Toward the assuring of competent, collected action, the first great step is to remove the mystery. This is a process which must be mastered in peacetime, if it is to stand the multiplied strains of war. What mystery? Let it be said that it surrounds the average file on every hand, even though the average junior officer does not realize it, while at the same time he himself is completely mystified by much that transpires above him. For example, we all like to throw big words about, to air our professional erudition; and we do not understand that to the man who does not know their meaning, the effect is a blackout which makes even the simplest object seem formidable. To illustrate, we can take the word "bivouac," common enough in military parlance, but rare in civilian speech. When green men are told, "We are going into bivouac," and they are not sufficiently grounded in the service to know that this means simply going into camp for the night without shelter, their instinctive first thought is, "This is another complex military process that will probably catch me short." Similarly if told that they are detailed "on a reconnaissance mission along the line of communications with a liaison function," they could not fail to be "flummoxed." And if then instructed to take a BAR up to the MLR and follow SOP in covering a simulated SFC party, they wouldn't be far from justified if they blew their tops, and ran shrieking from the place.
These are horrible examples, put forward only to illuminate a fairly simple point. Exaggerated though they may be, something of the same sort happens in almost every installation nearly every day. The difference is only in degree. Every man in the service has an inalienable right to work and to think in the clear. He is entitled to the why and the wherefore of whatever he is expected to do, as well as the what and the how. His efficiency, his confidence and his enthusiasm will wax strong in almost the precise measure that his superior imparts to him everything he knows about a duty which can be of possible benefit to the man. Furthermore, this is a two-way current. Any officer who believes in the importance of giving full information in a straight-forward manner, and continues to act on that principle, will over the long run get back more than he gives. But the chump who incontinently brushes off his subordinates because he thinks his time is too valuable to spend any great part of it putting them on the right track dooms himself to work in a vacuum. He is soon spotted for what he is, and if his superiors can't set him straight, they will shrug him aside.
These are pretty much twentieth century concepts of how force is articulated from top to bottom of a chain of command. Yet the ideas are as old as the ages. Ecclesiastes is filled with phrases pointing up that clarification is the way of strength and of unity. "All go unto one place." "Two are better than one." "Woe to him that is alone when he falleth." "A threefold cord is not quickly broken." "Whatsoever thy hand findeth to do, do it with thy might." "Folly is set in great dignity." "Truly the light is sweet." Great commanders of the past have reflected that knowledge is the source of the simplifying and joining of all action and have pondered how better to resolve the problem. But it is only in our time that this great principle in military doctrine has become rooted deep enough to stay, because the technological complexity of modern war is such as to permit of no other course.
It is folly to attempt to oversimplify that which is of its nature complex. War cannot be made less intricate by conjuring everyone to return to kindergarten and henceforth use only one-syllable words. No such counsel is here intended. The one thought worth keeping is that the military system, as we know it, will prove far more workable, and its members will each become a stronger link in the chain of force, if all hands work a little more carefully toward the growth of a common awareness of all terminology, all process and all purpose.
Once pronounced, the object also requires to be seen in due proportion. The principle does not entail that a corporal must perforce know everything about operation of a company which concerns his captain, to be happy and efficient in his own job. But it does set forth that he is entitled to have all information which relates to his personal situation, his prospects and his action which it is within his captain's power to give him. A coxswain is not interchangeable with a fleet admiral. To "bigot" him (make available complete detail of a total plan) on an operation would perhaps produce no better or worse effect than a slight headache. But if he is at sea—in both senses of that term—with no knowledge of where he is going or of his chances of pulling through, and having been told of what will be expected of him personally at the target, still has no picture of the support which will be grouped around him, he is apt to be as thoroughly miserable and demoralized as were the sailors under Columbus, when sailing on and on, they came to fear that they would override the horizon and go tumbling into space.
Lt. Gen. Sir Frederick Morgan wrote of the policy applied at his COSSAC planning headquarters during World War II: "Right down to the cook, they were told what had happened, what was happening, along with their part in it, and what it was proposed to do next."
Paraphrasing Montaigne, President Roosevelt told the American people during a great national crisis that the main thing they need fear was fear itself. In matters great and small, the fears of men arise chiefly from those matters they have not been given to understand. Fear can be checked, whipped and driven from the field when men are kept informed.
The dynamics of the information principle lies in this simple truth. We look at the object through the wrong end of the telescope when in the military service we think of information only as instruction in the cause of country, the virtues of the free society and the record of our arms, in the hope that we will make strong converts. These are among the things that every American needs to know, but of themselves they will not turn an average American male into an intelligent, aggressive fighter. Invigorated action is the product of the free and well-informed mind. The "will to do" comes of the confidence that one's knowledge of what requires doing is equal to that of any other man present.
This is the controlling idea and all constructive planning and work in the field of information is shaped around it.