... so you can read this:
Challenging the Generals by Fred Kaplan
On Aug. 1, Gen. Richard Cody, the United States Army's vice chief of staff, flew to the sprawling base at Fort Knox, Ky., to talk with the officers enrolled in the Captains Career Course. These are the Army's elite junior officers. Of the 127 captains taking the five-week course, 119 had served one or two tours of duty in Iraq or Afghanistan, mainly as lieutenants. Nearly all would soon be going back as company commanders. A captain named Matt Wignall, who recently spent 16 months in Iraq with a Stryker brigade combat team, asked Cody, the Army's second-highest-ranking general, what he thought of a recent article by Lt. Col. Paul Yingling titled "A Failure in Generalship." The article, a scathing indictment that circulated far and wide, including in Iraq, accused the Army's generals of lacking "professional character," "creative intelligence" and "moral courage."
Yingling's article — published in the May issue of Armed Forces Journal — noted that a key role of generals is to advise policy makers and the public on the means necessary to win wars. "If the general remains silent while the statesman commits a nation to war with insufficient means," he wrote, "he shares culpability for the results." Today's generals "failed to envision the conditions of future combat and prepare their forces accordingly," and they failed to advise policy makers on how much force would be necessary to win and stabilize Iraq. These failures, he insisted, stemmed not just from the civilian leaders but also from a military culture that "does little to reward creativity and moral courage." He concluded, "As matters stand now, a private who loses a rifle suffers far greater consequences than a general who loses a war."
General Cody looked around the auditorium, packed with men and women in uniform — most of them in their mid-20s, three decades his junior but far more war-hardened than he or his peers were at the same age — and turned Captain Wignall's question around. "You all have just come from combat, you're young captains," he said, addressing the entire room. "What's your opinion of the general officers corps?"
Over the next 90 minutes, five captains stood up, recited their names and their units and raised several of Yingling's criticisms. One asked why the top generals failed to give political leaders full and frank advice on how many troops would be needed in Iraq. One asked whether any generals "should be held accountable" for the war's failures. One asked if the Army should change the way it selected generals. Another said that general officers were so far removed from the fighting, they wound up "sheltered from the truth" and "don't know what's going on."
Challenges like this are rare in the military, which depends on obedience and hierarchy. Yet the scene at Fort Knox reflected a brewing conflict between the Army's junior and senior officer corps — lieutenants and captains on one hand, generals on the other, with majors and colonels ("field-grade officers") straddling the divide and sometimes taking sides. The cause of this tension is the war in Iraq, but the consequences are broader. They revolve around the obligations of an officer, the nature of future warfare and the future of the Army itself. And these tensions are rising at a time when the war has stretched the Army's resources to the limit, when junior officers are quitting at alarming rates and when political leaders are divided or uncertain about America's — and its military's — role in the world...
Go ahead and subscribe - this article alone is worth the price of admission. Besides, RUMINT has it the Times will be offering up the same soon for free... And you get Tom Friedman and Nicholas Kristof to boot...