Part 2

[Sidenote: Bayonet fencing]

Throughout the year careful attention should be given to bayonet fencing. I do not believe that there is much probability of a bayonet contest in war but, for psychological reasons, this training is necessary. Positions are carried by the bayonet, but past experience shows that in such charges the bayonets seldom crossed and when they did it was a “rough and tumble.” Our men may go in with the best intentions in the world to use the bayonet according to rule, yet the chances are that, in the excitement of the mélee, habit will assert itself and the gun become a bat.

Nevertheless, troops are very seldom “shot out of a position”; the imminent threat of the bayonet is necessary; but, as the opposing bayonets get close, one side or the other weakens.

[Sidenote: Kind of bayonet required]

It would be folly to expect men without bayonets to charge an enemy with long and sharp ones, or to expect them without bayonets to stand a charge by an enemy armed with such weapons, even though, if they had bayonets, they would be likely to club their rifles. The moral effect of a line of bayonets is great.

Infantry should be armed with the best of bayonets, long and, in war time, razor sharp. The men must have confidence in their ability to use them with skill and effect; otherwise they will neither charge nor stand the enemy’s charge. At that stage of the fight success largely depends on the confidence of the individual man in his power to win.

[Sidenote: Amount of bayonet practice]

Bayonet fencing should be continuous throughout the year. At least one-half-hour weekly should be devoted to it and during the indoor season extended and careful instruction should be given to groups not larger than a squad. During the outdoor season this instruction should be so arranged as not to interfere with the regular drills.

[Sidenote: Division into sections for instruction]

The company should be divided into sections that can be handled conveniently for the instruction work. The success of the indoor work largely depends on keeping the sections small enough.

This is especially necessary in first aid and sandtable work. If the sections are too large at estimating distance and gallery practice it results in too much idle standing around.

[Sidenote: Changing sections]

The sections must be changed from one class of work to another before the work drags or the men become tired of it. Give them variety.

[Sidenote: Selecting instructors]

The captain must exercise care in selecting the instructors for the various subjects. The man who will do it the best should be the instructor in each. Perfunctory or indifferent work should never be allowed on the part of an instructor or by the man being instructed.

[Sidenote: The captain]

The capable, intelligent and honest captain will utilize the indoor season to the great benefit of his company and of his government. He will discover the best ways and means of instructing his own particular men. The incompetent captain, lacking average intelligence, will accomplish nothing under any circumstances.

[Sidenote: Initiative in the instruction work]

As much latitude as practicable should be given to subordinate commanders in carrying out any system of instruction and they should be held strictly responsible for results. A scheme in which there is laid down just how each thing is to be taught, and how much time and what time is to be devoted to it, is radically wrong. We need to develop our officers as well as our men. The conditions are different at different posts. The needs of different companies at the same posts are varied. Each captain should know just how much time he has and what is absolutely required of him in that time. He should then be allowed to work out his own solution of the problem.

When every detail is prescribed the officer has no initiative, his interest is diminished, he thinks less, exercises less responsibility, and his work is not so good. If that policy be kept up long enough the subordinate officer will never do anything without positive instructions. An officer who exercises no judgment is of no value in war.

[Sidenote: The regiment a team]

But absolute liberty for the subordinate to do as he pleases is impracticable. The regiment is a team of which his unit is only one member. There must be team play and every member must know and be able to do his part. The company must be taught certain things or it will not fit into the battalion team; the battalion must be fitted for the regimental team. Each larger unit must have time for training and has a right to demand that each lower unit which forms a part of it shall have accomplished its own special work on time and be ready to play its part in the work of the larger unit.

[Sidenote: The colonel]

The colonel is responsible for the training of his regiment. He should allot the time, supervise the work and see that every member of the team is ready. He is the best judge of the requirements of his regiment. But the colonel should do this so as to leave all the liberty practicable to subordinate commanders.

[Sidenote: Orders and restriction]

If all our captains were competent and reliable this work of the colonel would be very simple. But there are a few captains, unfortunately, who are far from the best, whose long suit at drill is “place rest” and having a sergeant drill the company in Butts’ Manual. While more restrictions are necessary for such captains these restrictions do not hamper the others; they merely prohibit things the right kind of captain would never think of doing or require what he would never think of omitting.

[Sidenote: Time to organizations]

Of course most of the instruction time belongs to the companies; it is in them that most of the work must be done. Four well trained companies under a competent major can be made into a well trained battalion in a very few days, and the time required for each higher unit is less than that for the one next below.

