Americas Defense Meltdown - IT Acquisition Advisory Council

58 • Leading the Human Dimensions Out of a Legacy of Failureized by the Defense Officer Personnel Management Act of 1980 (DOPMA). Continualadaptation by the personnel system has retained its core legacies. 14In the early days of the Cold War, the Army continued to evolve a personnel systemto meet the needs of a future war. This system, which was promulgated in OPA 47,was strongly influenced by the determination that, in a future total mobilization, theservices must not have the problems they experienced at the start of World War II.The Army, in particular, had had two major problems in expanding from fewerthan 200,000 regulars in 1936, to 1.6 million in December l941, to 8.3 million in Mayl945. First, the Army did not have enough trained officers at the middle and upperlevels to take on the responsibilities of a much larger force. Second, it had too manyolder senior officers. During the war the Army responded to these problems, first bycentralizing authority to compensate for the lack of experienced officers and, second,by forcing many older officers to retire.The post-war solution to the first problem was to create a bulge of middle-gradeofficers who were “qualified” to take on the additional duties associated with a largescaleexpansion of the force. This policy was built into OPA 47, under which it becamethe responsibility of the centralized personnel system to ensure that officers werequalified to meet mobilization demands. Given the uncertainties associated withmobilization, this translated into a demand for “generalists.” 15Individual Evaluation SystemsThe Army has embraced some form of written evaluation since the early 1800s, andin subsequent years this report has proved to be the only tool used to evaluate theperformance and potential of officers. There have been attempts to broaden the basisof promotion, however. In 1881, upon the founding of the School of Infantry andCavalry, the future Command and General Staff College, at Fort Leavenworth, Kan.,reformists, known as “Uptonians” after Gen. Emory Upton, surfaced who attemptedto implement the use of formal and objective examinations using the Prussian militaryas a model.This move to establish professional standards was severely resisted by most ofthe officer corps. The hue and cry was the practice was “undemocratic” and unfair.In reality, it was because the majority of officers, except for graduates of West Point,were largely uneducated, especially in the art of war. Examinations would exposethe weakness of the officer corps and the Army in the knowledge of their professionto Congress as well as the public. 16This cemented the tradition of resisting professionalism and intellectual achievement.It remained dominant until after World War II, and resistance is still seen today,where the only personnel tool-of-comfort for evaluations is subjective and easily controlled,manipulated and massaged by centralized promotion boards. Those serving onthat board ultimately fall prey to picking those who most resemble the board members.