Hope on the Battlefield Military leaders know a secret: The vast majority of people are overwhelmingly reluctant to take a human life.

Hope on the Battlefield

Military leaders know a secret: The vast majority of people are overwhelmingly reluctant to take a human life.

During World War II, U.S. Army Brigadier General S.L.A. Marshall asked average soldiers how they conducted themselves in battle. Before that, it had always been assumed that the average soldier would kill in combat simply because his country and his leaders had told him to do so, and because it might be essential to defend his own life and the lives of his friends.

Marshall’s singularly unexpected discovery was that, of every hundred men along the line of fire during the combat period, an average of only 15 to 20 “would take any part with their weapons.” This was consistently true, “whether the action was spread over a day, or two days, or three.”

Marshall was a U.S. Army historian in the Pacific theater during World War II and later became the official U.S. historian of the European theater of operations. He had a team of historians working for him, and they based their findings on individual and mass interviews with thousands of soldiers in more than 400 infantry companies immediately after they had been in close combat with German or Japanese troops. The results were consistently the same: Only 15 to 20 percent of the American riflemen in combat during World War II would fire at the enemy. Those who would not fire did not run or hide—in many cases they were willing to risk greater danger to rescue comrades, get ammunition, or run messages. They simply would not fire their weapons at the enemy, even when faced with repeated waves of banzai charges.

Marshall’s suggestions. According to studies by the U.S. military, these changes resulted in a firing rate of 55 percent in Korea and 90 to 95 percent in Vietnam. Some modern soldiers use the disparity between the firing rates of World War II and Vietnam to claim that S.L.A. Marshall had to be wrong, for the average military leader has a hard time believing that any significant body of his soldiers will not do its job in combat. But these doubters don’t give sufficient credit to the revolutionary corrective measures and training methods introduced over the past half century.

Manufactured contempt

In 1988, a major study by Jeanne and Steven Stellman at Columbia University examined the relationship between PTSD manifestations and a soldier’s involvement in the killing process. This study of 6,810 randomly selected veterans is the first in which combat levels were quantified. Stellman and Stellman found that the victims of PTSD are almost solely veterans who participated in high-intensity combat situations. These veterans suffer far higher incidence of divorce, marital problems, tranquilizer use, alcoholism, joblessness, heart disease, and ulcers. As far as PTSD symptoms are concerned, soldiers who were in noncombat situations in Vietnam were found to be statistically indistinguishable from those who spent their entire enlistment in the U.S.

During the Vietnam era millions of American adolescents were conditioned to engage in an act against which they had a powerful resistance. This conditioning is a necessary part of allowing a soldier to succeed and survive in the environment where society has placed him. If we accept that we need an army, then we must accept that it has to be as capable of surviving as we can make it.

But if society prepares a soldier to overcome his resistance to killing and places him in an environment in which he will kill, then that society has an obligation to deal forthrightly, intelligently, and morally with the psychological repercussions upon the soldier and the society. Largely through an ignorance of the processes and implications involved, this did not happen for Vietnam veterans—a mistake we risk making again as the war in Iraq becomes increasingly deadly and unpopular.