Conrad “Ben” Baker served as chief of the Counter Insurgency Support Office and created some of America’s most innovative combat equipment.
Conrad “Ben” Baker served as chief of the Counter Insurgency Support Office and created some of America’s most innovative combat equipment.
On 13, OCTOBER 1775 the Second Continental Congress passed a resolution creating official establishment the Continental Navy. They voted to outfit two sailing vessels, armed with ten carriage guns, as well as swivel guns, and manned by crews of eighty, and to send them out on a cruise for three months to intercept transports carrying munitions and stores meant for the British army in America. Dudley Saltonstall, Abraham Whipple, Nicholas Biddle, and John Burroughs Hopkins were named commanders of the new service by Congress. The 24-gun frigates Alfred and Columbus, 14-gun brigs Andrew Doria and Cabot, and three schooners, the Hornet, Wasp, and Fly, were the Navy’s first ships. Commissions were also given to five first lieutenants, including future American hero John Paul Jones, five second lieutenants, and three third lieutenants. Throughout the War of Independence, the Continental Navy sent to sea more than fifty armed vessels. The Navy’s squadrons and cruisers seized enemy supplies and carried correspondence and diplomats to Europe, returning with needed munitions. They took nearly 200 British vessels as prizes, and some of the British Isles themselves, contributing to the demoralization of the enemy and forcing the British to divert warships to protect convoys and thier trade routes. But with the end of the American Revolutionary War, the Continental Navy was disbanded. Then with threats to American merchant shipping by Barbary pirates from four North African States, in the Mediterranean, President George Washington signed the Naval Act of 1794 the act authorizing the construction of the Navy’s first six frigates ? Congress passed a resolution to establish a national Navy that could protect U.S. commercial vessels from attacks by the Barbary pirates in the Mediterranean and nearby Atlantic waters.
WASHINGTON, D.C.— The study and use of history is a critical tool in the Army profession. It helps to inform current decision making, inspires Soldiers to serve, and builds morale and esprit in units.
“History helps us learn from the past, see the present and be ready for the future” said General Paul E. Funk II, Commanding General of the U.S. Army Training and Doctrine Command (TRADOC). “You have to understand your historical roots to become an effective leader.”
At this year’s Association of the United States Army (AUSA) Annual Meeting from October 11-13 at the Washington Convention Center, the U.S. Army Center of Military History (CMH) will host a Kiosk promoting the value of history in the Army. Preparing Soldiers at all levels to be historically minded is a significant role for CMH, an organization within TRADOC.
The Executive Director of CMH, Charles R. Bowery, Jr. points out, “All ranks in the Army, from the most junior trainee to the Chief of Staff, benefit from historical awareness in different ways. Every Soldier should understand that they are serving something bigger than themselves.”
A true understanding of history goes well beyond simply knowing key dates and events. The lessons of history develop critical thinking skills in Soldiers as they understand the reason why and how events unfolded in the past and their connection to today. It develops a more informed use of actionable history in current staff planning and decision making.
According to Dr. Peter G. Knight, Chief of Field and International History Programs at CMH, “We frequently respond to requests for information about historical events to help develop viable courses of action for Army leaders.” Knight recommends all Soldiers can use existing programs within the Army to improve their historical perspective. “There are professional military education courses and leader developmental programs like staff rides that can hone critical thinking skills.”
Staff rides are a unique and persuasive method of teaching the lessons of the past to the present day leaders. They can bring events to life and provide a greater understanding of tactics, leadership, strategy, communications and the psychology of Soldiers in battle. The staff at CMH develop and lead staff rides for U.S. Army organizations and provide detailed staff ride pamphlets online for free downloads.
Beyond decision making, history is also a key part of many aspects of a Soldiers career from understanding the rich heritage of his or her unit to accessing VA benefits as they transition to civilian life. Knight says, “A unit history program not only helps build esprit de corps, but it helps ensure unit awards and unit campaign participation credit are up to date.”
History also builds morale and helps to inspire men and women to serve by providing examples of those who exemplify Army values. “It connects Soldiers to their unit through activations, lineage and honors, unit decorations, and unit heritage” Knight said.
