Those who have served both as officer and under-officer well understand the appropriateness of these two ideas, each to the other, that the superior position of the officer must be preserved for the good of the service, but that this engages recognition of the individual equality of the enlisted man. They know, if they have observed well and truly during their service in the ranks, that the highest type enlisted man wants his officer to act the part, maintain dignity and support the ideals which are consonant with the authority vested in him by the Nation. But this same man at the same time expects his officers to concede him his right to a separate position and to respect his privacy. It is a pitiable eminence that is not well founded upon sure feeling for the value of its own prestige and the importance of this factor at all levels.
In the military service of the United States, there is always room for firm and forthright friendship between officer and man. There is room for a close, uniting comradeship. There is room for frank intellectual discussion and the exchange of warm humor; no man goes far if he is all salt and no savor. There is room for that kind of intimacy which enables each to see the other as a human being, know something of the other's emotions and help clear the atmosphere for honest counsel on personal and organizational problems.
But there is no room for familiarity, since as in any other sphere, it breeds contempt. When it occurs, respect flies out the window, the officer loses part of his command authority and discipline breaks down. Familiarity cannot obtain between the superior and the subordinate without the vice of favoritism entering into the conduct of organizational matters, even though the former is guilty only of an over-zealous goodwill and the latter is otherwise sensible to the interests of the unit. The chief damage comes from the effect upon all others. It is when all the bars are let down that men communicate those inner failings which a greater reserve would keep under cover. Familiarity toward a superior is a positive danger; toward a subordinate, it is unbecoming and does not increase his trust. In excess, it can have no other effect than a breach of confidence on both sides.
Changes in the environmental situation do not alter the natural proprieties of this relationship between any two men, the one having higher authority and the other having the obligation of obedience. Under the conditions of modern war, the two not infrequently may be required to work together as a unit, almost apart from the influence of organizational discipline. Hardship and necessity may compel them to extend the limit of personal accommodation to each other. They may go into battle together. They may sleep in the same bed or foxhole. They may drink from a common bottle and draw upon each other for the means to keep going. But in adapting one's course according to the rigors of any unconventional situation, authority is maintained only through the exercise of a higher sense of responsibility. However, the rule is applied according to the circumstance, the rule itself remains inflexible.
Officers and men working together as a compact team, in any type of military operation where success, and coordinated action in the face of danger, depend mainly upon the moral resources within one small group, develop a closer camaraderie and become less formal than is normal elsewhere throughout the services. The close confinement in which tank forces, airplane crews and submarine crews must operate would stifle morale and torture nerves otherwise. Whatever the patience of men under such conditions, sooner or later they get on each other's nerves. Therefore that system of relationships is best which is least artificial and most relaxing to the spirit of the natural man. But to construe this as a deviation from the standards of discipline is to mistake the shadow for the substance.
CHAPTER SIXTEEN
MORALE
To grow in knowledge of how to win a loyal and willing response from military forces, there must first be understanding of the springs of human action, what they are, and how they may be directed toward constructive ends. This done, the course which makes for the perfecting of forces during peacetime training need only be extended to harden them for the risk and stress of war.
The mainspring is morale. The meaning of the word is already known in a general way to every man who has qualified for officership, so it is hardly necessary to redefine it. A World War II bluejacket said it this way: "Morale is when your hands and feet keep working when your head says it can't be done." That says it just as well as anything written by du Picq or Baron von Steuben. Nothing new need be added.
The handiest beginning is to consider morale in conjunction with discipline, since in military service they are opposite sides of the same coin. When one is present, the other will be also. But the instilling of these things in military forces depends upon leadership understanding the nature of the relationship.