In the aftermath of the racial confrontation that took place at Great Lakes Naval Base in July 1970, Rear Admiral Draper L. Kauffman sought the views of such concerned individuals as Dr. Benjamin A. Mays, President Emeritus of Morehouse College and three enlisted members of the Committee for Equal Treatment and Opportunity.
The confrontation which faced the Great Lakes Naval Base authorities near the main gate about 0200 on 10 July 1970 resulted from an incident that had occurred the previous afternoon in the nearby enlisted Waves barracks. Around 1730, four black Waves had accosted a fifth black Wave. The threatened Wave had screamed for help and security force personnel arrived on the scene and took the four black Waves into custody.
The building in which the Waves were being held had once been a Base correctional center and bars still remained on the second-story windows. Thus, it wasn’t long before the story began to circulate four black Waves had been arrested and placed “behind bars.”
A group of about 50 black sailors soon appeared at the building and demanded the release of four Waves. Just before rock throwing and yelling began, a carload of whites in civilian clothes appeared on the scene.
A senior naval officer, unable to communicate with the group of blacks, asked for a spokesman or group of representatives to step forward for a meeting to determine what the black sailor’s complaints were. For this smaller group, the officer corrected two basic misunderstandings: (1) the black Waves had not been “charged” legally, but rather had been put on report, and (2) they had not been arrested and put in “jail.” The officer also explained that the Waves would be moved back to their barracks. After hearing the explanation, the mob disbanded.
About the same time, several other events were taking place. The Base Public Affairs Officer received a call from a wire service asking for confirmation that there had been “a race riot at Great Lakes.” By 0400, a succinct statement was released to the news media, correcting the misinformation that had resulted from an on-scene informant.
Over the weekend and through Monday, Naval Base authorities took two immediate steps. First, with the permission of the Chief of Naval Personnel, the four black Waves were given administrative discharges. The Waves, two of whom had received previous disciplinary punishment, offered no objection and were administratively discharged and off the Base by Tuesday, 14 July. Secondly, the Naval Investigative Service Office (NISO) reported on the number and nature of race-related incidents which had occurred within the Great Lakes Naval Base complex since 1 May 1970. There had been 26 separate incidents during the two-month period. While most were minor, several were serious. Four white sailors, for example, had burned a cross, and there were several reports that a white vigilante band had been formed.
The Chief of Naval Personnel was made aware of the situation, and help, in the form of a 13-man race relations team, headed by the Assistant Chief of Naval Personnel for Education and Training, was soon on its way from Washington.
Meanwhile the black Waves incident had received widespread publicity by the Chicago media and was carried nationally by the wire services. While several radio stations sensationalized the incident, the Chicago area electronic media and the newspapers, for the most part, presented the incident fairly and objectively, with reports based primarily on the Navy’s statement and subsequent answers to queries. Articles appeared in newspapers over the weekend of 10 and 11 July, but then dropped from print.
Around the Base, it was generally known that the race relations team was on its way. Realizing that the news of the race relations team would get to the media by one source or another, it was decided to release a comprehensive statement explaining why the team was coming and what it hoped to accomplish.
The race relations team arrived on Tuesday afternoon, 14 July. A press release was issued that same afternoon and was carried on radio and television that evening and appeared in the newspapers the next day.
In retrospect, the visit of the race relations team proved to be the catalyst that made it possible to begin an aggressive, positive program to solve the Base race relations problem. Made up of seven blacks and six whites, the team consisted of both highly trained military and civilian personnel from the Bureau of Naval Personnel and the Secretary of the Navy’s office. Employing a number of techniques, the team was to remain in Great Lakes for the balance of the week, and longer if necessary. After an initial afternoon of preliminary briefings and review of information, the team split up and went to work.
Team members visited base commanders and talked to individual sailors on and off the Base during working and free time hours.
It was quickly noted that the Base transient person unit (TPU) population had grown to nearly twice its normal size. Several hundred men were in a transient status with little or nothing to do. Since the TPU consisted of personnel awaiting disciplinary action well as transients of a routine nature, it was concluded that this large population could have contributed to the unrest.
