Comment and Discussion

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‘When the Going Gets Tough”

^^ee C. W. Koburger, pp. 125-127, October *981 Proceedings)

Edward J. Bender, Jr., National Se­curity Planning Officer, U. S. Mari- 'fine Administration—Captain Ko- ^Urger’s article contains a number of ®°°d, basic precautions for masters o observe when they expect danger, fortunately, danger often arrives ^nexPectedly. The Iran-Iraq conflict ?^ave mariners in the Shatt al Arab a ^ew hours at best to do something ^0Vett to avoid danger.

, * cannot believe, as Captain Ko- fger suggests, that merchant ships

Wil]

ever be armed with such sophis-

'cated weapon systems as Phalanx, ch systems are too expensive to in- ^a|l on merchant vessels, and I am J'sure about the purpose that they f*.ld serve. Surely, the defensive ■ ^>ng of merchant ships in wartime ^ °^esirable, but to outfit ships with _t^^eaPonry in peacetime would give _t(j^em an undesired paramilitary pos- j ^{e a} posture which would certainly i estroy whatever benefits of neutral- yhe ships might enjoy.

^ believe that arming merchant (,_a’^Ps >n peacetime, other than with ^ ⁿd Weapons for security purposes, A- ^ulci be counterproductive. The i_n ^re Presence of the weaponry could ^lte danger rather than deter it.

infantrymen who share the concern of destroyermen about finding them­selves in the wrong war with the wrong gear at the wrong time. His call for building greater capability into “middle-ground” ships within the hi­lo mix seems to track well with sub­sequent calls by Messrs. Polmar and Grace to deal with the “heavy fire­power” mission, either through intro­duction of the eight-inch Mk-71 light­weight gun or through dedication of reactivated battleships to the amphib­ious fire support mission.

These concerns about versatility of individual ships and total capability to carry out the full range of naval mis­sions (which almost by definition in­clude gunfire missions—at sea or for shore bombardment) are mutually reinforcing, and deserve close atten­tion from those who currently en­deavor to close the gunfire gap that exists between five-inch guns and mis­siles. It might be possible for a sea­soned pro to get by with a golf bag that contains only a driver and a putter; but he had better hope to play a lot of par-three holes.

“The Quality of the Officer Corps”

(See J. A. Winnefeld. pp. 32-33, September 1981 Proceedings)

Contents:

When the Going Gets Tough

The Kidd DDG: The Non-Nuclear Standard

U. S. Navy: State of the Fleet

The Quality of the Officer Corps

Nothing Uniform About Uniforms

Pegasus: Winner or Also-Ran?

Updating the Shore Battery

Pride, Professionalism, and Morality

A Return to Military Smartness and Discipline

Administrative Clearinghouses: Take the Heat off the Fleet

Soviet Nuclear Submarines

Quality and Uniforms

Nuclear Submarines

Coal Burning at Sea

Leadership

U. S. Navy: Sonars

Education of a Warrior

What Price Nostalgia

J^he Kidd DDG: The Non­^Uclear Standard”

G. Morgan, pp. 97-101, July 1981;

Hok ®^onno>. P- 26, September 1981; T. S. p ^Ba<*, pp. 102-106, October 1981 Meetings)

^l<»,

‘ Navy: State of the Fleet”

h ■ Polmar, pp. 103-108, February 1981; Pol ■ ^Serig. pp. 82-83, June 1981; N.

G_r ^mar- PP. 103-105, August 1981; J. W. Clin' ^Pp’ ⁸⁶‘⁸⁸- September 1981; G. ^es- P- 93, October 1981 Proceedings)

John G. Miller, U. S. Marine cor^-^Since war seldom occurs ac- Cj"* to anyone’s precise plan, sh₀. ^mander Morgan’s discussion d strike a responsive note among

Lieutenant Commander Richard H. Purnell, U. S. Naval Reserve— Admiral Winnefeld’s logic is some­what curious. Early in his article, he makes the point that our current corps of junior officers has been “bought” by the Navy, and that such economic inducement has undesirable motiva­tional and professional implications. If the allegation is true, then I am ap­palled at the economic price for which I sold my service. I am sure the ma­jority of a full generation of fellow officers are likewise stunned at the revelation of their “price.”