Leader support for the Army History Program will improve the understanding of history and its essential application in all units. Key elements of the program include assigning unit history officers, including Command Historians as part of staff functions and the use of Military History Detachments. Knight says “If you ever asked your staff if a certain situation has happened before or how did we handle a situation in the past, then you need a unit historical program.”
Other ways to expand historical mindedness is accessing the publications and research resources on the CMH website. Bowery also points out that “The Chief of Staff’s professional reading list is the best place to start. CMH and Army University Press also have thousands of free publications that Soldiers can access.”
The value and benefits of using history in the Army are significant factors to the success of units and individual Soldiers careers. The Center of Military History is a valuable resource with multiple tools that are available to all Army units and personnel.
“The Center of Military History can do all sorts of things for a leader development program, they can provide staff rides, they can provide lessons learned, and they can be the historical reference you need.” GEN Funk said.
By Francis Reynolds
Additional Resources:
Everyday marks an anniversary of a significant event in American military history, but today stands out among them.
On this date in 1993, US service members were engaged in what is now known as the Battle of Mogadishu. A joint organization was formed named ” TF Ranger” to deploy to Mogadishu, Somalia in support of a UN-led humanitarian mission. Already having conducted operations for some time, on 3 October they raided the city’s Olympic Hotel in order to capture key leaders of the Aidid Militia.
Unfortunately, during the exfil portion of the raid, a battle ensued which claimed the lives of 18 Americans and wounded another 73. Additionally, CW3 Michael Durant was captured by the Aideed militia. Fortunately, Durant was later repatriated and went on to retire from the 160th.
Of the men killed that day, two would be awarded the Medal of Honor, Delta Operators Gary Gordon and Randy Shughart, for their selfless efforts to protect Durant after his aircraft, callsign Super 64, was shot down.
Recently, the US Army reevaluated the awards presented to the participants of that battle and amongst the Ranger element, upgraded 60 veteran’s awards including 58 Silver Stars and two Distinguished Flying Crosses. The order of battle included other organizations and their Soldiers will soon receive similar upgrades.
If you are unfamiliar with the events, one of the best accounts of the battle is contained in the book, “Blackhawk Down” by author Mark Bowden. Much of the information was serialized prior to the book’s publication in the Philadelphia Enquirer. Later this was made into a movie bearing the same name.
Please take a moment to remember these men and their sacrifice.
Additionally, the 75th Ranger Regiment was created on this day in 1984, with the stand up of its 3rd Battalion. Almost four decades later, the Ranger Regiment boasts boasts five battalions of some of the most elite warriors on the face of our planet.
Major General Orde Wingate has memorials in England, Israel, and Ethiopia. Though he was unorthodox, erratic, and difficult to work with, many admired his eccentricities. Wingate, who ate raw onions for their health benefits and who cleaned himself with a hairbrush of sorts, also believed, quite openly, in his superiority. This, along with his sometimes-disheveled looks and foul body odor, alienated more than a few of his commanders and colleagues. He was also known for being in his tent completely naked and running staff briefings. The most well-known of his contributions is his creation of the Chindits battalions for deep-penetration missions into the Burmese jungles behind Japanese lines. The missions’ effectiveness is a matter of debate, but Wingate’s exploits have secured him a place as a legend, if a very odd one. Wingate was born on February 26, 1903, in India to a British army officer. He had six siblings, so they were with him for most of his childhood. The family moved to England before 1916, and Wingate attended formal education in England.
