How to restore honor culture in the US military



The next time one hears of virtue, honor, and “the profession of arms” in the U.S. military, one should ask whether those words still mean anything.

Consider a military in which the highest flag ranks sell influence for future employment, commanders conspire to steal optics before deployment, soldiers loot their own supply rooms, chiefs sell night-vision devices online, officers defraud grieving families, and bureaucrats steal money meant for military children.

Petty theft below, influence peddling above, and a thick frosting of platitudes about honor everywhere.

It sounds like Russia — a kleptocratic band of mercenaries where the uniform is just another way to get paid. The officer corps that emerges from this culture is not simply politically adrift, but morally unformed.

Institutions designed to form officers became institutions designed to credential them.

As Alasdair MacIntyre argued in "After Virtue" — the most important book the military profession has not read — although we still use the words “honor,” “duty,” and “integrity,” we have lost the traditions that gave those words their content.

We are, MacIntyre argues, like the survivors of a catastrophe who have salvaged pieces of a scientific textbook without retaining the theories that made them coherent. This describes the average Army values poster.

The loss of the military’s honor culture is exemplified in its typical response to an ethics scandal, which follows a predictable liturgy. A stand-down is called for. A policy is updated. A general delivers remarks about what the uniform represents. Yet nothing changes because the problem is not a deficit of information. It is a deficit of formation.

MacIntyre’s insight is that virtue and honor — the public recognition of virtue — cannot be transmitted through instruction alone. They require practices: socially established, cooperative activities with internal standards of excellence conducted within institutions that have a coherent sense of purpose.

Honorable officers are made by placing them inside a community where virtue is demanded, rewarded, and — critically — where its absence is punished publicly and without mercy.

The Army values and their equivalents are the ghosts of morality: a past civilization’s catechism recited by an institution that can no longer summon the world that made them intelligible.

The linguistic evidence is all around. No one says “that’s dishonorable” anymore — not in barracks, not in the Pentagon, not in the pages of professional military journals. The word survives only as a legal term, a bureaucratic category. As something one man could say to another’s face and have it land, honor has been mocked entirely out of the language.

You can call a fellow officer unethical, unprofessional, or toxic. But call him dishonorable, and you sound like you wandered in from a Patrick O’Brian novel. MacIntyre’s point drives this home: An institution cannot enforce a norm whose name has become a joke.

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Jordon R. Beesley/U.S. Navy/Getty Images

Honor factories

It was not always this way. For most of American military history until very recently, West Point and Annapolis stamped honor into young men through consequences so immediate and so public that the culture became self-enforcing. A cadet who lied, cheated, or stole did not receive counseling or remedial training. He was gone, and the entire corps knew what had happened and why.

Honor functioned because shame functioned, and shame requires witnesses.

The results were not incidental. The officer corps that fought from Cold Harbor to Normandy was decisively shaped by such institutions. These were not perfect men. But they were men whose relationship to honor had been formed by years of practice.

At the service academies, honor adjudication has become increasingly legalistic, with due-process protections, administrative review, and all sorts of punishment short of separation now built into the system.

The total institution — Erving Goffman’s term for an organization with sufficient control over its members’ lives to form their character — is systematically liberalized into an expensive state college with uniforms. Honor talk remains in the brochure, but the machinery around it treats dishonor as an adjudicative problem rather than a communal rupture.

No civilizational catastrophe forced a reckoning with what courage and loyalty meant. In conditions of relative peace and institutional stability, the honor culture of the services was eaten away within a single generation.

The post-Vietnam civilianization of military culture brought enormous external pressure to make the academies more like the universities they competed with for talent. Overreaching judicial decisions through the 1970s and 1980s extended due process protections to cadets that made swift, public expulsion essentially impossible.

The rise of diversity, equity, and inclusion in the 1990s introduced the concern that strict honor enforcement produced disparate outcomes that disadvantaged certain populations.