Two paragraphs later, Admiral Winnefeld begins to develop a theme which essentially says good people no longer remain in uniform to compete for senior grades because “customary

ENTER THE FORUM

We welcome brief comments on material published in the Proceedings and also brief discussion items on topics of naval, maritime, or military interest for possible publication on these pages. A primary purpose of the Proceedings is to provide a place where ideas of importance to the Sea Services can be exchanged. The Institute pays an honorarium to the author of each comment or discussion item published in the Proceedings.

benefits and compensation” have been eroded.'This theme implies that ¹¹ is acceptable, perhaps even neces- ^s^ry, to “buy” (my wording) the ser- y^iCe of senior people. But, we were ■!^ust told that the junior officer corps ^Is the worse for having been bought!

. In his summary of tools at hand to 'mprove the quality of the officer ^CorPs, Admiral Winnefeld makes a ^^ear and logical statement about pay. The previous elitist duplicity on com­pensation has, however, thoroughly ^Pndermined his credibility on the sub­^Ject- He further damages his overall ^edibility by writing of a “perceived ^crease in . . . aircraft accidents” for ^a Period when, in fact, there has been ^a decade of dramatic improvement in ¹¹⁶ major aircraft accident rates with ^VerY few reversals. His credibility dis­appears, in my mind, when he calls ,°^r us to turn away from formal train- •ⁿ8 and turn toward on-the-job train- oft Seometric rise in the amount knowledge required to keep abreast ⁽he technology of combat systems ^akes effectively implementing such ^c°ncept impossible.

,. [1] [2] ^[3] started reading this article with 8h hopes of finding answers to wor- |_e ^0nie questions concerning the prob- Jd^s in and about the officer corps. • ^e conclusions I came to after read- § the piece were not, I think, those _a ^lch the author wished to impart, ^a I am most disappointed in them.

of double-knit fabric (particularly with khakis) and to call to mind the mag­nificent “uniformity” of a summer in­door group of naval officers with about half of them clad in tropical white long and the remainder sporting the comparatively new white shirts with black necktie and soft shoulder boards. Together, they appear to be part of an international naval conven­tion.

Perhaps in lieu of our initial uniform allowance, each of us upon commis­sioning could be provided travel or­ders for one roundtrip to Hong Kong. There we could purchase a couple of sets of lightweight, standard-weight, and 16-ounce blues. Then, we could wear blues all the time, and deep- six the rest of our overcrowded sea- bag. (Incidentally, long-sleeved khaki shirts and brown, black, or white shoes can be judiciously worn with civilian attire—albeit, preferably not at functions with naval officers pres­ent. I have yet, however, to find any role for my forlorn old khaki blouse. But, after reading Commander Ship­man’s piece, I just might bring it back for our next Veteran’s Day parade.)

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f 8^uess, has just reported from a tour ^ln Diego Garcia; so he needs the foul leather jacket. In the second rank, ”^e fellow second from the left gets % attention, inasmuch as he does not have his jacket zipped up correctly.

Also, I’m curious regarding their Positions—attention or at ease? Some have their feet together, while others “^ave their feet apart; some have their hands behind them, while others have ”^e'^r arms at their sides.

Maybe the quality of the officer ^COrPs could start from the outside. If ^We could get them dressed correctly/ ⁿⁱf°rmly, maybe some other things °uld fall in line easier.

1 am pleased to observe that the I pPPly Corps officer—he’s on the far ?¹ in the second rank—is one of , °^se in the correct uniform and that ^e is wearing it correctly.

Nuclear Submarines”

(See R. Roberts, p. 143, September 1981 ^r°ceedings)

mander George A. Kent, U. S. “'O'—I enjoyed the puzzle, but

found errors in the solution. Drum (diagonal, upper left corner) was not circled. The third line from the bottom circled Taulog, which is not a sub­marine name; Tautog is. A 34th name exists, “turning a corner,” in Stur­geon, Taulog, and Guitarro: Gato.

“Coal Burning at Sea”

(See 3. Bunker, pp. 127-128, October 1981

Proceedings)

Chandler H. Wells, Contract Sales, Combustion Engineering, Inc.—A new era of coal-fired, steam-powered ships is here. Mr. Bunker mentions but one coal-powered steamship which is on order at General Dynam­ics for New England Electric. There are two additional contracts for the construction of four ships which will be powered by coal and yet another contract to replace oil-fired boilers with coal-fired boilers on two ships.