In 1921, he was accepted to Woolwich Military Academy, where he studied infantry and artillery tactics. He was known to be rude, obstinate, and intolerant. He excelled in horseback riding at the Military School of Equitation. Because of this skill, he was promoted to the cavalry. Throughout his early career, Wingate always tested people. It was often because he rubbed people up the wrong way and didn’t conform to the “old boys’ network” that the officer class of the British Army consisted of in those days. In 1928, he was sent to Sudan to keep an eye on possible uprisings against British colonial rule and map it. Wingate traveled to Sudan by bicycle and then took a boat from Yugoslavia to Cairo, Egypt. He reached Khartoum and was eventually transferred to the Sudanese Defense Force. Most officers would’ve considered this a black mark on their career, but he thrived in Sudan and the harsh environment, considering it a challenge and a way to “toughen up.” He served in the East Arab Army and commanded units patrolling Ethiopia’s border, preventing the trade in black slaves and ivory. He enjoyed being out on the trail. He was unpopular with other officers due to his abrasive personality.
Next, Wingate went to the British Mandate for Palestine (today’s Israel). There, he was decidedly pro-Jewish in a majority Arab country and in an army where many of the officers did not like the natives, either Arab or Jew. He proceeded to get involved in the Jewish communities, their leaders, and Zionist movements. Wingate believed that it was his religious obligation to support the creation of a Jewish state. He pushed the boundaries of his duties, and some say he exceeded them, helping militant Jewish groups with money, arms and intelligence. With the reluctant support of General Archibald Wavell, Wingate aided militant Jewish groups in attacks against Arab militants during the Arab uprisings of the late 1930s.
To fight the Palestinian Arab guerrilla forces in the area, Wingate suggested to Major General Archibald Wavell (commander of British troops in the area at the time) the idea of commando units of British and Jewish troops to counter raids, saboteur operations and find the villages where the guerrillas sought refuge. Wavell approved, and Wingate formed the Special Night Squads from volunteers in the British Army and Haganah, the Jewish paramilitary force that was the precursor to the Israeli Defense Force. For his actions in Palestine, Wingate was awarded the Distinguished Service Order and became a hero in the Jewish community. He is still remembered in Israel to this day for his huge role in training Haganah forces. After England was drawn into World War II, he was sent to Ethiopia to organize a guerrilla force around the Ethiopian emperor, Haile Selassie. The Italians had conquered the country of the latter in 1936-37. The “Gideon Force” was a group of irregular troops that shared Wingate’s vision for the irregular forces and fought with him in Palestine.
Like many “different” individuals throughout the history of military service, Wingate inspired either complete disdain or total loyalty, and most of his loyal followers followed him to Ethiopia and beyond. Gideon Force, made up of British, Ethiopian, and Sudanese soldiers, soon ran the Italians ragged, and in a war that they were ill-equipped to fight, forced the Italian forces of 2,000 men to surrender to their 20,000 in 1941. Emperor Haile Selassie was another man who admired Wingate and looked upon him favorably. In February 1941, Wingate created his new command. Requested by the new commander-in-chief of Middle East Command, Wavell, to fight the Italians in Ethiopia, Wingate traveled to Sudan and formed the Gideon Force. The Gideon Force was named after the biblical Judge who defeated a large army with a small army.
Wingate’s Gideon Force, numbering about 1,700, moved behind enemy lines and attacked supply lines while working with local militias to attack Italian forts. Operation Gideon Force was successful in the end, due to the surrender of 20,000 Italian troops. Wingate accompanied Emperor Haile Selassie on his return to Addis in May 1941. He was awarded his second unit citation for his exemplary service. In both Palestine and Ethiopia/Sudan, Wingate’s relationships with local communities and populations were seen by other officers as highly inappropriate. This, combined with his official reports in which he often railed against other officers and the higher command, hurt his chances at promotion and led to him being moved frequently.
Also, there was the issue of his eccentricity, which included wearing a wreath of raw onion and garlic around his neck, which he would frequently chew into and greet guests to his command tent while entirely naked. Wavell established an affinity for Wingate and his creativity, and when he became commander of the South East Asian Theatre, he helped Wingate secure a command. Reports of Ethiopia reached Winston Churchill, searching for innovative and creative ways to take the war to the enemy. This allowed him to get an audience with Churchill, who was impressed by the idea and asked that he come up with a plan. Wingate arrived in India in March of 1942 to become a colonel for the British shortly before India’s Japanese takeover. Wingate commanded the Indian 77th Infantry Brigade and trained them in the art of jungle warfare. With this training, he learned to camp in the jungle during the monsoon season, which led to hundreds of men getting sick. Wingate believed exercise and mental strength would boost one’s resistance to infection. However, his eccentricity directly led to poor managerial decision-making.