Each of these pressures was arguable in isolation. Taken together, they achieved something none of them individually intended: institutions designed to form officers became institutions designed to credential them. Formation requires the authority to demand, correct, and, if necessary, expel. Credentialing requires only that the student complete the program.

The good news is that these are policy choices, and while they can theoretically be reversed, they will be difficult to undo. Unlike military revolutions of the past, which left wreckage that demanded reconstruction, this one is comfortable — and lucrative.

Rebuilding the culture

The service academies are the only total institutions remaining in the American military enterprise. If honor cannot be rebuilt there, it cannot be rebuilt anywhere — because nowhere else in the military does an institution have sufficient formative authority to do the necessary work.

What restoration looks like is not complicated. Public consequences for honor violations being swiftly administered and witnessed by the community. Superintendents having the moral courage to empower an honor system run by cadets with genuine authority to separate their peers, not a board whose findings are subject to administrative review and legal appeal.

A culture in which the response to a classmate’s dishonor is not sympathy but shame — for him and, if they tolerated it, for those around him.

The non-toleration clause of the honor code — a cadet will not lie, cheat, steal, or tolerate those who do — was once the Sword of Damocles. It made the entire corps complicit in enforcement rather than being diluted by heavy-handed oversight.

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Paul Marotta/Getty Images

When a cadet violated the honor code at the Virginia Military Institute, the cadet commander would formally assemble the corps and announce: “Cadet X has been found guilty of an honor violation. His name will never again be spoken within the walls of this institution.” And then the drumming out — the cadet was brought to the center of the quad, marched to the gate, and thrown out.

In 2021, amid legal concerns and political pressure during a state-ordered racism investigation, VMI stopped naming expelled cadets during the drum-out.

Shame requires an audience. When you remove the audience, you remove the shame. When you do that, you remove the social technique that humanity used for thousands of years to enforce honor from the inside out rather than ineffectively from the top down.

Consequences must communicate to every observer that dishonor is not a career setback but social death. The burden of proof is entirely on those who would defend the present arrangement, which produces flag officers who leave public service under a cloud, pass through a mild embarrassment ritual, and reappear almost immediately as best-selling authors, board members, fellows, or global-security sages.

The academies cannot do this alone, and no honest argument claims they can, but they are the only place left where the military has the authority to begin.

When institutions fail to enforce virtue through honor, the only remaining answer is the man who enforces it from within — who understands that he cannot be responsible for the Army, but is unconditionally responsible for himself and refuses to be complicit in his own degradation.

The ultimate purpose of the service academies is to produce military officers who win without losing their souls in the process. We are not made to be machine men with machine hearts. We were made for something greater.

What is required is deep and far-reaching — a national renaissance, a rebirth on the 250th anniversary of America, out of the conviction that there are things worth being, not merely things worth having.

Editor’s note: This article was originally published in the American Mind.The opinions expressed are those of the author and do not reflect the views or positions of the U.S. Army, the Department of War, or any part of the U.S. government.

Teen thug points gun in face of Marine Corps veteran, demands his car keys. But punk definitely picked wrong victim.



A teenager was caught on surveillance video pointing a gun in the face of a U.S. Marine Corps veteran and demanding his car keys in Maryland earlier this week, but things didn't work out so well for the punk — or his three friends.

Jheyco Borda — who was trained in hand-to-hand combat while in the military — told WTTG-TV he was working on his pickup truck near Oxon Hill High School around 4:30 p.m. Wednesday when four teenagers approached him on the sidewalk.

'Once a Marine, always a Marine.'

Borda told the station the suspects — all of whom were dressed in hooded sweatshirts — approached him and demanded his car keys, phone, and other valuables.

WTTG said surveillance video showed one of the teens — dressed in red, white, and blue — pulling out a handgun and pointing it directly at Borda’s head.

However, the station said the gun-toting suspect became distracted for a split second — and Borda said that was all the time he needed to put his military training into practice and fight back.

Borda told WTTG he quickly disarmed the teen — and then his brother noticed the dust-up and ran over to assist.

