Category Archives: war

Okinawa D-Day + 1, 2 April 1945

On 2 April [1945] (D + 1) the 1st Marine Division continued its attack across the island. We moved out with our planes overhead but without artillery fire, because no organized body of Japanese had been located ahead of us….

During the morning I saw a couple of dead enemy soldiers who apparently had been acting as observers in a large leafless tree when some of the prelanding bombardment killed them. One still hung over a limb. His intestines were strung out among the branches like garland decorations on a Christmas tree. The other man lay beneath the tree. He had lost a leg which rested on the other side of the tree with the leggings and trouser leg still wrapped neatly around it. In addition to their ghoulish condition, I noted that both soldiers wore high-top leather hobnail shoes. That was the first time I had seen that type of Japanese footwear. All the enemy I had seen on Peleliu had worn the rubber-soled canvas split-toed tabi.

We encountered some Okinawans—mostly old men, women, and children. The Japanese had conscripted all the young men as laborers and a few as troops, so we saw few of them. We sent the civilians to the rear where they were put into internment camps so they couldn’t aid the enemy.

These people were the first civilians I had seen in a combat area. They were pathetic. The most pitiful things about the Okinawan civilians were that they were totally bewildered by the shock of our invasion, and they were scared to death of us. Countless times they passed us on the way to the rear with fear, dismay, and confusion on their faces.

The children were nearly all cute and bright-faced. They had round faces and dark eyes. The little boys usually had close-cropped hair, and the little girls had their shiny jet-black locks bobbed in the Japanese children’s style of the period. The children won our hearts. Nearly all of us gave them all the candy and rations we could spare. They were quicker to lose their fear of us than the older people, and we had some good laughs with them.

One of the funnier episodes I witnessed involved two Okinawan women and their small children. We had been ordered to halt and “take ten” (a ten-minute rest) before resuming our rapid advance across the island. My squad stopped near a typical Okinawan well constructed of stone and forming a basin about two feet deep and about four feet by six feet on the sides. Water bubbled out of a rocky hillside. We watched two women and their children getting a drink. They seemed a bit nervous and afraid of us, of course. But life had its demands with children about, so one woman sat on a rock, nonchalantly opened her kimono top, and began breast-feeding her small baby.

While the baby nursed, and we watched, the second child (about four years old) played with his mother’s sandals. The little fellow quickly tired of this and kept pestering his mother for attention. The second woman had her hands full with a small child of her own, so she wasn’t any help. The mother spoke sharply to her bored child, but he started climbing all over the baby and interfering with the nursing. As we looked on with keen interest, the exasperated mother removed her breast from the mouth of the nursing baby and pointed it at the face of the fractious brother. She squeezed her breast just as you would milk a cow and squirted a jet of milk into the child’s face. The startled boy began bawling at the top of his lungs while rubbing the milk out of his eyes.

We all roared with laughter, rolling around on the deck and holding our sides. The women looked up, not realizing why we were laughing, but began to grin because the tension was broken. The little recipient of the milk in the eyes stopped crying and started grinning, too.

“Get your gear on; we’re moving out,” came the word down the column. As we shouldered our weapons and ammo and moved out amid continued laughter, the story traveled along to the amusement of all. We passed the two smiling mothers and the grinning toddler, his cute face still wet with his mother’s milk.

SOURCE: With the Old Breed: At Peleliu and Okinawa, by E. B. Sledge (Oxford U. Press, 1990), pp. 192-193 (reviewed here: “A biology professor after the war at the University of Montevallo in Alabama, Sledge brings an academic style to the text that flows easily from chapter to chapter.”)

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Gaddis on the Cuban Missile Crisis

HISTORIANS ASSUMED, for many years, that it was this—having his Potemkin façade ripped away [by U-2 spy planes]—that drove Khrushchev into a desperate attempt to recover by sending intermediate- and medium-range missiles, which he did have in abundance, to Cuba in 1962. “Why not throw a hedgehog at Uncle Sam’s pants?” he asked in April, noting that it would take a decade for the Soviet Union to equal American long-range missile capabilities. It is clear now, though, that this was not Khrushchev’s principal reason for acting as he did, which suggests how easily historians can jump to premature conclusions. More significantly, the Cuban missile crisis also shows how badly great powers can miscalculate when tensions are high and the stakes are great. The consequences, as they did in this instance, can surprise everyone.