Wingate was ordered to form a group of guerrilla-style fighters to take the battle behind Japanese lines to disrupt communications, gain intelligence, and force the Japanese to divert troops that might be needed in more strategic areas. To create the “Chindits,” Wingate copied the Burmese word for a mythical, fearless lion. The first Chindit mission in February 1943 was a failure. The Chindits made trouble for the Japanese behind their lines in Burma, but poor logistics and underestimating how mobile the Japanese were forced the Chindits back to India in March. They had pushed too far into Japanese territory, and when they attempted to retreat, the Japanese surrounded them. Wingate split-off his men into smaller groups and arranged them to expedite their return. Through the war’s remainder, the Wingate Troop’s survivors trickled back to India. The loss of one-third of the men raised the morale of the other troops. They were encouraged by this, and it boosted confidence further. Wingate was given another opportunity to the situation.
Wingate was given overall command of six whole brigades and the mission. Two were dropped via gliders during World War II into Burma behind enemy lines in March. Those men cleared landing strips so other aircraft could land. Though many officers argued that the mission took the most battle-hardened troops away from the front line of battle, as the Japanese tried to push into India, they were constantly distracted by the Chindits, which delayed their advance. The Japanese attempted to isolate the small force, using three infantry divisions to chase a force of perhaps 8,000 men (the force increased in size to about 12,000 in 1944). In 1944, the Chindits penetrated deep into Burma and found strong points deep in the jungle, from which to strike out and harass the Japanese. This strategy was so successful that the Japanese decided to eliminate the threat from the Indian border. This resulted in significant battles at Imphal and Kohima, some of the most brutal fighting in that theater. Throughout the process, the Chindits harassed the Japanese column, weakening them for the decisive battles.
The Japanese commander, Mutaguchi Renya, said that he would have likely achieved a Japanese victory had he not been forced to put up a fight against the Chindits. Wingate’s force definitely contributed to Burma’s victory, even though their achievements may have been overstated. When his plane crashed on March 24, 1944, Major General Wingate was on his way to inspect his troops in the Burmese jungle. Three British officers, as well as the American pilots, died in the incident. Their remains were archived in India. Following their deceased relatives’ wishes, they were subsequently interred in the United States at Arlington National Cemetery. The Chindits continued under other commanders until the end of the war, using Wingate’s tactics, who is still considered one of the most innovative tactical strategists of the 20th century. Wingate is regarded for his unorthodox approaches to unconventional warfare and as a very unusual man. But he was also one of the best wartime leaders and innovators of WWII.
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The Silent Warrior Foundation recently held their Whiskey & War Stories event honoring Operation Eagle Claw, the 1980 raid into Iran to rescue American Hostages. Part of the project is to capture history and they’ve done a great job with these short interview videos.
In this initial video Delta Operator Nick Nickel (CSM, Ret.) discusses his observations of the collision at Desert One.
FORT BELVOIR, Va. — Two decades ago as the nation reeled from the terrorist attacks on Sept. 11, 2001, a unique team of search and rescue Soldiers put their training to work at the Pentagon when they were needed the most.
The effects of that Tuesday morning left a lasting legacy on the Army’s Military District of Washington Engineer Company. Years later, the unit was renamed the 911th Technical Rescue Engineer Company for its efforts that day.
As flames and black smoke billowed from the Pentagon, the team rushed to the disaster site without waiting on orders and spent 10 days engaged in search and rescue operations.
Soldiers from the 911th TREC come from a variety of backgrounds — combat engineers, firefighters, horizontal and vertical construction engineers and various support specialties — who receive training and certification as rescue technicians and mine rescuers.
The 911th TREC is the only technical rescue company in the Department of Defense and its Soldiers train for “the nation’s darkest day daily,” said Capt. Joseph Thomson, its commander.