All seven ships will use a mechan­ical-type, spreader stoker with a trav­eling grate. Six of the seven ships will have Combustion Engineering, Inc.- type V2M9-S boilers. The V2M9-S coal-fired boiler is a derivative of the V2M-9 oil-fired boiler design which has many years of at-sea experience on VLCCs and ULCCs.

While construction of coal-fired marine boilers ceased in the mid- to late-1950s, coal-firing technology has continued to progress ashore with solid fuels powering utility stations and industrial plants. Much of the same advanced technology developed for land-based boilers is being applied to marine power plants. In fact, some of the new coal-fired marine boilers on order are designed for unmanned operation.

Pulverized coal firing is not being considered at this time because of po­tential handling problems and safety concerns. In the future, however, these obstacles will be overcome and pulverized coal firing, as well as fluid­ized bed, will be used on board ship.

(Continued on page 77)

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“Pegasus: Winner or Also-Ran?”

(•See B. R. Linder, pp. 39-43, September 1981 Proceedings)

“Updating the Shore Battery”

(■See M. E. Rogers, pp. 44-47, September 1981 Proceedings)

Major Daniel A. Jurchenko, U. S. Army—It’s a pity that the two authors did not join forces and perhaps create ^ar> article titled “Pegasus: Targeting f°r Tomahawk.”

Batteries of land-based Tomahawks Using squadrons of PHMs stationed ^at maritime choke-points as their eyes 'J'ould surely send shivers through Red Navy planners.

Rfide, Professionalism, and Morality

lieutenant Commander David A. Carroll, U. S. Navy—I believe the Present renewed emphasis in pride ^at)d professionalism requires parallel ^ertlphasis on moral leadership. The ^area of moral leadership which I will ^address is the violation of existing di­rectives by the sale of salacious lit­erature such as Playboy, Playgirl, °^ui, Penthouse, and other similar Magazines in the Navy resale system.

The sale of this literature is contrary ⁰ the guidelines of the Ship’s Store Afloat with Supply Corps Officers,

NAVSUP-487. Two of the guidelines governing the sale of literature are obviously violated by the aforemen­tioned publications. Suggested guide­lines for screening materials that are not acceptable for sale or circulation within the afloat resale system are those that “exploit indecent or undue exposure in such a fashion as to in­spire lust or are likely to encourage lust, particularly in the young” and “feature illicit acts, whether hetero­sexual or homosexual, in such a way as to create sympathy for such acts or encourage their practice.”

The third guideline violated by the sale of literature of this nature states, “materials that are not acceptable ... are those that impede the lawful execution of the mission of the mili­tary establishment, or encourage fail­ure or irresponsibility in this regard.” NAVSUP-487 states that we should not sell literature of this nature; but we do sell it. When the system ignores its own rules, then the average service member says, “I can be selective about the rules I will follow.” And do it, he does. Grooming standards are quite clear, yet compliance is ensured only by constant attention by the chain of command. Drug and alcohol abuse is stemmed only by the con­certed effort of everyone. Safety checking of electronic gear is a con­stant cat-and-mouse chase for the electronic technicians. The PMS and sweepers daily require routine check­ing to ensure compliance, even though everyone knows how the system should work. When we, the leaders, practice selective enforcement of reg­ulations, we foster selective rebellion. Every missed salute which is not ad­dressed is one more nail in the coffin of deteriorating leadership. It breeds contempt and impedes the mission of the military establishment. We must either eliminate the publications which do not comply with the direc­tives or change the directives.

My choice is to eliminate the pub­lications. I believe NAVSUP-487 re­flects common sense, and its enforce­ment, as written, will enhance con­sistent moral leadership.

“A Return to Military Smartness and Discipline”

(See R. A. Bowling, pp. 46-50, June 1981;

R. C. Peniston, p. 108, August 1981; T. E. Lahey, p. 21, September 1981; H. 0. Smith, pp. 21.23, October 1981 Proceedings)

Commander F. J. Glaeser, U. S. Navy—Captain Bowling has a com­mon misconception with regard to the Navy’s drug problem. We aren’t faced with a criminal situation. We are fac­ing a new social phenomenon on a very large scale.

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Lest there be any question with re­gard to my personal or professional stand on the drug issue, let me say

that I strongly support the CNO’s re­cent assertion that drugs and their abuse are not compatible with pride and professionalism. Most drugs are also illegal. While I have no standard Punishment for drug offenders, those brought before me at mast have gen­erally received a reduction in rate, a ^substantial forfeiture of pay, and a Period of confinement in a correc- honal custody unit. My private check- ^ln interview with every man includes an eyeball-to-eyeball statement that ^dpug use will not be tolerated, for rea­sons of safety and operational effi- ^c,ency, and a warning that offenders ^will be severely punished, with no le- Piency for first-time offenders.