Khrushchev intended his missile deployment chiefly as an effort, improbable as this might seem, to spread revolution throughout Latin America. He and his advisers had been surprised, but then excited, and finally exhilarated when a Marxist-Leninist insurgency seized power in Cuba on its own, without all the pushing and prodding the Soviets had had to do to install communist regimes in Eastern Europe. Never mind that Marx himself would never have predicted this—there being few proletarians in Cuba—or that Fidel Castro and his unruly followers hardly fit Lenin’s model of a disciplined revolutionary “vanguard.” It was enough that Cuba had gone communist spontaneously, without assistance from Moscow, in a way that seemed to confirm Marx’s prophecy about the direction in which history was going. “Yes, he is a genuine revolutionary,” the old Bolshevik Anastas Mikoyan exclaimed, after meeting Castro. “Completely like us. I felt as though I had returned to my childhood!”

But Castro’s revolution was in peril. Before it left office, the Eisenhower administration had broken diplomatic relations with Cuba, imposed economic sanctions, and begun plotting Castro’s overthrow. Kennedy allowed these plans to go forward with the unsuccessful Bay of Pigs landing of anti-Castro Cuban exiles, an event that gave Khrushchev little reason for complacency or congratulation. Rather, as he saw it, the attempted invasion reflected counter-revolutionary resolve in Washington, and it would surely be repeated, the next time with much greater force. “The fate of Cuba and the maintenance of Soviet prestige in that part of the world preoccupied me,” Khrushchev recalled. “We had to think up some way of confronting America with more than words. We had to establish a tangible and effective deterrent to American interference in the Caribbean. But what exactly? The logical answer was missiles.”

The United States could hardly object, because during the late 1950s the Eisenhower administration—before it had convinced itself that the “missile gap” did not exist—had placed its own intermediate-range missiles in Britain, Italy, and Turkey, all aimed at the Soviet Union. The Americans would learn, Khrushchev promised, “just what it feels like to have enemy missiles pointing at you; we’d be doing nothing more than giving them a little of their own medicine.”

But Kennedy and his advisers knew nothing of Khrushchev’s reasoning, and those who survived were surprised to learn of it a quarter century later when the opening of Soviet archives began to reveal it. They saw the missile deployment in Cuba—about which they learned only in mid-October, 1962, from the new mission the U-2s had been given of overflying the island—as the most dangerous in a long sequence of provocations, extending all the way back to the Kremlin leader’s threats against Britain and France during the Suez crisis six years earlier. And this one, unlike the others, would at least double the number of Soviet missiles capable of reaching the United States. “Offensive missiles in Cuba have a very different psychological and political effect in this hemisphere than missiles in the U.S.S.R. pointed at us,” Kennedy warned. “Communism and Castroism are going to be spread … as governments frightened by this new evidence of power [topple]…. All this represents a provocative change in the delicate status quo both countries have maintained.”

Just what Khrushchev intended to do with his Cuban missiles is, even now, unclear: it was characteristic of him not to think things through. He could hardly have expected Americans not to respond, since he had sent the missiles secretly while lying to Kennedy about his intentions to do so. He might have meant the intermediate-range missiles solely for deterrence, but he also dispatched short-range missiles equipped with nuclear warheads that could only have been used to repel a landing by American troops—who would not have known that these weapons awaited them. Nor had Khrushchev placed his nuclear weapons under tight control: local commanders could, in response to an invasion, have authorized their use.

The best explanation, in the end, is that Khrushchev allowed his ideological romanticism to overrun whatever capacity he had for strategic analysis. He was so emotionally committed to the Castro revolution that he risked his own revolution, his country, and possibly the world on its behalf. “Nikita loved Cuba very much,” Castro himself later acknowledged. “He had a weakness for Cuba, you might say—emotionally, and so on—because he was a man of political conviction.” But so too, of course, were Lenin and Stalin, who rarely allowed their emotions to determine their revolutionary priorities. Khrushchev wielded a far greater capacity for destruction than they ever did, but he behaved with far less responsibility. He was like a petulant child playing with a loaded gun.

As children sometimes do, though, he wound up getting some of what he wanted. Despite what was still an overwhelming American advantage in nuclear warheads and delivery systems—depending on how the figure is calculated, the United States had between eight and seventeen times the number of usable nuclear weapons that the Soviet Union did—the prospect of even one or two Soviet missiles hitting American targets was sufficient to persuade Kennedy to pledge publicly, in return for Khrushchev’s agreement to remove his weapons from Cuba, that he would make no further attempts to invade the island. Kennedy also promised, secretly, to dismantle the American intermediate-range missiles in Turkey that Khrushchev had hoped to make a visible part of the deal. And long after Kennedy, Khrushchev, and even the Soviet Union itself had passed from the scene, Fidel Castro, whom the missiles had been sent to protect, was still alive, well, and in power in Havana.