That September morning
On Interstate 395, a congested spur route connecting Virginia to Washington, D.C., Dewey Snavely was on terminal leave and adjusting to civilian life. The sergeant took a job at Sunbelt Rentals, a construction equipment rental company in Springfield, Virginia.
That morning he had already made a delivery to a nearby construction site and was heading to the next place on their schedule.
While driving, he listened to the radio as the situation unfolded in New York City, where a plane had struck the north tower of the World Trade Center. At first, many speculated the ways it could have been an accident.
But Snavely said he began to think the worst. His gut feeling was all but confirmed shortly after when a second jetliner struck the south tower.
Snavely asked his coworker, Dan, if driving into Washington, D.C., was the best idea, he said. Since the incident seemed limited to New York, his coworker believed it would be OK, so the pair continued their schedule.
Their next stop was on Shirlington Road in Arlington, roughly 3 miles from the Pentagon. That’s where they heard a low-flying plane soar overhead, Snavely said. Although hearing takeoffs and landings near the Reagan National Airport was common, it was never this loud.
Unbeknownst to Snavely, he heard American Airlines Flight 77 as the hijacked jetliner headed toward the Pentagon.
“We looked up, then kind of looked at each other,” he said. “[I thought,] ‘what the hell is that [pilot] doing?’ I’ll never forget the sound of the engines throttling back when they’re decelerating.”
Less than a minute later, Snavely heard AA 77 explode into the Pentagon’s western wall, killing everyone on board and 125 in the building. Black smoke filled the sky.
Snavely knew his terminal leave was over, and even if it wasn’t, he had a job to do.
Weeks before, Snavely had turned in all his Army gear, but he knew once the Pentagon was under attack it was time to turn around, head to Fort Belvoir and do what he was trained for, he said.
‘A quick response’
Around this time at Fort Belvoir, the rescue unit’s Soldiers were well into another training day.
“We [already] did all of our in-house training, from rope rescue to confined space to collapse structure, to shoring anything in that nature,” said Fred Brown, then a senior noncommissioned officer, who now works as a Fairfax County Government project manager.
It was just before 9 a.m. and Brown was preparing for his next training class when the news coverage from New York caught his eye.
A group of his Soldiers was on their way to a funeral service less than an hour away at Quantico. Brown called back the Soldiers, but with the incident occurring in New York his leadership insisted they continue.
That changed at 9:37 a.m. when five men affiliated with al-Qaeda deliberately flew AA 77 into the Pentagon, matching the tactic in New York. The unit would be tested for the first time.
Brown quickly called the squad back from Quantico and “got everything together,” he said. “We were prepared to move within an hour.”
America under attack
An initial team flew by helicopter with a sling load of basic search and rescue equipment, but was asked to land because the last hijacked plane was still in the sky, Brown said.
So, the team pre-staged at Fort McNair in Washington, D.C. At Fort Belvoir, roughly 30 minutes south, more Soldiers loaded equipment into Humvees intended to rescue lives, said Snavely, who met with Brown on the ground.
Brown and Snavely left Fort Belvoir by Humvee before the main body to access the George Washington Parkway and met with the advanced team at Fort McNair.
When the unit arrived at the Pentagon, “there was a bit of chaos,” Brown said, adding that the incident commander expected them. The bulk of their unit arrived shortly after and they were joined by local, state and federal responders.
“While waiting on the main body [of the unit] to show up, we took the first squad into the building to do an initial search and rescue,” Brown said. “This was after everybody that was going to come out, could come out.”
As the fires blazed, it was still unclear how bad things were inside the building. But according to Brown, that was when their training kicked in. The untested unit was ready for the challenge.
“I didn’t think of anything except making sure that my guys were suited up correctly,” he said. “We were supplied with air apparatuses, and we went in and did the search.”
As horrific as the scene was, it was personal for Brown on another level.
“My mother-in-law was in the building somewhere,” he said. But “I didn’t know exactly where she was in relationship to the plane or where the plane went in.”