[Sidenote: Time to target practice]

To the company belongs all the indoor season. In dividing the rest of the year for the northern part of the U. S. I believe that the available time from April 1st to October 1st should be allotted in the proportion of 4 days to the company for each 2 to the battalion and 1 to the regiment. The month of October should be devoted to maneuvers and to work in higher units. The time spent on the target range is excluded in computing the available time but no company should be allowed to devote more than two weeks to target practice exclusive of field firing; of the latter we can hardly get too much. It is appreciated that conditions at various posts make different schedules necessary.

In the past we have seen the training done in a back-handed way: work in the higher units first, finally down to the company and soldier. This is so unlikely to occur in future that its evil results are not worth mentioning.

[Sidenote: Time to close order drill]

Too much time should not be devoted to close order drill, especially during the outdoor season. An hour a day for the first five or six drills and thereafter fifteen minutes a day is ample. There should always be, however, at least ten minutes a day of snappy, precise close order work; this together with the ceremonies will keep the companies up to the standard. Too much close order drill becomes monotonous; when that happens the command fails to improve even if it does not deteriorate.

[Sidenote: Length of drills]

The drills during the indoor season should be two hours long; for the rest of the year not less than three and generally from four to six hours daily.

III

FIRE SUPERIORITY

We are told that in battle we must have fire superiority to win; and fire control and direction are held as important. I doubt if these terms are fully understood by all. A hope to aid some of our younger officers to a better understanding of these terms, and of the vital importance of fire distribution, is the excuse for this chapter.

[Sidenote: Fire effectiveness in battle]

A line of men firing with the rifle, if not disturbed or endangered by the fire of an enemy, can do approximately target practice work. Now let a heavy fire be opened on them, one that is fairly accurate and well placed, and their work falls off very greatly; the heavier the fire they are subjected to the less effective becomes their own fire.

Careful study and research by competent men of foreign armies leads to the conclusion that if this line, when not under fire, could make 280 hits in a given time, subjected to a heavy, well placed fire its effectiveness would fall to 1/40 or 1/70; that is, from 280 hits to 7 or 4.

[Sidenote: Fire effectiveness in battle]

This looks extreme at first thought; but what captain with a good company but would know that he could deploy his company at from 800 to 1000 yards from a line of lying down figures and get a hit for at least every 10 shots. Yet history tells us that it takes from 1200 to 2000 shots in battle to put a man out of action. In the light of these facts our first figures look very moderate.

With our present infantry arm an advance against a hostile line doing 280 work is impossible. Bring the enemy’s effectiveness down to the four and keep it there and you can advance and win.

Fire superiority does not mean that you are firing more shots than the enemy, it does not mean he is firing less than you; it means that your fire has become so close and effective that he has lost his nerve and is shooting wildly.

[Sidenote: Fire distribution]

To obtain this fire superiority certain things are necessary. We must have proper fire distribution. To explain this let us assume that a hostile line is 200 yards long, that our force is the stronger. We concentrate our fire on the right half of the hostile line, leaving the other half untouched. The effectiveness of the fire of half of this line remains at 280, the other half falls to 2, average 141; our advance is impossible. We now cover the entire target and its fire effectiveness falls to 7; our advance is possible.

[Sidenote: Fire distribution]

Fire superiority is possible, then, only if we have fire distribution. It is not sufficient to fire a certain number of shots at part of the line, the whole hostile line must be subjected to a nerve racking fire to reduce the effectiveness of its fire.

Another thing to be considered is that the enemy will conceal himself as much as possible. On a large part of the hostile line no one will be seen; men will be hidden by tufts of grass, bushes, etc. But while this cover conceals the enemy from our view, he sees our location and his fire is not interrupted. There is a strong tendency to shoot only at the men that can be seen. This must be overcome; much of our firing must be aimed at a locality, although unseen the enemy is nevertheless there and his fire effectiveness must be kept down. Our fire must be distributed to cover every part of the hostile line whether the enemy is seen or not.

[Sidenote: Fire control]

To secure this fire distribution we must be able to direct the fire of our men, to place it where wanted. But direction necessarily implies control; you can not direct what you cannot control. Thus a fire control system which will work on the battlefield is a primary requisite to success.

[Sidenote: Fire discipline]

Another term used is fire discipline. The word fire adds nothing to its meaning; but discipline is vital to success. No matter what your system of control, if the men do not respond with prompt obedience it is worthless. Disciplined men can be counted on to do what is wanted if they know how, others cannot. There is no fire discipline distinct from other military discipline.