Probably one of the team’s most effective techniques was to hold an open “gripe” session in a recreation facility near the entrance to the base and the Navy Exchange. Publicized in the Plan of the Day and at Quarters, the open sessions attracted hundreds of sailors, both black and white. Conducted by experienced personnel in civilian clothes, the gripe sessions proved to be a safety valve for racial pressures.
The team discovered that many of the complaints were not race-related but, rather, were the kind familiar to Navymen over the past 195 years. However, the main purpose was achieved: the gripes were being aired openly.
By mid-week, there had been no more incidents and the situation appeared to be more stable.
Meanwhile, several in-depth articles on race relations at the Great Lakes complex appeared in major Chicago newspapers. At the request of reporters, members of the race relations team and Base sailors were made available for private interviews. In all cases, the articles were accurate and objective and stressed one central theme: “The Navy is aware that it has a possible problem and is taking immediate steps to correct it.” Two daily newspapers concluded their articles by observing, “We applaud the Navy for its prompt action, but what appeared to be a critical problem may not have been.”
With the situation apparently under control by 17 July, a master plan to improve race relations was already on the drawing board and about to become a reality. All that remained was approval from Washington.
The following week, when confirmation had been received from the Chief of Naval Personnel, officials at Great Lakes announced a 15-point program designed to improve race relations. Taking top priority was the Committee for Equal Treatment and Opportunity (CETO). A small CETO committee had been formed two years earlier but, because of the July incident, its membership was increased to 30 with half black and half white, including officers, both senior and junior petty officers and nonrated personnel. It was stipulated by the Base Commander that 50% of CETO’s membership should be 30 years of age or younger, and that 30% should be under 25 years of age.
CETO was to be used as a sounding board to resolve potential problems and to ensure that grievances, particularly from junior enlisted men, could be aired and studied openly. Additionally, the various Naval Base commands would create command CETO organizations which would channel their findings to the parent organization.
The following CETO recommendations were acted upon:
► A strong policy statement concerning racial matters was issued by Rear Admiral Draper L. Kauffman, Commander of the Naval Base. It was learned later that many black sailors felt that this forthright statement proved the Admiral’s sincerity and interest in the race relations problems.
► A race relations seminar would be planned and implemented, providing training, at first, for Base security and MAA personnel. Later, the seminar would be expanded to include as many of the 30,000 personnel on the base as possible.
► A booklet, “Racism in America and How to Combat It,” would be distributed throughout the Base.
► The Navy Exchange would expand its stock of black cosmetics, sundries, magazines, newspapers and related items.
► The Navy Exchange also would obtain the services of additional black barbers and beauticians.
► A clarification on Afro haircuts would be obtained from Navy officials in Washington.
► Additional books of interest to black Navymen would be ordered for the Base library.
► Representation of minority groups in each watch section of the Base law enforcement agencies would be sought, as well as an improved racial balance in military security forces.
► The correctional center and other detention areas would be improved as quickly as possible.
► The number of men in the transient personnel unit would be reduced and, in so doing, reduce the delay in movement of Navymen to the Fleet, shore commands or to home.
► Personnel completing disciplinary punishment would receive prompter reassignment.
► Top graduates in the Service School Command would be given earlier orders in response to their choice of duty.
► The Navy Regional Finance Center would increase its effort to handle more expeditiously the pay problems of all Navymen, particularly those in a transient or separation status.
Soon after those basic recommendations were made known, Jet magazine expressed interest in visiting the base and interviewing various Navymen, including Rear Admiral Kauffman. The interview was arranged and in early August Jet representatives came to Great Lakes.
The article subsequently appeared in the 24 September issue of Jet. Even the most pessimistic seemed to agree that the article was objective and thus, favorable for the Navy. Further contact with the Jet reporter and his publishers later helped Rear Admiral Kauffman in obtaining ideas for other improvements for the race relations program.
By mid-September, all the recommendations made by the race relations team and Naval Base authorities had been set into motion. Interest at the command level remained high and this feeling permeated the entire complex.