Recently released results of the ^testing of 2,000 Navy personnel E-5 and below revealed marijuana usage ay roughly half of those tested. If this J'atio is consistent throughout the Navy, and I believe it probably is, throwing all the drug-users out of the Navy, as Captain Bowling suggests, ^ould destroy the Navy as a fighting ^,0rce more effectively than any fore­^Seeable battle. Can half of the Navy’s Personnel be criminals? I think not.

Let me illustrate my point by spe­cific example. A CO acquaintance of tP'ne held mast on a drug offender (for Possession of marijuana). He pun­ched the man and then called him °^ack to his office for an informal dis­cussion. He asked the man why he !|^ad used drugs when he knew it was ^ldegal and that the command had a Imputation for dealing severely with Ppg offenders. The man’s response ^^as to ask his CO three questions: Lid the CO know that it was against !|e state’s laws to drive while under . ^e influence of alcohol and that pun- ‘^shment of violators of this law was ^requently harsh? (Answer: yes)

Was it true that the CO went to ^haPPy hour at the officers’ club fre- luently, and then drove home? (An- J**r: yes)

Why? (Answer: . . . silence)

. This episode highlights two prob­es the Navy has with regard to drug buse. First, we have a double stan- _$^artL not necessarily in a strict legal ^en^e, but certainly with regard to the °cial acceptability of specific intox- ^Cants. Second, the number one drug ^roblem in the Navy is alcohol; all ₍ ^aer substances are distant con- ^nders. If anyone doubts that, con­i'^^1- that I have lost three shipmates the recent past, all badly needed

pilots, a commander (and squadron CO), a lieutenant, and an ensign weeks from completing his replace­ment squadron training. All three died in single-car accidents while under the influence of alcohol.

My detractors will hasten to inter­rupt and point out that alcohol may be abused but at least it is legal. Law is really nothing more substantial than a broadly accepted social tradition which is given force through long usage and precedent. A law prohib­iting consumption of alcohol failed in this nation because the masses re­fused to accept it. When a sizeable percentage of our sailors are found to be marijuana users, men from all walks of life who cared enough to vol­unteer and serve their nation, then we don’t have a case of rampant crimi­nality, we are documenting a forceful social change.

The Navy will fail miserably in countering the growing use of drugs if it continues to accept a double stan­dard. By U. S. Navy tradition, changes of command, wetting-down parties, and chief petty officer initia­tions are frequently floated in alcohol. Happy hours are still sustained, and bars are open in clubs on most naval facilities at lunch time, all in the name of keeping these clubs financially alive. What is the difference, in terms of “pride and professionalism,” be­tween an officer or CPO having a few beers at the club during lunch, and an E-3 who sits in his van in the parking lot and smokes a reefer?

Well, what about on board ship? There is no condoned use of alcohol on board ship. Well . . . except . . . in the Indian Ocean. There every man gets two officially condoned beers every 45 days. Here again it is a matter of principle. If thousands (literally thousands) of cases of beer can be le­gally loaded on board a CV, in full view of all hands, it is virtually im­possible to convince the average ju­nior enlisted person that a few ounces of “green leafy material” in his sea bag is a big deal. (I singled out enlisted personnel, but there is a real proba­bility that our junior officer corps is similarly inclined to a degree which would shock everyone if the facts were known. Today’s junior officers attended college during a period when marijuana was readily available and very socially acceptable. Almost all have at least tried pot, and many have no strong biases against it.)

Should we then throw up our hands and bemoan the future? Absolutely not! We do need a forceful program against the abuse of all intoxicants and a strictly enforced single standard which applies to the use of any drug on the job ashore and afloat, anytime.

I recommend the following guiding principles for this program:

► Erase all differentiation between alcohol abuse and abuse of other chemicals. Chronic abusers of intox­icants should be afforded one oppor­tunity for reform in a suitable, medi­cally approved, professionally super­vised program. Such reform should be undertaken only if the individual vol­unteers and if his commanding officer

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PRISONER AT WAR

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believes the abuser’s future profes­sional potential justifies such an ef­fort.