To sum up: fire superiority is necessary to success, to attain fire superiority we must properly distribute our fire, to do this we must be able to control and hence direct it, and this can only be done if our men are disciplined. An attack with raw troops is possible only against still poorer ones.

[Sidenote: Method of fire control]

Our fire control and direction needs more explanation. A method must be had which will work on the battlefield. No one who has seen a modern battle will think for a moment that it is practicable to control and direct a firing line by verbal orders. A battalion commander must be far enough to the rear to observe his entire line. In the noise of a real battle his voice could not be heard ten yards by men on the firing line. The same is equally true of company and platoon commanders. These officers cannot be running up and down the line giving instructions; if they tried it they would not last long.

[Sidenote: Use of signals]

Our method must therefore be one that can be executed independently of the voice and with as little exposure of the officers as practicable. The method by signals given in our I. D. R. answers the requirements. The text of it can be learned in a few minutes, but to train a battalion so that it will fully respond under danger requires hours of practice: it is one thing that must become a habit.

After the mechanism of the drill is learned officers should conduct their line as in battle by signals only. Do not teach men to expect you to be running up and down the line personally correcting errors and giving directions, leading them to expect this to be done in battle. The effect of a decided change in conduct when danger is present is apt not to be good. Moreover, the command will not respond to signals alone on the battlefield if, in instruction work, they have never been taught to depend on them exclusively. We should do everything at battle exercises just as nearly as possible as it will be done in battle.

[Sidenote: Use of signals]

I have seen at battle exercises men stand up in the open and wave their flags to give the signals. This is absurd. In battle it would be needlessly dangerous, would give the enemy too much information, and it is unnecessary. The necessary signals in the battalion can be given by a man lying on the ground with a handkerchief, or flag without the staff, and be seen for the short distances separating the major from his captains or the captain from his platoon commanders. Practice alone is required to enable this to be done efficiently. It must be so done in battle and must therefore be drilled that way.

It should be remembered that the new semaphore code recently adopted does not apply to these signals. The new code requires men to stand; the old must be used for these battle signals.

[Sidenote: Additional signals]

Additional signals to those given in the I. D. R. may be taught and used in companies. It is doubtful if they are necessary and if not necessary they are wrong. The more signals you have, the more chance of mistakes. Signals for forming squad or platoon columns are unnecessary. These movements are not executed close to the enemy nor when your line is firing, hence verbal commands are practicable and when practicable are desirable, are surer and easier.

[Sidenote: Additional signals]

Signals are necessary when your line has commenced the fire fight but from there on few commands are necessary; there are so few things that can be ordered, the time for maneuver and instruction is past. One or two of those given might be dispensed with and one for fixing bayonets should be added; possibly there are one or two others that should be added.

[Sidenote: Observing fire effectiveness]

We have discussed how to obtain fire superiority; how may we know when we have it, if the volume of the enemy’s fire remains practically the same? Company and platoon commanders must watch for the effect of the enemy’s fire, where his bullets are striking. If the hostile bullets are going wild, some striking far short, others way high, and very few are effective, you have fire superiority; that is the time to gain distance to the front. On the other hand, although you may be suffering no loss, you see that the enemy’s bullets, well massed, are striking, say 50 yards in your front; you have no fire superiority; the enemy has simply underestimated the range and your advance will bring you into the center of his beaten zone. But this is your opportunity to gain fire superiority. Your men are suffering little or no loss, should be less affected and should do better work. If this opportunity is well utilized you will gain fire superiority.

[Sidenote: Observing fire effectiveness]

When you have fire superiority you must push the advance, take full advantage of your opportunity; if you temporarily lose it, suspend the advance until you regain the necessary superiority.

[Sidenote: Distribution of fire]

Fire properly distributed is one essential to gaining fire superiority. Proper distribution means it is placed _on_ the target and on all of the target, not just one part. Placing our fire on the target requires that our men be at least fair shots, have their nerve and know the range. To cover all the target rather than concentrate on a part is not easy and to attain practical efficiency in this requires skill and practice.

In the deployment for battle the division is generally given a specific mission, the division commander assigns to each brigade its part of the task, and so on down to the battalion, company, platoon and even squad.

[Sidenote: Distribution of fire]

There is little involved in the larger units except the tactical skill to know how to use the larger units to gain the required end; dividing the terrain is easy. It is difficult with the commanders of the smaller units; the division of the target generally becomes harder the smaller the subdivision. The major must divide his target, say between two companies, and do it so that there can be no mistake on the part of the captains as to just what part each is to cover. The company commander must then divide his section among his platoons and the latter often among the squads.

