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• W152415948 abstract "THE DOWNSIZED WARRIOR: America's Army in Transition by David McCormick. 280 pages. New York University Press, NY. 1998. $24.95. As the Cold War came to an end, downsizing the US military was both necessary and inevitable. While all of the services were faced with cutbacks, the Army suffered the largest reductions both in budget and in end strength. From 1989 to 1996, the size of the active army dropped from roughly 770,000 to 495,000 soldiers, with additional cuts still projected. Although much has been written on the impact of downsizing on the Army's ability to accomplish its stated missions, little has addressed the human dimension of downsizing. The Dawnsized Warrior. America's Army in Transition seeks to fill that void. A former junior Army officer and Gulf War veteran, author David McCormick's central premise is that the Army's dramatic downsizing, particular in its officer corps, has compromised its institutional health and undermined military effectiveness. However, rather than place blame on political or senior military leaders for allowing these cuts to occur, McCormick contends there are no obvious villains. He sees much of the downsizing decisionmaking process as beyond the control of those forced to execute it and maintains that Army leaders did as well as they could under the circumstances. The failure lies with senior leaders who refuse to acknowledge or take steps to correct the damage done to morale, commitment and other intangibles necessary to a professional officer corps. McCormick proposes his own agenda for reform but indicates he believes such reform is unlikely to occur. While Army leaders' efforts to influence the size or pace of personnel cuts were generally ineffective, they had a far greater role in the practical matters of achieving cuts. McCormick outlines the four principles former Chief of Staff General Carl Vuono and his staff developed to guide personnel reductions: protect quality, shape the force, sustain readiness and demonstrate care and compassion. Implicit concerns over maintaining race and gender equity and improving promotion opportunity and timing also guided downsizing decisions. On the quality issue, McCormick clearly disputes the common perception that the Army lost its best and brightest as a result of the voluntary separation programs. He cites Army Personnel Command data to show that, between 1992 and 1997, roughly 70 percent of the officers who left were from the lower 40 percent of their cohort; only 6 percent of those who left were from the top 20 percent. A lag in cuts in the Tables of Distribution and Allowances structure created some difficulties in shaping the force's composition to meet requirements. Aggregate, Armywide personnel readiness has remained fairly constant, even though some units have experienced short-term personnel readiness problems. Despite Army leaders' success in accomplishing downsizing imperatives, personnel cuts have taken an unhealthy toll on the officer corps' attitudes and behavior. …" @default.
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• W152415948 title "The Downsized Warrior: America's Army in Transition" @default.
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