Video shows that during the struggle, the suspect's gun discharged, the station said.

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No one was hit by the gunfire, WTTG said — instead the bullet struck Borda's truck and left a visible hole.

The station said that as the fight continued, another suspect tried to jump in, but Borda’s brother turned and grabbed him.

The brothers, in the end, managed to pin down the suspects until Prince George’s County Police officers arrived at the scene and took them into custody, Borda told WTTG.

The station said all four suspects were behind bars.

Police are asking anyone with additional information about the incident to contact them immediately, WTTG said.

In the aftermath, Borda told the station: "Once a Marine, always a Marine."

"I'm feeling grateful," the veteran added to WTTG. "I'm still here, safe, with my family."

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The US military needs to adapt to modern warfare



The conflict in Iran has put a spotlight on the vulnerabilities of fossil fuels. Over the last few weeks, we’ve watched the Strait of Hormuz close, cutting off 20% of the world’s oil supply and resulting in a 55% jump in oil prices. Every industry is feeling the impact of this. But no sector is more exposed than defense.

The U.S. military is the largest single institutional consumer of oil on the planet, and right now, that's a strategic problem.

Modern warfare is increasingly fought by small, agile teams using robotics and autonomous systems on discrete, short-duration missions.

Estimates report that the United States armed forces consume approximately 4.6 billion gallons of fuel per year. If the Pentagon were a country, it would rank among the top 60 oil-consuming nations on earth. That demand doesn't pause during a geopolitical crisis.

What the Hormuz disruption exposed is a fundamental issue: The machines that project force are the same machines most vulnerable to fuel supply disruption.

The true cost of a gallon

The cost of military fuel is much deeper than a dollar amount. Defense logistics professionals use a metric called the fully burdened cost of fuel, which accounts for procuring, transporting, and protecting a gallon of petroleum from the point of purchase to the point of use.

In some cases, the cost has been reported as high as $1,000 per gallon when shipping to the theater of war in the Middle East. In future major contested conflicts (particularly in the Pacific), fuel logistics could be pushed to the breaking point, with the challenges far greater than those faced in Iraq and Afghanistan.

We aren’t just paying for fuel in dollars. Fuel convoys cost lives. According to an Army Environmental Policy Institute study, U.S. forces sustained one casualty for every 24 fuel and water resupply convoys in Afghanistan. Between 2003 and 2007, an estimated 3,000 American soldiers and contractors were killed or wounded in attacks on fuel and water convoys.

The reason those convoys were so frequent comes down to raw consumption. A large Army division may use up to 6,000 gallons of fuel per day. The M1 Abrams tank gets less than 0.6 miles per gallon. The Army's generator fleet, which powers lighting, communications, and base operations at forward locations, consumed approximately 357 million gallons per year during peak wartime operations in Iraq and Afghanistan.

Rethinking energy at the edge

Addressing this challenge requires rethinking not just how energy is sourced, but how much of it we need in the first place, where it's going, and what we’re using.

The U.S. military spent an estimated $20.2 billion annually on air conditioning structures in Iraq and Afghanistan, making heating and cooling one of the largest energy expenses on a forward operating base. Simple interventions like spray foam insulation can cut climate-control costs by 50%, according to Army research at the National Training Center. Less demand means fewer convoys, fewer casualties, and greater operational freedom.

Modern warfare is increasingly fought by small, agile teams using robotics and autonomous systems on discrete, short-duration missions. Military logistics are evolving to match, minimizing the need to resupply fuel to smaller, distributed bases.

On the supply side, the answer isn't a single alternative fuel. It's an all-inclusive energy strategy: small-scale nuclear, solar paired with battery storage, hydrogen, wind, and hybridized fossil fuel generators working in concert.