While the summer recommendations were being implemented, other innovations and improvements were being developed. Out of CETO came suggestions to include more black entertainment groups at the Enlisted Men’s Club and to set up more efficient lines of communications. Other recommendations now being acted upon or planned are:
► District and Base chaplains will develop sermons on race relations and brotherhood which will be given on a regular schedule.
► Recreational programs will be expanded by the Naval Training Center Commander with primary emphasis on a comprehensive intramural program. Plans for varsity sports are also being considered.
► Base officials, in cooperation with black community leaders, will explore the suggestion of inviting black girls to the Enlisted Men’s Club on special evenings.
► Under consideration is a poster campaign which will stress the theme of mutual understanding between blacks and whites.
► A clarification on Afro haircuts was obtained from the Chief of Naval Personnel and provision was made for a black barber to come to Great Lakes to instruct Naval Base barbers on how to cut an Afro.
► Articles on race relations matters will appear regularly in the Base weekly newspaper.
► All enlisted personnel will be given a form, which they may sign, which states that any man who feels he is being treated unfairly may take his case personally to his commanding officer. The form also discusses equal treatment and opportunity.
The real bonus resulting from the July incident, however, appears to be the Race Relations Seminar. After the first two groups completed the seminar, it was evident the concept would be a successful one. Each group attending the seminar numbers between 15-20 and they attend 10 sessions totaling 20 hours. Initially, only Base security personnel, masters-at-arms, and persons in supervisory capacity attend the seminar, but it is hoped that all officers and men will eventually attend. Using a locally prepared syllabus, trained military and civilian education specialists stress the following points:
► The scope and ramifications of the race relations problem and its effect upon mission effectiveness.
► Individual human behavior, with due regard for such factors as attitude and habit, including the effect of such other factors as race and environment.
► “Motivation” as a cause of human behavior.
► The organization and purpose of CETO, together with appropriate procedures involved in bringing matters to its attention.
► The proper role of master-at-arms and others in similar position of authority, and appropriate procedures to be followed when faced with a disturbance having racial overtones.
► How to improve communications downward and, laterally, and how to control rumors.
► The importance of ensuring equal opportunity and non-preferential treatment for all, regardless of race, color, creed or national origin in accordance with democratic ideals and including the “personal citizenship responsibilities” of every individual.
In a recent letter from a black friend, the Commander of the Naval Base was told:
Because I am black, I think I would be less inclined to generalize and perhaps might search for an understanding of the conflicts that black men fact attempting to indoctrinate themselves into a white structure (such as the Navy) under such trying times as those confused with black pride and racial identity. What I’m trying to get over is the need for a ‘balance’ of thinking which may or may not be needed on your part. I’m assuming, perhaps erroneously, that all of your advisors, your best friends, the people that you most often associate with are white. And, as in the final analysis, all decisions rest in your hands, perhaps it would be best for you to develop some kind of understanding with intelligent black men whom you respect and respect you.
The Admiral replied:
Your letter, I am sorry to say, certainly hit the target—a bull’s-eye. As you pointed out, my most serious problem is putting myself in the shoes—or in the mind—of a man or woman whose background and way of thinking are completely different from mine. I am white, as are practically all of my friends. Though never rich, we have never lacked money for anything important. I have never been barred from a restaurant, never had to explain, or try to explain to my children why they couldn’t use a particular toilet, never had to approach a real estate dealer with a worry as to how much extra my skin color would cost me or in what areas I might not be welcome. My children have had excellent educations and have never been subjected to taunts of other children, etc., etc. Yet, I have a serious responsibility to understand people whose background may be completely opposite to most or all of the above characteristics. It is absolutely essential that I ensure an equal break for all of these people and not just an even break according to cold, written regulations. Let’s face it: these regulations have been written by men with backgrounds similar to my own. When they are applied to people of completely different backgrounds, we face a real problem. On the one hand, we must interpret these rules in terms that are fair and understanding of different ways of thinking. On the other hand, we have a military organization that must treat everyone equally. I sincerely believe that this conflict can be resolved but it certainly is not, and will not, be easy.