But the Cuban missile crisis, in a larger sense, served much the same function that blinded and burned birds did for the American and Soviet observers of the first thermonuclear bomb tests a decade earlier. It persuaded everyone who was involved in it—with the possible exception of Castro, who claimed, even years afterward, to have been willing to die in a nuclear conflagration—that the weapons each side had developed during the Cold War posed a greater threat to both sides than the United States and the Soviet Union did to one another. This improbable series of events, universally regarded now as the closest the world came, during the second half of the 20th century, to a third world war, provided a glimpse of a future no one wanted: of a conflict projected beyond restraint, reason, and the likelihood of survival.

SOURCE: The Cold War: A New History, by John Lewis Gaddis (Penguin, 2005), pp. 75-78

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Gaddis on the Able Archer Missile Crisis, 1980s

Reagan was deeply committed to SDI [Strategic Defense Initiative]: it was not a bargaining chip to give up in future negotiations. That did not preclude, though, using it as a bluff: the United States was years, even decades, away from developing a missile defense capability, but Reagan’s speech persuaded the increasingly frightened Soviet leaders that this was about to happen. They were convinced, Dobrynin recalled, “that the great technological potential of the United States had scored again and treated Reagan’s statement as a real threat.” Having exhausted their country by catching up in offensive missiles, they suddenly faced a new round of competition demanding skills they had no hope of mastering. And the Americans seemed not even to have broken into a sweat.

The reaction, in the Kremlin, approached panic. Andropov had concluded, while still head of the K.G.B., that the new administration in Washington might be planning a surprise attack on the Soviet Union. “Reagan is unpredictable,” he warned. “You should expect anything from him.” There followed a two-year intelligence alert, with agents throughout the world ordered to look for evidence that such preparations were under way. The tension became so great that when a South Korean airliner accidentally strayed into Soviet airspace over Sakhalin on September 1, 1983, the military authorities in Moscow assumed the worst and ordered it shot down, killing 269 civilians, 63 of them Americans. Unwilling to admit the mistake, Andropov maintained that the incident had been a “sophisticated provocation organized by the U.S. special services.”

Then something even scarier happened that attracted no public notice. The United States and its NATO allies had for years carried out fall military exercises, but the ones that took place in November—designated “Able Archer 83″—involved a higher level of leadership participation than was usual. The Soviet intelligence agencies kept a close watch on these maneuvers, and their reports caused Andropov and his top aides to conclude—briefly—that a nuclear attack was imminent. It was probably the most dangerous moment since the Cuban missile crisis, and yet no one in Washington knew of it until a well-placed spy in the K.G.B.’s London headquarters alerted British intelligence, which passed the information along to the Americans.

That definitely got Reagan’s attention. Long worried about the danger of a nuclear war, the president had already initiated a series of quiet contacts with Soviet officials—mostly unreciprocated—aimed at defusing tensions. The Able Archer crisis convinced him that he had pushed the Russians far enough, that it was time for another speech. It came at the beginning of Orwell’s fateful year, on January 16, 1984, but Big Brother was nowhere to be seen. Instead, in lines only he could have composed, Reagan suggested placing the Soviet-American relationship in the capably reassuring hands of Jim and Sally and Ivan and Anya. One White House staffer, puzzled by the hand-written addendum to the prepared text, exclaimed a bit too loudly: “Who wrote this shit?”

Once again, the old actor’s timing was excellent. Andropov died the following month, to be succeeded by Konstantin Chernenko, an enfeebled geriatric so zombie-like as to be beyond assessing intelligence reports, alarming or not. Having failed to prevent the NATO missile deployments, Foreign Minister Gromyko soon grudgingly agreed to resume arms control negotiations. Meanwhile Reagan was running for re-election as both a hawk and a dove: in November he trounced his Democratic opponent, Walter Mondale. And when Chernenko died in March, 1985, at the age of seventy-four, it seemed an all-too-literal validation of Reagan’s predictions about “last pages” and historical “ash-heaps.” Seventy-four himself at the time, the president had another line ready: “How am I supposed to get anyplace with the Russians, if they keep dying on me?”

SOURCE: The Cold War: A New History, by John Lewis Gaddis (Penguin, 2005), pp. 227-228

That was the (American) academic year I spent in Ceauşescu’s Romania, 1983–84.

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Origins of the South Pacific Coastwatching Network

The idea for a coast watching network originated in the year 1919, beginning as a defensive measure to protect the long, and virtually unprotected, coastline of Australia. At that time, the country’s population was concentrated primarily in the southeast section of the continent; in the event of war, an enemy could launch a surprise air attack on this area by crossing a wide expanse of desolate territory. To counter this threat, a plan was developed to use civilian spotters as coast watchers. They were equipped with telegraph and radio sets and were expected to act as an early warning system to report unidentified aircraft.

