Downsizing has become one of the defining phenomena of the
post-Cold War era, a trend affecting few sectors of American life
more than the armed forces. Between 1989 and 1996, the active duty
Army was cut back by more than a third, from 770,000 soldiers to
fewer than half a million. Additional cuts are virtually certain to
follow.
How has the Army implemented this mandate to downsize? What
common threads exist between past post-war cutbacks and today's
redistribution of the "peace dividend"? How has downsizing affected
the morale, devotion, and disposition of the Army's officers, whose
commitment to the institution profoundly determines its
effectiveness? Crucially, is it truly possible to institute the
radical transformation that downsizing requires without affecting
the Army's ability to fight and win future wars?
As David McCormick demonstrates in this authoritative volume,
the Army's downsizing is a story of both failure and success.
Unable to make a persuasive case for a larger force, the Army's
leaders made dramatic reductions, particularly among the officer
corps. Though executed with compassion and precision, these cuts
have taken their toll, undermining morale and resulting in
dangerous pathologies which threaten the Army at its core. While
the downsizing of the Army is unique in that it was externally
mandated, the Army's experience is instructive for all
organizations--government, corporate, and nonprofit alike--faced
with the need to streamline their operations.
Basing his conclusions on hundreds of in-depth interviews with
officers across all ranks and senior civilian and military leaders,
as well as exhaustive research with Pentagon documents, McCormick
has given us a definitive portrait of today's U.S. Army in
transition, one that will transform our thinking about both
downsizing and the military.
General
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