By Gwynne Dyer
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Gen. Douglas Haig, 11 August 19146 The military is often criticized for its persistent—and persistently unsuccessful—attempts to reduce all action to routines, rules, and regulations. But all it amounts to, in practice, is a desperate and only partially successful attempt to reduce the immense number of variables with which the professional military officer must contend. To a limited extent the wild card represented by the unpredictable behaviour of his own people under stress can be brought under control by the imposition of uniform training and indoctrination, but there is no comparable way to confine the interplay of will, art, and chance between opponents on the battlefield to a predictable pattern.
You have an objective. Your men get started with the objective in mind. But in the course of getting to the objective and taking up fire positions, disorganization sets in. The men look for cover and that scatters them. Fire comes against them and that scatters their thoughts. They no longer think as a group but as individuals. Each man wants to stay where he is. To get them going again as a group, an officer must expose himself to the point of suicide. The men are in a mental slump; they always get that way when they have taken a great risk.
Sir John Hackett There are bad officers, of course, of whom none of this is true, but General Hackett is right: the lack of those virtues is what makes them bad officers. In a way, he is simply offering a general and somewhat romanticized formulation of the state of grace amid evil that does prevail, by necessity, among front-line soldiers. It is the same phenomenon that a private soldier described in talking of “the friendly helpfulness and almost gaiety that increases until it is an almost unbelievably tangible and incongruous thing as you get nearer to the front.
