should be done, and knows how to instruct each man. But the more complicated the organization is, the more invisible are the communicating wires that tie the men together, and yet the more important it is that those wires shall tie them; it is even more important, for instance, that the wires connecting the chief engineer with all his force shall operate than that the wires in any one fire-room shall operate. And yet not only are there more wires, but the wires themselves that connect the chief engineer to all the men below him, are longer and more subject to derangement, than the wires that connect the petty officer of one fire-room to the individuals under him.

The chief engineer, of course, is not tied directly to his coal-passers, but to men close to himself; close not only in actual distance, but in experience, knowledge, and sympathy; men who speak the same languages as he does, who understand what he means when he speaks, and who speak to him in ways he understands. These men immediately under him are similarly tied to their immediate subordinates by wires of knowledge, experience, and sympathy—these to their immediate subordinates, and so on.

The same statement applies to the captain in his relations with the chief engineer. The captain may not be an experienced engineer himself; but he is familiar enough with engineering, with its difficulties, its possibilities, and its aims, to converse with the chief engineer in language which both clearly understand.

The same principles seem to apply throughout the whole range of the personnel: so that, no matter how large the organization of any navy may be, there is—there must be, if good work is to be done—a network of invisible wires, uniting all together, by a strong yet flexible bond of sympathy.