► An individual found under the in­fluence of any intoxicant on the job ashore should be dealt with in ac­cordance with the UCMJ. The test to determine if an individual is under the influence must be conducted when that individual is so suspected, not merely testing positive in a test show­ing drug use within the last 30 days.

^ All shore facilities should cease any activity which invites alcohol abuse —e.g., bars open during working hours and happy hour anytime. Of course, this will hurt the clubs finan­cially, but “pride and professional­'s'll” involves costs at all levels.

^ All shore facilities should be pro­^vided the resources (i.e., investigators and drug dogs) to exclude all drugs ^except alcohol. I would still prefer to have sailors drinking in Navy clubs and even in barracks instead of tearing ^UP the civilian community.

* The presence of intoxicants of any afloat should be completely for- hidden in all situations. A more seri­es and continuing effort will be re­quired at ships’ brows and entrances ^to piers. Drug screening procedures °ⁿ board ship must be designed to Positively identify users for process­es in accordance with the UCMJ.

While the Navy should never con­done the use of drugs off base, there ^rp^Ust be a tacit acknowledgement that he only real criterion will be “fitness °r duty." An individual so hung-over ■j^e cannot work must be treated as ^rmly as an individual who musters ^while still high on some other chem- ■cal.

The Navy should begin during of- ^Cer and enlisted basic training (and ^continue) to preach the gospel of non­^abuse of all intoxicants. The approach ⁿ?^Ust not be blatantly moralistic and ^hould avoid the scare tactics which Proved so unsuccessful in drive-safe ^pr°8rams. The theme must be self-dis- ^Pline, self-respect, operational efifi- '®ⁿcy, and individual and group afety. All Navy personnel should be ®^von a layman’s education about They should be taught the ap- arance and chemical makeup of j_n^reet drugs, common practices used cutting and blending these drugs ■ ^uh other substances, the physiolog- effects of different drugs, and any Jdely accepted, long-term clinical ^ects of certain drugs. Such training will remove the mystique and, thus, the appeal of drugs for many impres­sionable would-be users. It would also provide training to the non-user which would be beneficial in detecting drugs and their use.

A heavy-handed, arbitrary attempt at solving our drug problem through the UCMJ and mass administrative discharges is doomed to failure. I do believe it is possible, however, to in­sist on overall moderation in the use of intoxicants and to demand and en­force abstinence on the job and at sea.

“Administrative Clearinghouses:

Take the Heat off the Fleet”

(See J. N. Lauer, pp. 88-89, July 1981

Proceedings)

Lieutenant Commander Dennis G. Murphy, U. S. Navy, USS Finback (SSN-670)—Commander    Lauer’s

frustration with the handling of “peo­ple problems” is common throughout the fleet, but his analysis and solution are flawed. Navy Regs specifically re­quire the commanding officer to care for the physical and moral well-being of his men, and if that doesn’t put us in the “social work” business, I don’t know what does.

The man’s parent command knows him best and is in the best position to do justice to the man and the Navy. Creation of an administrative clear­inghouse would only reduce the com­manding officer’s control over his people problems.

What is needed is a streamlining of the total personnel administration sys­tem so that the commanding officer can use the system effectively. It is too hard to figure out what paperwork to submit. A single, simple form which would cover every transaction should be developed. It takes too long to get rid of the “problems.” It shouldn’t take more than a month to process any case. It should be possible to give a man a General Discharge for any discharge based on the individual’s poor performance or conduct.

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Finally, a memorial to those who served in Vietnam is being built. It will stand in the national park in Washington, D.C. close to the Lin­coln Memorial. It will make no po­litical statement. The names of all 57,692 Americans who died there will be inscribed on it. But we need your money to make it possible. All contributions are tax-deductible. Re­member the Vietnam Veterans, they deserve it.

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84

“Leadership”

(See H. G. Rickover, p. 82, January 1981;

G.           W. Loveridge, J. R. McDonnell, and L. D. Chirillo, p. 15, March 1981; B. J.

Coyle, J. G. Hazard, W. P. Hughes, and

H.           E. Shear, pp. 80-83, April 1981; W. G. Wheeler, p. 77, June 1981; W. Spangenberg, p. 25, August 1981 Proceedings)

Captain R. A. Reuther, U. S. Navy (Retired)—Naval leadership: What is it? How do you accomplish it? How do you get it on a continuing basis? What are the elements of character, personality, and communications ability that make up the outstanding leader? Ask a hundred people who ought to know and you may get a hundred different but allied answers.