In September 1939, Lieutenant Commander Eric Feldt, Royal Australian Navy, was stationed at Port Moresby, New Guinea, and placed in charge of intelligence gathering operations. The coast watching organization comprised about 800 people—the majority positioned along the Australian shore. A Solomon Islands screen, to the north, consisted of a few hundred plantation owners and managers. This group of spotters was spread very thin along the coasts of Buka, Bougainville, New Georgia, and other islands of the Solomons chain.

Lieutenant Commander Feldt gave his Solomon Islands watchers the code name FERDINAND, after the storybook character Ferdinand the bull, who preferred to sit under a tree and smell the flowers rather than fight. Although FERDINAND comprised a small group of spotters, its intelligence-gathering network covered more than a half million square miles of islands and ocean. The nickname not only suited this band of observers but also reminded them of their assignment as lookouts, not fighters. During World War II, however, there were many times when the Solomon Islands coast watchers, with their backs to the wall, were forced to battle the Japanese.

SOURCE: Coast Watching in WWII: Operations against the Japanese in the Solomon Islands, 1941–43, by A. B. Feuer (Stackpole, 2006), pp. xvii–xviii

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Hidden Turning Points in the Cold War, 1970s

Most experts would probably have agreed that [the global balance of power] had been tilting in Moscow’s favor through most of the 1970s. The United States had acknowledged strategic parity with the Soviet Union in SALT I, while that country had claimed the right, through the Brezhnev Doctrine, to resist all challenges to Marxism-Leninism wherever they might occur. Despite Kissinger’s success in excluding the Russians from the Egyptian-Israeli peace negotiations, the 1973 war had triggered an Arab oil embargo, followed by price increases that would stagger western economies for the rest of the decade. Meanwhile the U.S.S.R., a major oil exporter, was raking in huge profits. That made it possible to hold military spending steady as a percentage of gross national product during the 1970s, perhaps even to increase it—at a time when the equivalent United States budget, for reasons relating to both economics and politics, was being cut in half.

Americans seemed mired in endless arguments with themselves, first over the Vietnam War, then Watergate, then, during Carter’s presidency, over charges that he had failed to protect important allies like the Shah of Iran or Anastasio Somoza, the Nicaraguan dictator whose government fell to the Marxist Sandinistas in the summer of 1979. The low point came in November of that year when Iranians invaded the United States embassy in Teheran, taking several dozen diplomats and military guards hostage. This humiliation, closely followed by the Soviet invasion of Afghanistan a few weeks later, made it seem as though Washington was on the defensive everywhere, and Moscow was on a roll. Kissinger captured the prevailing pessimism when he acknowledged in the first volume of his memoirs, published that year, that “our relative position was bound to decline as the USSR recovered from World War II. Our military and diplomatic position was never more favorable than at the very beginning of the containment policy in the late 1940s.”

In this instance, though, Kissinger’s shrewdness as a historian deserted him. For it has long since been clear—and should have been clearer at the time—that the Soviet Union and its Warsaw Pact allies were on the path to decline, and that detente was concealing their difficulties. One hint of this came as early as March, 1970, when in the spirit of Ostpolitik the East German authorities invited West German Chancellor Brandt to visit Erfurt, unwisely giving him a hotel room with a window overlooking a public square. To their intense embarrassment, hundreds of East Germans gathered under it to cheer their visitor: “[T]he preparation for the Erfurt meeting,” party officials admitted, “was not fully recognized as a key component in the class conflict between socialism and imperialism.”

More serious signs of discontent arose in Poland the following December, when protests over food prices led the army to fire on and kill dozens of striking workers in Gdansk and Gdynia. Significantly, this crisis did not lead Moscow to invoke the Brezhnev Doctrine: instead Soviet leaders ordered an increase in the production of consumer goods—and they approved imports of food and technology from Western Europe and the United States. This made stability in the region contingent not on the use of military force, but rather on the willingness of capitalists to extend credit, a striking vulnerability for Marxist-Leninist regimes.

Nor was the oil windfall without its downside. The Soviet Union chose to pass along price increases to the Eastern Europeans: this led to a doubling of their oil costs within a year. While not as dramatic as the increases the West faced, the unanticipated expenses undercut the improvements in living standards Moscow had hoped to achieve. Meanwhile, swelling oil revenues were diminishing incentives for Soviet planners to make their own economy more productive. It was no source of strength for the U.S.S.R. to be sustaining a defense burden that may well have been three times that of the United States by the end of the 1970s, when its gross domestic product was only about one-sixth the size of its American counterpart. “[W]e were arming ourselves like addicts,” Arbatov recalled, “without any apparent political need.” And oil fueled the addiction.