Cellphone technology was relatively new, Brown said, and even today the Pentagon’s thick walls hinder most personal phones. As more information became available, the situation for Brown’s family became grimmer.
“Sgt. Brown and I looked at where the plane hit, and relatively knowing where she worked,” Snavely said. “Nobody [had] heard from her, but her car was still in the parking lot.
“The plane hit and went right through her office. She was in the Army’s Budget Analyst’s Office. I got ahold of my father-in-law and he told me what room she was in. I had to notify him that if he hadn’t heard from her, she probably wasn’t alive anymore.”
Later, it was confirmed that Brown’s mother-in-law was killed. He would eventually locate her, although only “90% sure it was her,” he said, after his team spotted her personal effects, like her purse and government identification card.
The darkest day
“It was a living hell,” Snavely said. “When we first went in, there had been water sprayed on the building for so long, there was so much water in between the corridors, walkways had filled up with water.”
The water had nowhere to drain. Debris was everywhere, including parts of the plane, building and victims.
“Whenever we found human remains, we informed the [Federal Bureau of Investigation] because, by now, it is a known terrorist attack,” Snavely said, adding the FBI required them to mark where they spotted causalities to help identify them.
Snavely vividly remembers finding three Army officers, all face down, in an inner corridor. All three were intact, but appeared to have died instantly. He checked their wallets to identify them, then notified the FBI, he said. It would be the largest investigation in the bureau’s history.
From “the best that I can remember, everybody that we found died in the impact,” Snavely said. Although news footage would replay images of personnel running out of the building, they were all out by the time the Soldiers entered the building.
The recovery site was not like the others the unit trained for, such as responding to a natural disaster.
The heavy loss of life weighed on the Soldiers, who “were feeling a lot of disappointment,” Brown said, especially given how hard they trained to save lives. The Soldiers faced the realization they probably would not find anybody alive.
This was stressful for a unit that trains to rescue, Brown said. As the body count rose, it became more and more challenging to stay motivated.
“[We’re] search and recovery, but we switched into recovery mode only,” Brown said. “We just dealt with it. Many of the young Soldiers were recovering unrecognizable bodies, often unable to decipher burnt insulation from the flesh.
“It was hard on them,” he added. “I made them understand I appreciate what they’re doing, the country appreciates what they’re doing and to let me know if there are any issues they’re having.”
Always on call
However difficult the following days would be, one silver lining that always stuck with Snavely and Brown was how well trained the unit was, they said.
“We had a mission to do, we had a job to do and we went forward and we executed that job,” he said. Even though “I was on terminal leave, I couldn’t imagine not being there.”
According to Brown, the unit’s challenging, realistic training is why nobody from their team was hurt during the dangerous response effort.
“Everyone functioned as they should have,” Brown said, and “a lot of them continued in the military.”
Heading into the Pentagon mission, “we were an untested unit,” he added. “This unit was never in this situation before. Nobody knew exactly what we would face.”
In all, nearly 3,000 people died that morning in New York, Arlington and Pennsylvania. Decades later, the unit still maintains a high level of training and stands ready to be called on again.
“Soldiers train on five technical rescue disciplines,” Thomson said. “Those include rope rescue, confined space rescue, structural collapse, mine or tunnel rescue, and trench rescue.”
Today’s search and rescue Soldiers maintain readiness by aligning their training needs around their technical rescue disciplines, the captain added.
“It’s an honor to serve as the commander of the 911th, especially on the 20th anniversary of Sept. 11, 2001,” Thomson said. “This organization has deep roots and traditions that we always look to honor and uphold.”
In 2006, the unit was redesignated as the 911th to commemorate their recovery efforts at the Pentagon.
Since the attack, “the unit has grown by leaps and bounds,” Brown said. “They’ve gained equipment that we only dreamed of. It’s amazing to see how far they’ve come.”
Those leaps and bounds are a direct reflection of how they performed, he said.
“The biggest thing that I’m proud of is how well our training paid off,” Brown said, regarding the Pentagon mission. “The Soldiers that went in there performed their duty, and they did it well.”
By Thomas Brading, Army News Service