Military incompetence does not begin at the rank of brigadier general. An old French proverb says that the problem with the generals is that we select them from among the colonels. Nonetheless, military competence—the ability to see quickly what to do in a military situation and make it happen—is more rare at the general officer level. A curious aspect of our promotion system is that the higher the rank, the smaller the percentage of our competent officers.
Why is military incompetence so widespread at the higher levels of America’s armed forces? Speaking from my own observations over almost 40 years, I can identify two factors. First, nowhere does our vast, multi-billion dollar military-education system teach military judgment. Second, above the rank of Army, Marine Corps, or Air Force captain, military ability plays essentially no role in determining who gets promoted. (It has been so long since our Navy fought another navy that, apart from the aviators, military competence does not seem to be a consideration at any level.) […]
The promotion system reinforces professional ignorance. Above the company grades, military ability does not count in determining who gets promoted. At the rank of major, officers are supposed to accept that the “real world” is the internal world of budget and promotion politics, not war. Those who “don’t get it” have ever smaller chances of making general. This represents corruption of the worst kind, corruption of institutional purpose. Its result is generals and admirals who are in effect Soviet industrial managers in ever worse-looking suits. They know little and care less about their intended product, military victory. Their expertise is in acquiring resources and playing the military courtier.
Beitrag auf theamericanconservative.com
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