[Sidenote: The captain’s problems]

The battalion commander has only one difficulty—to find a way to make each captain clearly understand where is the division of target and where its extreme limit. The company commander has a shorter line to divide and has to divide it into more parts. Landmarks are not so common as he will then desire.

[Sidenote: The captain’s problems]

The captain has another problem in this connection: shall he divide his target into four parts and assign each platoon a separate part, or into two parts and give two platoons the same target, i. e., 1st and 3d the right half, 2d and 4th the left half? The captain has not only the problem of finding proper dividing points in the target, but he must divide and allot the target so as to get the best fire effect. It might happen, as I once saw in a field firing problem, that the right platoon could not see the corresponding part of the target, hence was given the other extreme flank and the rest of the target divided accordingly. It is not the division alone, but what is the best division and allotment, that must be considered.

[Sidenote: Practice in distributing the target]

This will all be more clearly understood if you will go in the country and assume a regiment is ordered to attack a certain line under certain conditions, and then give the colonel’s attack order, from that take each major’s target and divide it between the companies and then divide each company target. This should, of course, always be done at the same distance from the target that you would have to make the distribution if a real enemy were there. You should have two or three men with you to act as the subordinates in each case and to determine whether the division is fully and perfectly understood. It is easy on a map, but often very difficult on the ground; distinctive marks are sometimes very scarce.

Each commander should practice this, devising a method for himself that will work. Officers alone or together in small groups should practice it as a sort of tactical walk. But primarily it should be done in each unit: the colonel should take the majors on such a tactical walk; the majors their captains; the captains their platoon commanders. Estimating distance should be worked in the same exercise.

For the companies this is good work for the indoor season. There are days when work can be planned for the company that does not require the presence of the captain or of most of his officers and non-commissioned officers; these can then utilize the drill period as above described. It may be made a real tactical walk with special stress laid on the division and allotment of the target.

[Sidenote: Assistance of artillery]

It must be borne in mind that in most cases the artillery will play a large part in the gaining and maintaining of fire superiority. But this fact does not alter the work of the infantry; we must still do most of the killing and unnerving of the enemy and this is true whether the enemy consists of infantry alone or of infantry in conjunction with artillery.

In this chapter the first part is much like “right line strategy” mathematics applied to a battlefield where little is subject to such treatment. But that seemed the easiest and simplest way to make clear to beginners terms that must be fully understood. It is hoped that that part of the chapter will be understood as meant, as offering merely a means of illustration and not as implying that a battle can be worked out with mathematical precision.

IV

COMBAT

War, according to Clausewitz, is the continuation of diplomacy. Diplomacy is not always able to settle international disputes, then the army must do what the diplomats have failed to accomplish. In our own history it has been the mass of the people who have forced our wars, and who, in the case of a strong public sentiment arising, will involve us again. On account of the state of preparedness of most great nations and because of the enormous cost of modern war, wars are shorter than formerly.

[Sidenote: Object of an army]

If this country becomes involved in a war with a military power it will be impracticable to learn the art of war and train an army after the outbreak; the war will not last long enough. The object of having an army is for war not for peace, and the battles alone really decide the issue; the battles are not numerous but each tends one way or the other to end the struggle. Great armies exist for many years between wars and are then trained for these few days of battles which determine the fate of the nation. The whole aim of an army should be to be ready for war and the success or failure in war is determined by a few days of battle. Untrained troops are of no value on the modern battlefield.

[Sidenote: Training for battle]

Part of our close order drill, the ceremonies and some other things we teach, are accessories and, if given their proper place, are of value, but the battlefield is the crucial test; by our fitness for that must our training be judged. The work of generals and the general staff is vitally important but the best plan will accomplish nothing if there are no trained companies to carry out their part.

In this chapter is considered the training necessary for combat. This is the work executed under the severest strain and under the greatest difficulties of leadership and control. This training must be thorough and the things in combat which have to be done must become a habit.

THE COMPANY

[Sidenote: Extended order practice]

The first essential is that the men must know the mechanism of the extended order drill, including all signals used. To keep control of the skirmish line in battle, that is to maintain such order therein that it can be directed and used as desired, is far from easy. Excitement and confusion, especially in the last stages of the combat, are apt to occur. Everything possible must be done to preserve organization and control.