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1976 Army Law. 1 (1976)

handle is hein.journals/armylaw1976 and id is 1 raw text is: January 1976
1W       THEARMY                                      y
DA PAMPHLET 27-50-37 HEADQUARTERS, DEPARTMENT OF THE ARMY, WASHINGTQN, D.C.
1975 Army JAG Conference Features Secretary Hoffmann
Adapted From the Remarks of. The Honorable Martin R. Hoffmann, Secretary of the Army, Deliv-
ered to the 1975 Army JAG Conference in Charlottesville, Virginia, on October 16, 1975.

I would like to talk to you basically about what
I see to be the three main circumstances that
affect your client-the US Army-in the present
climate.
The first of these elements is pretty obvious-
it is the fact that we are now a standing Army in a
peacetime mode of operation. You are all familiar
with the saying: God and the soldier we adore in
times of conflict and no times more. I think that
summarizes fairly well the essence of what we
have to contend with as a peacetime force. I will
come back to this general subject, but I would
underscore the increased need to get our story to
the public at all levels. We should have clearly in
mind as a conscious part of our management ap-
proach the implications of a ready Army in
peacetime. It has probably never been as impor-
tant as it is now.
The second circumstance which has a tre-
mendous bearing on everything we do is the in-
stitution of the all-volunteer Army. The Army is
becoming an employer of individuals rather than
a user of undifferentiated conscripted numbers
of various talents. It has various implications-
some immediate, some subtle and some of which
apply directly to your legal business with respect
to the Uniform Code of Military Justice.
The third phenomenon which we need to rec-
ognize and deal with involves the Middle East
War. This is interesting to us on several levels.
The first is that the Middle East War is a promi-
nent engagement of arms that intervenes be-
tween the present time and Vietnam. This has a
number of pluses. I think the statement should
be made and repeated that following Vietnam it
was still true that the military arms of the United
States had never failed a task assigned it by its
civilian and political leadership. That remains
true today. Whatever may be the public's per-
ception of a failure of national purpose or policy
does not detract from the statement that the

objectives of the military as they were assigned
have not failed.
The intervention of the Middle East War on
the political and the perceptive level is an impor-
tant one for us to keep in mind. It says a lot to us
about such things as winning when you are both
outgunned and outnumbered. But the fact is, it
was a victory to which we can be very properly
associated and it has had a very profound effect
on what the Army is doing in other respects. In
addition to being a counterweight to Southeast
Asia, it has had a profound impact on the doctri-
nal aspects of how we will fight the next war. The
lessons learned from the Middle East are quite
graphic. They give us an almost unique perspec-
tive on the war that we may have to fight in the
future. The implications for readiness, the need
to fight the first battle, is a universal recognition
within the Army. The implications of that need to
win decisively the first battle on training, on how
we train, on how we utilize our forces is inextric-
ably bound up in this. But the drive from the
perceptions of the Middle East War as a preview
of the future has rapidly permeated the entire
force. Anyone who has a chance to study the new
training and readiness doctrines will quickly per-
ceive that this is a great plus as far as the US
Army is presently concerned.
Let me skip back to our first circumstance, the
peacetime mode of operation. To generalize, in
time of war, the report card for the military
forces is usually combat success. We saw it in
Vietnam and throughout the Middle East War.
Other things tend to fall far into second place,
depending on the intensity or identification with
the national purpose behind the objectives of a
war. In peacetime, however, past victories are
forgotten. Prior accomplishments do not count
for much; present management and management
ability become the score card. This results in an
increased emphasis on such things as logistics

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