From this perspective, then, the Soviet Union’s support for Marxist revolutionaries in Africa, its SS-20 deployment, and its invasion of Afghanistan look less like a coordinated strategy to shift the global balance of power and more like the absence of any strategy at all. For what kind of logic assumes the permanence of unexpected windfalls? What kind of regime provokes those upon whom it has become economically dependent? What kind of leadership, for that matter, commits itself to the defense of human rights—as at Helsinki in 1975—but then is surprised when its own citizens claim such rights? The U.S.S.R. under Brezhnev’s faltering rule had become incapable of performing the most fundamental task of any effective strategy: the efficient use of available means to accomplish chosen ends. That left the field open for leaders elsewhere who were capable of such things.

SOURCE: The Cold War: A New History, by John Lewis Gaddis (Penguin, 2005), pp. 212-214

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Gaddis on Mao vs. Khrushchev

The Americans’ difficulties in dealing with de Gaulle … paled in comparison to those Khrushchev encountered in trying to manage Mao Zedong. The sources of Sino-Soviet tension lay, first, in the long history of hostility between Russia and China, which commitment to a common ideology had only partially overcome: Khrushchev and Mao had all the instincts and prejudices of nationalists, however much they might be communists. Stalin’s legacy also posed problems. Mao had defended the dead dictator when Khrushchev attacked him in 1956, but the Chinese leader also cultivated—and frequently displayed—his memory of each of Stalin’s slights, affronts, or insults. It was as if Stalin had become a tool for Mao, to be used when necessary to bolster his own authority, but also to be rejected when required to invoke the dangers of Soviet hegemony. At the same time, Mao treated Khrushchev as a superficial upstart, neglecting no opportunity to confound him with petty humiliations, cryptic pronouncements, and veiled provocations. Khrushchev could “never be sure what Mao meant…. I believed in him and he was playing with me.”

Mao did so, at least in part, because picking fights abroad—whether with adversaries or allies—was a way to maintain unity at home, a major priority as he launched the Great Leap Forward. That had been one of the reasons for the second offshore island crisis, which had brought China to the brink of war with the United States during the summer of 1958. But Mao had already by then picked a separate fight with the Soviet Union. The Russians had made the mistake of proposing the construction of a long-wave radio station on the China coast, together with the establishment of a joint Sino-Soviet submarine flotilla. Mao responded furiously. “You never trust the Chinese!” he complained to the Soviet ambassador. Moscow might as well be demanding joint ownership of “our army, navy, air force, industry, agriculture, culture, education…. With a few atomic bombs, you think you are in a position to control us.”

When Khrushchev hastened to Beijing to try to smooth things over, Mao accused him of having lost his revolutionary edge. “[W]e obviously have the advantage over our enemies,” Mao told him, having already put the imperfectly aquatic Khrushchev at a disadvantage by receiving him in a swimming pool. “All you have to do is provoke the Americans into military action, and I’ll give you as many divisions as you need to crush them.” Struggling to remain afloat, Khrushchev tried to explain “that one or two missiles could turn all the divisions in China to dust.” But Mao “wouldn’t even listen to my arguments and obviously regarded me as a coward.”

Defying the logic of balancing power within the international system, Mao sought a different kind of equilibrium: a world filled with danger, whether from the United States or the Soviet Union or both, could minimize the risk that rivals within China might challenge his rule. The strategy succeeded brilliantly. Despite a degree of mismanagement unparalleled in modern history—if such a euphemism can characterize policies that caused so many of his countrymen to starve to death during the Great Leap Forward—Mao survived as China’s “great helmsman.” What did not survive was the Sino-Soviet alliance, which had, as far as Mao was concerned, outlived its usefulness. Khrushchev, fearing the implications, tried desperately to reconstitute it right up to the moment he was deposed in 1964, despite repeated insults, rebuffs, and even instances of deliberate sabotage from Mao. But in the end even he had to admit—revealingly—that “it was getting harder and harder to view China through the eager and innocent eyes of a child.”

How was it, then, that de Gaulle and Mao, the leaders of medium powers, were able to treat the superpowers in this way? Why were the traditional forms of power itself—military strength, economic capacity, geographical reach—so useless in this situation? Part of the answer has to do with the new kind of power balancing that was taking place here: de Gaulle’s strategy of “defense in all directions” was not that different from Mao’s of giving offense in all directions. Both saw in the defiance of external authority a way to enhance their own internal legitimacy. Both sought to rebuild national self-esteem: that required, they believed, the thumbing of noses, even the biting of hands that had previously provided food and other forms of sustenance.