I have had the advantage of having served for eight-and-one-half years in an enlisted capacity before being com­missioned an ensign in 1943. I have been on the receiving as well as the sending end of naval leadership. And, of course, also on the receiving end of some very fine leadership from my superior officers, as well as some less than admirable leadership from a few.

We have all heard about legendary leaders of whom it was said that their men would literally follow them into the gates of hell if the leader so or­dered. I have had the privilege of serv­ing one such leader, the commander of a submarine I served in during World War II. I have attended several of the annual reunions of this ship, and the love and admiration for him, and from him, are still there very plain to see.

In all the discussion about this topic, there are countless ideas on how this or that approach to leader­ship works. In Captain Spangenberg’s comment, his last paragraph says it all. What is not spelled out in that short ditty—”It ain’t whatcha do, but the way thatcha do it”—is that you have to care about those you want to lead. You have to care from the heart. You may think you can fool your sub­ordinates about how you really feel about them, but believe me, you can’t. You can do all the right things at the right time, but if you don’t really care about them as people, they will find you out, and your effectiveness as a leader will suffer accordingly.

Of course, you have to do all the right things, such as take care of your men and their needs, set a good ex­ample, and demand a great deal from them and from yourself. But if that basic ingredient, care from the heart, is not there, you will never really suc­ceed as a leader. Conversely, if you lack some part of the necessary qual­ities, and still have real regard for your subordinates, they will most likely carry you through to a successful completion of your tasks because of their regard for you, in spite of your shortcomings.

“The U. S. Navy: Sonars,

Part 2”

[See N. Polmar. pp. 135-137, September 1981 Proceedings)

Captain H. G. Chiles, Jr., U. S- Navy—Mr. Polmar concludes his ar­ticle by stating out of the blue that “these and other sonar-related devel­opments may also lead to the feasi­bility of constructing smaller SSNs and SSBNs, concepts that must be examined in view of the relative sizes and costs of the current Los Angeles SSN and Ohio SSBN classes.” It >^s not clear that Mr. Polmar knows what he is talking about in relating sub­marine sonars to the size of the cur­rent submarines. If he has learned something from his studies of the world’s navies that makes this cor­relation, I’m sure the U. S. Navy would like to know.

“Education of a Warrior”

(See T. B. Buell, pp. 40-45. January 1981: R. A. Dun, p. 21, February 1981; J. R. McDonnell, p. 15. March 1981; J. T. Hayward, pp. 21-23, April 1981; J. E. Lacouture, pp. 77-79, June 1981; A. T. Isaacson, pp. 78-80. July 1981; C. C. Holcomb, pp. 71-75, August 1981 Proceedings)

Midshipman First Class David ’■ Sloane, U. S. Naval Resene—Aft^er reading Captain Holcomb’s comment concerning the lack of leadership and strategy training at the Naval Acad­emy, I asked myself, "What exactly is the role of the Naval Academy and what is its effect on the junior offi^cer corps of the U. S. Navy?”

Proceedings / November

1981

Captain Holcomb asserts that An­napolis does not graduate midshipmen to become admirals of fleets, or Dep' uty CNOs in the Pentagon. Instead- Captain Holcomb states that the role of the academy is to “prepare them [midshipmen] to graduate and become ensigns and second lieutenants- These ensigns and second lieutenants' however, are not ready to become division officers upon graduation, ^aS

Captain Holcomb admits. Captain Holcomb seems to see the Annapolis graduate as a skilled sonar operator, a propulsion engineer, or a navigator, and nothing more. Will these gradu­ates have the necessary leadership skills required when they reach the command level? If the Navy only wants skilled technicians, then why keep Annapolis open? I’m sure there are educational institutions, such as M.I.T. and the University of Califor­nia at Berkeley, which are much bet­ter suited for the offering of a purely technical education.

My reply to Captain Holcomb is that today’s ensigns are tomorrow’s deputy CNOs and, even, CNOs. If the junior officer of today is only a technician where will the future lead­ers come from? Only from a well- rounded education can a junior officer begin a career that will hopefully lead t° a successful future. A competent *'ne officer not only has the technical skills needed to perform his tasks, but he must also have a basic understand- ^lng of leadership so he may both give ^a°d follow orders in the most efficient

manner possible.