Three months after the Wave incident, the first request was received from the media for “a progress report on race relations at Great Lakes.” In mid- October, NBC Chicago asked for an opportunity to visit Great Lakes and do a thorough status report on race relations. The correspondent and crew spent a day filming a monthly CETO meeting and a race relations seminar session. Black sailors were interviewed, films of black products in the Navy Exchange were taken and an interview with Rear Admiral Kauffman was obtained. No restrictions were levied and everyone was encouraged to speak with candor. Rear Admiral Kauffman told the correspondent that he could direct black literature for the library, and could direct that cosmetics for blacks be put into the Navy Exchange, but he could not direct the change of attitudes or develop understanding in others.
Some observers contend that the goal will never be reached. Their views and opinions, expressed verbally or in print, cast a sobering shadow about the Base. Jet magazine, for example, observes that one black sailor isn’t impressed by “a rack full of magazines and a box full of Afro products.” The products are an “attempt to buy us all off with small things while ignoring the larger issue: discrimination.” An underground newspaper in the Great Lakes area accuses a black officer on the race relations team of being “a lackey for the brass.” The publication demands “a say in the administration of the Base and if you don’t give us this, the Base will burn.” CETO members report that black junior enlisted men still complain of discriminatory treatment, of being told to get off the grass while white sailors are permitted to walk across it. Others complain that the communications system from the top down is still faulty and if anything is being done about race relations at Great Lakes “we aren’t hearing about it.” Still others state that “the leadership is poor.”
Yet, the 30,000 officers and men at Great Lakes can see how much has been done through teamwork since that humid night in July.
None among them will disagree that there is still a long way to go. But the philosophy at Great Lakes is to keep trying and work harder. Sooner or later, everyone will realize that the effort is “for real.” When this happens, attitudes will change, thinking will be balanced and understanding will prevail. Navymen will live together with mutual respect to create a newer, stronger, more enduring tradition than before.
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Commander White received his B.A. degree in journalism from Central Michigan University in 1954, and, two years later, his M.A. degree from the University of Michigan. He also holds a Ph.D. in mass communications from Michigan State University. Following graduation from Officers Candidate School, Newport, R.I., in September 1954, he was commissioned in the U. S. Naval Reserve. He then served two years’ active duty attached to the Naval Radio Station, Pearl Harbor, Hawaii. After his release, Commander White spent the next eight years in educational public relations before returning to active duty in 1964, when he received a direct appointment as lieutenant commander. He then served 13 months as Assistant Public Affairs Officer for Commander Seventh Fleet on board the flagship, guided-missile cruiser, Oklahoma City. From there, in June 1965, he was named Assistant Public Information Officer for the Commander-in-Chief, U. S. Pacific Fleet, headquartered in Hawaii. He reported to the U. S. Naval Academy as Public Affairs Officer in August 1966. In April 1969, Commander White became Publc [sic] Affairs Officer for Commander, U. S. Naval Forces, Vietnam. He is now assigned to the staff of Commandant, Ninth Naval District, Great Lakes, Illinois.
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Hobson’s Choice (Women’s Division)
At the Recruit Training Command (Women), in Bainbridge, Maryland, the young enlistee who was designated a non-swimmer upon reporting was probably most in dread of the Pink Elephant at the swimming pool. It was the pink-painted 5-foot tower, from which the recruit was required to jump into deep water as part of the third-class swimmer qualification.
One day the instructor was having difficulty convincing a student to make the plunge. She called the recruit down from the platform and said, “We all know you are frightened, but we wouldn’t ask you to jump if we weren’t sure you could do it. Now, tell me which you are more afraid of, jumping off the Pink Elephant or sitting outside Commander Ducey’s office waiting for a Commanding Officer’s board?”
“Oh, Commander Ducey!” was the recruit’s ready response.
“All right,” replied the instructor, “then get up that ladder and jump off the Pink Elephant.” The recruit quickly ascended the ladder, walked—more slowly—to the edge of the platform, hesitated, and then turned to the instructor and pleaded,
“Tell me some more about Commander Ducey.”
—Contributed by Commander Anne L. Ducey, U. S. Navy
(The U. S. Naval Institute will pay $10.00 for each anecdote published in the Proceedings.)