SOURCE: The Cold War: A New History, by John Lewis Gaddis (Penguin, 2005), pp. 140-142

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The Two Koreas: Cold War Tails Wagging Dogs

“NON-ALIGNMENT” was not the only weapon available to small powers seeking to expand their autonomy while living in the shadow of superpowers: so too was the possibility of collapse. There was no way that staunch anti-communists like Syngman Rhee in South Korea, Chiang Kai-shek on Taiwan, or Ngo Dinh Diem in South Vietnam could plausibly threaten to defect to the other side (although Diem, desperate to hang on to power as the Americans were abandoning him in 1963, did implausibly attempt to open negotiations with the North Vietnamese). Nor could such dedicated anti-capitalists as Kim Il-sung in North Korea or Ho Chi Minh in North Vietnam credibly raise the prospect of alignment with the United States. What they could do, though, was encourage fears that their regimes might fall if their respective superpower sponsors did not support them. The “dominos” found it useful, from time to time, to advertise a propensity to topple.

Korea’s history after the Korean War provides a clear example. Rhee had adamantly opposed the 1953 armistice that left his country divided, and in an effort to sabotage it, had released thousands of North Korean prisoners-of-war so that they could not be sent home against their will. Washington was as outraged by this as was Pyongyang, for Rhee acted on his own. He did not succeed in scrapping the armistice, but he did signal the Eisenhower administration that being a dependent ally would not necessarily make him an obedient ally. His most effective argument was that if the United States did not support him—and the repressive regime he was imposing on South Korea—that country would collapse, and the Americans would be in far worse shape on the Korean peninsula than if they had swallowed their scruples and assisted him.

It was a persuasive case, because there was no obvious alternative to Rhee. The United States could “do all sorts of things to suggest … that we might very well be prepared to leave Korea,” Eisenhower noted gloomily, “but the truth of the matter was, of course, that we couldn’t actually leave.” And so Rhee got a bilateral security treaty, together with a commitment from Washington to keep American troops in South Korea for as long as they were needed to ensure that country’s safety. This meant that the United States was defending an authoritarian regime, because Rhee had little patience with, or interest in, democratic procedures. South Korea was what he, not the Americans, wanted it to be, and to get his way Rhee devised a compelling form of Cold War blackmail: if you push me too hard, my government will fall, and you’ll be sorry.

The Soviet Union, it is now clear, had a similar experience with Kim Il-sung in North Korea. He was allowed to build a Stalinist state, with its own cult of personality centered on himself, at just the time when Khrushchev was condemning such perversions of Marxism-Leninism elsewhere. That country became, as a result, increasingly isolated, authoritarian—and yet totally dependent on economic and military support from the rest of the communist world. It was hardly the result Khrushchev or his successors would have designed, had they had the opportunity. They did not, however, because Kim could counter each suggestion for reform with the claim that it would destabilize his government, and thereby hand victory to the South Koreans and the Americans. “[I]n the interests of our common tasks, we must sometimes overlook their stupidities,” one Soviet official explained in 1973. Both Washington and Moscow therefore wound up supporting Korean allies who were embarrassments to them. It was a curious outcome to the Korean War, and another reminder of the extent to which the weak, during the Cold War, managed to obtain power over the strong.

SOURCE: The Cold War: A New History, by John Lewis Gaddis (Penguin, 2005), pp. 129-130

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Truman’s Other Atomic Initiative

Harry S. Truman claimed, for the rest of his life [after ordering that nuclear weapons be used in warfare], to have lost no sleep over his decision, but his behavior suggests otherwise. On the day the bomb was first tested in the New Mexico desert he wrote a note to himself speculating that “machines are ahead of morals by some centuries, and when morals catch up perhaps there’ll be no reason for any of it.” A year later he placed his concerns in a broader context: “[T]he human animal and his emotions change not much from age to age. He must change now or he faces absolute and complete destruction and maybe the insect age or an atmosphereless planet will succeed him.” “It is a terrible thing,” he told a group of advisers in 1948, “to order the use of something that … is so terribly destructive, destructive beyond anything we have ever had…. So we have got to treat this differently from rifles and cannon and ordinary things like that.”

The words were prosaic—Truman was a matter-of-fact man—but the implications were revolutionary. Political leaders had almost always in the past left it to their military chiefs to decide the weapons to be used in fighting wars, regardless of how much destruction they might cause. Clausewitz’s warnings had done little over the years to alter this tendency. Lincoln gave his generals a free hand to do whatever it took to defeat the Confederacy: well over 600,000 Americans died before their Civil War came to an end. Civilians imposed few constraints on militaries in World War I, with devastating consequences: some 21,000 British troops died in a single day—most of them in a single hour—at the Battle of the Somme. Anglo-American strategic bombing produced civilian casualties running into the tens of thousands on many nights during World War II, without anyone awakening Churchill or Roosevelt each time this happened. And Truman himself had left it to the Army Air Force to determine when and where the first atomic weapons would be dropped: the names “Hiroshima” and “Nagasaki” were no more familiar to him, before the bombs fell, than they were to anyone else.