Here at the U. S. Merchant Marine Academy our mission states that we will strive to “graduate outstanding young Americans with definite ambi­tions to serve as leaders in the mari­time industry.” If this were not so, we would only be a trade school for ships’ officers. Our curriculum is just as vig­orous and contains as many classroom hours as the program at Annapolis. Part of our curriculum is a leadership class which serves the purpose of in­troducing midshipmen to the princi­ples of leadership. This class, fn ad­dition to our shipboard training, prepares us in every way for a job as a competent seagoing officer. Our graduates have no need for “pipeline training,” but instead are fully quali­fied to stand a bridge or engine room watch.

I wish that the proud and tradition­laden Naval Academy would recon­sider its objectives in order to produce a more well-rounded officer who is prepared not only to perform the daily tasks of an ensign, but to be a leader of men.

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“Soviet Nuclear Submarines”

(See N. Polmar, pp. 31-39, July 1981

Proceedings)

Norman Polmar, Editor, Guide to the Soviet Navy (Third Edition)—The ac­companying illustration is a U. S. De­partment of Defense drawing of the new Soviet “Typhoon” strategic mis- ^S]le submarine. This view, unavailable ^when my article was published, shows ^a radical design, with the submarine’s 20 missile tubes fitted forward of the ^aPparently short, squat sail structure.

The first of the “Typhoons,” esti­mated to displace some 25,000 tons submerged or almost half again as much as a U. S. Trident missile sub­marine, was launched in 1980 at the Severodvinsk shipyard in the Arctic.

Other features evident from this drawing, purported by the Depart­ment of Defense to be as “authentic ?^s Possible,” are retractable bow div- ^ln8 planes, twin propellers, and an Unusual stern-plane configuration. These and other differences from the Previous “Yankee”-“Delta” series of Soviet strategic missile submarines 8‘^ve further evidence of the vitality of me Soviet submarine design and con­struction organizations. In this re­ject, it is interesting to note that the ”^ve Soviet submarine-building yards U^fe currently producing several dif-

^erent classes of submarines—nuclear ^and diesel-electric propelled—corn­ered with the current U. S. situation "'herein two yards are producing a total of two classes of nuclear-pow­ered submarines with no new designs planned for production during the next few years.

“What Price Nostalgia?”

(See S. M. Belser, pp. 21-22, September

1981 Proceedings)

B. B. Wood—From 1895 to date, we have lost only three battleships—the Maine, Oklahoma, and Arizona. The Maine is now believed to have been lost as the result of an accident, not an act of war. The other two were lost at Pearl Harbor. During World War II, BBs served in all the forward areas, were attacked by Japanese ships and aircraft of all classes (often in circumstances of Japanese numer­ical superiority), and were struck by every kind of ordnance then available. No BBs were lost, and, for the most part, these vessels completed their missions.

The personnel loss rate among the BBs was small, considering the kinds of ordnance used against them. Smaller, thinner-skinned vessels struck by similar weapons were often lost with their entire crews. This is an “economic” detail that Lieutenant Belser should keep in mind, along with the obvious social benefits.

The reverse was not true of those members of our enemy’s forces who attacked our BBs. Once the need for adequate antiair defenses was recog­nized and acted upon, the doom pre­dicted by Billy Mitchell failed to ma­terialize. One might even conclude that Mitchell’s promise (and the Jap­anese success with the ill-armed Prince of Wales and Repulse) served as a magnet to draw enemy pilots into the deadly gunfire zone of the BBs. In truth, the two British ships were endlessly revenged by the South Da­kota and others. I have often won­dered if the Japanese leaders did not come to regret the example the sinking of the two Britishers offered their aviators.

One cannot argue that a Mitchell could not sink unarmed anchored Io- was, or that Iowas caught in harbor in peacetime would not be at risk. The latter would be true of the DDs and DDGs Lieutenant Belser prefers. What is obviously true is that a well­armed BB at sea has a better chance of surviving to complete her mission than any other vessel now in com­mission, and, projecting the fitting of all appropriate weapons and ord­nance, the greatest flexibility of means to that end.

The effectiveness of the BBs’ large caliber guns is not difficult to deter­mine. One need only to question the marines who were at Guadalcanal and who felt the force and effect of the Kongo's and Haruna's guns to get a very personal feeling on the subject.

The U. S. goal in any war is to win with the minimum loss of personnel. A winning, well-balanced navy still requires the availability of BBs.