After that happened, though, Truman demanded a sharp break from past practice. He insisted that a civilian agency, not the military, control access to atomic bombs and their further development. He also proposed, in 1946, turning all such weapons and the means of producing them over to the newly established United Nations—although under the Baruch Plan (named for elder statesman Bernard Baruch, who presented it) the Americans would not relinquish their monopoly until a foolproof system of international inspections was in place. In the meantime, and despite repeated requests from his increasingly frustrated war planners, Truman refused to clarify the circumstances in which they could count on using atomic bombs in any future war. That decision would remain a presidential prerogative: he did not want “some dashing lieutenant colonel decid[ing] when would be the proper time to drop one.”

There were elements of illogic in Truman’s position. It made integrating nuclear weapons into existing armed forces impossible. It left unclear how the American atomic monopoly might be used to induce greater political cooperation from the Soviet Union. It impeded attempts to make deterrence work: the administration expected its new weapons to keep Stalin from exploiting the Red Army’s manpower advantage in Europe, but with the Pentagon excluded from even basic information about the number and capabilities of these devices, it was not at all apparent how this was to happen. It is likely, indeed, that during the first few years of the postwar era, Soviet intelligence knew more about American atomic bombs than the United States Joint Chiefs of Staff did. Moscow’s spies—having penetrated the top levels of the British intelligence establishment—were that good, while Truman’s determination to maintain civilian supremacy over his own military establishment was that strong.

In the long run, these lapses proved less important than the precedent Truman set. For by denying the military control over atomic weapons, he reasserted civilian authority over how wars were to be fought. Without ever having read Clausewitz—at least as far as we know—the president revived that strategist’s great principle that war must be the instrument of politics, rather than the other way around. Little in Truman’s background would have predicted this outcome. His military experience was that of a World War I artillery captain. He had been a failed businessman, and a successful but unremarkable politician. He would never have reached the presidency had Roosevelt not plucked him from the Senate to be his vice-presidential running mate in 1944, and then died.

But Truman did have one unique qualification for demanding a return to Clausewitz: after August, 1945, he had the ability, by issuing a single order, to bring about more death and destruction than any other individual in history had ever been able to accomplish. That stark fact caused this ordinary man to do an extraordinary thing. He reversed a pattern in human behavior so ancient that its origins lay shrouded in the mists of time: that when weapons are developed, they will be used.

SOURCE: The Cold War: A New History, by John Lewis Gaddis (Penguin, 2005), pp. 53-55 (multiple reviews here)

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WW2 Interservice Rivalry in the U.S. and Japan

Interservice rivalry existed in Tokyo, to be sure, but on the fighting front both services cooperated fully, as was evident in Malaya, where General Tomoyuki Yamashita and Admiral Jisaburo Ozawa displayed perfect teamwork. In the Guadalcanal operations, also, the Japanese Army and Navy cooperated.

The Americans at the front, however, did not yield to each other. One conspicuous example of this occurred when an emergency policy conference was held on 4 September 1942 at Noumea to discuss the Japanese counteroffensive, which was endangering the American forward lines. Present at the conference were Admiral Nimitz, CINCPAC; General Arnold, Air Force Chief of Staff; Admiral Ghormley, Commander in Chief, South Pacific; General Sutherland, Chief of Staff, Far Eastern Army; and General Turner, Commandant of Marine Corps. General MacArthur refused to come to the meeting. When Admiral Nimitz asked General MacArthur for 10,000 soldiers as reinforcements, MacArthur turned down the request, saying that he could not divert a single man from the New Guinea operations—even though he then had 55,000 men under his command. When MacArthur in turn asked Admiral Nimitz for a fleet with two carriers, one Marine division, and a squadron of large bombers for his northward operations, Nimitz refused and explained that operations at Guadalcanal would not permit such a diversion of his forces.

When the situation at Guadalcanal became critical for the United States, President Roosevelt finally took direct measures to dissolve the interservice rivalry. On 24 October 1942 he sent an emergency order, as Commander in Chief of the Armed Forces, directing the immediate reinforcement of Guadalcanal….

Turning to Japan, we see a different kind of rivalry. The battle of the Solomons was fought mainly by the Naval Air Force. Plane losses ran to the staggering total of 7,000. The nation’s capacity for plane production should have been mobilized to replenish these losses. The Army, however, insisted on one half of all aircraft production for its own use. Since the Army Air Force had sustained no losses in the Solomons, it should have relinquished its quota to the Navy, but it did not. Two decades earlier, when the Navy under Admiral Tomosaburo Kato was feverishly trying to build its 8-8 Fleet, the Minister of War, General Giichi Tanaka, offered to divert part of his appropriations to assist the Navy’s expansion. Such understanding and cooperation, however, could not be expected from the Army leadership of General Tojo. The Navy’s antipathy toward Tojo was extreme, and men in the Navy Ministry were correspondingly disturbed by their weak leadership in Admiral Shigetaro Shimada. In the United States, harmony prevailed at the highest level of command, while discord erupted between field commanders. In Japan, on the other hand, there was harmony among field commanders of both various services, but disunity and friction at General Headquarters.

Meanwhile, the scheduled offensives were launched by Admiral Nimitz in the Gilberts and the Marshalls, and by General MacArthur in New Guinea. Japan had no way of knowing which was the main offensive line. She abandoned the Solomons operations, gave up her outer perimeters, and was forced to withdraw to an inner defensive line along the Marianas and the Philippines. This forced withdrawal left Japan with makeshift lines which were indefensible. If she had been content with these inner defensive lines in the first place, and had devoted her efforts to establishing strong positions along these lines, she would have given a much better account of herself.

SOURCE: The End of the Imperial Japanese Navy, by Masanori Ito, trans. by Andrew Y. Kuroda and Roger Pineau (Jove Books, 1984), pp. 88-92

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Dancing Destroyers and Submersible Freighters, 1942–43

In November [1942] there were on Guadalcanal nearly 15,000 Japanese officers and men, thousands of whom were incapacitated by sickness—malaria, stomach disorder, malnutrition. All day they had to fight against steadily growing enemy land forces. At night they were engaged in receiving such food, ammunition, stores, and medical supplies as might be brought in by fast destroyers or submarines. The “grocery runs” were made at full speed, under cover of darkness on moonless nights.

In hope of avoiding air attacks, Japanese destroyers stayed by day at Shortland Bay in Bougainville. Yet even there they were subjected to bombing attacks by the far-ranging American planes. These regular bombings were dubbed teikibin [定期便], meaning scheduled runs.

When the air-raid alarm sounded, all ships would get underway and maneuver violently, swinging their bows hard left or right to dodge the falling bombs. These attacks came so frequently and regularly that the destroyer skippers began to look forward to them as a chance for practicing evasive tactics. Admiral Tomiji Koyanagi, commander of the destroyer squadrons, nicknamed these evasive maneuvers the “Bon Dance” because of their left and right swinging movements, so reminiscent of the dancing in the annual Bon Festival of Lanterns. The dance of the destroyers was laughable, if one could ignore the deadly consequences of a misstep….

Deplorable as was this destroyer situation, the story of misused submarines is even sorrier.

When first-line submarines were employed almost exclusively in the demeaning task of supply operations, the war for Japan on a gloomy aspect despite many great naval victories.

Early in the effort of supplying Guadalcanal by surface ship, it was realized that nocturnal destroyer runs could not bring in enough material. Accordingly, submarines were detailed to the same task. As need for supplies increased, more submarines were assigned until, by January 1943, thirty-eight submarines were eventually involved. This “submerged freight service” cost Japan the loss of 20 submarines and their seasoned crews. During this period another four submarines were sunk in the Solomons area while on regular patrol. The loss of 24 submarines in a few short months was bad enough, but it was especially painful that 20 of these aggressive fighting machines should be lost in the course of nonaggressive operations for which they were never intended.

Submarines assigned to this duty were stripped of all torpedoes, shells, and guns to make room for supplies. Crews were dejected when informed of their mission, even though they realized the importance of bringing needed materials to Guadalcanal. It was a further blow to morale when the crews witnessed enemy submarines, on proper offensive missions in the same area, attacking our ships and disrupting our supply lines.

Quite naturally our submariners felt that their proper and primary task was to cut off the line of supply between the mainland of the United States and Guadalcanal, or to attack the line of communication between Guadalcanal and Australia. Disruption of the enemy’s line of communication to Guadalcanal—so much more extended than that of Japan—would have been far easier for Japanese submarines had they been allowed to pursue their proper function. And it would also have been far more profitable to the Japanese war effort.

With only three Japanese submarines engaged in offensive operations around Guadalcanal, it is to their great credit that they succeeded in sinking the enemy aircraft carrier Wasp. The poor showing of Japanese submarines in World War II, as compared with those of Germany and the United States, must be attributed in major part to their unwise employment in late 1942 and early 1943.

If the thirty-odd Japanese submarines available in the Solomons had been mobilized offensively to the east and south of Guadalcanal they could have seriously disrupted enemy convoys and been a great threat to the supply strategy of the United States. When Japanese submarines were finally released from logistic support operations and resumed regular offensive tasks, there was a marked increase in their effectiveness against enemy ships.

SOURCE: The End of the Imperial Japanese Navy, by Masanori Ito, trans. by Andrew Y. Kuroda and Roger Pineau (Jove Books, 1984), pp. 79-83

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