Some real-life examples of this strategy include:

  • Nuclear microreactors as part of the Pentagon's Project Pele have demonstrated that a reactor powerful enough to run a forward operating base can be packaged into standard shipping containers and airlifted by a C-17.
  • Solar power and hydrogen allowed the U.S. Army Corps of Engineers to run 24/7 perimeter security and surveillance at the White Sands Missile Range, completely unmanned, with zero power outages for 13 months.
  • The Air Force has certified biofuel blends across its fleet. And companies like AirCo are using captured CO2 and hydrogen to create synthetic fuels, earning them a $65 million contract with the Department of War.

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Sebnem Coskun/Anadolu/Getty Images

From logistics to resilience

Reducing fuel dependence improves force protection by minimizing resupply missions. It increases operational flexibility by allowing units to operate independently of fixed supply lines.

A 2023 U.S. Naval Institute Proceedings article warned that in a future Pacific conflict, the entire fuel logistics chain would be exposed to attack at every point, making energy resilience a priority the military cannot afford to delay.

Energy resilience also supports the realities of modern warfare. Future conflicts will be increasingly unmanned and robotic. Autonomous systems, persistent surveillance, and distributed command-and-control networks all require reliable, long-duration power.

Modern conflicts are more distributed, which means supply chains are more contested. The solution is not to find a single replacement fuel, but to build an energy strategy that is diverse by design while simultaneously reducing energy demand through better insulation, smarter base design, and leaner logistics.

The goal is an energy posture resilient enough that no single choke point — not the Strait of Hormuz, not a convoy ambush, not a supply line disruption — can degrade our ability to operate.

The question is no longer whether alternatives exist. It is whether we have the strategic will to build the energy architecture modern warfare demands.

This article was originally published by RealClearDefense and made available via RealClearWire.

Crewmen Waiting To Be Rescued Don’t Need DEI, They Need A Competent Military

Congress should enshrine into federal law the merit principles that have produced recent remarkable military successes.

US military sets sights on 'narco-terrorists' in another South American country after successful drug bust



While many people have had their attention turned to the Middle East in the past week, the United States military has continued its mission of protecting the western hemisphere, launching joint operations in another South American country after arresting Nicolas Maduro in Venezuela in early January.

On Tuesday, U.S. forces launched joint operations against designated terrorist organizations in Ecuador, U.S. Southern Command announced in a press release.

'Together, we are taking decisive action to confront narco-terrorists who have long inflicted terror, violence, and corruption on citizens throughout the hemisphere.'

U.S. Southern Command described the operations as a "powerful example of the commitment of partners in Latin America and the Caribbean to combat the scourge of narco-terrorism."

"Together, we are taking decisive action to confront narco-terrorists who have long inflicted terror, violence, and corruption on citizens throughout the hemisphere," the press release added.

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Drugs seized in the joint operation carried out since January of last year. U.S. Embassy of Ecuador

“We commend the men and women of the Ecuadorian armed forces for their unwavering commitment to this fight, demonstrating courage and resolve through continued actions against narco-terrorists in their country," said Marine Gen. Francis L. Donovan, commander of U.S. Southern Command.

The press release included video footage from the operation. The video shows some shots of helicopters lifting off, and some aerial footage shows a group of men gathering around or loading into a helicopter.

The announcement of the operations in Ecuador was nearly contemporaneous with another large drug bust that resulted from the cooperation of U.S., Ecuadorian, and Europol forces, according to the U.S. Embassy of Ecuador.

This joint operation, which had reportedly been carried out since January 2025, reportedly successfully dismantled the transnational drug trafficking organization Hernán Ruilova Barzola, linked to the Los Lobos cartel. Los Lobos emerged as Ecuador's largest drug trafficking organization in recent years following the assassination of the leader of a rival gang in 2020. By June 2024, the U.S. Department of the Treasury sanctioned Los Lobos as the country was engulfed in increasing violence, according to a press release at the time.

Authorities successfully apprehended 16 suspects, including a high-value target, and "significant quantities of cocaine and cash."

The embassy lauded the conclusion of the operation as an "important milestone in disrupting the operations and finances of narcoterrorists, directly contributing to the security of the United States."

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Memo to Hegseth: Military education needs a strategic makeover



Watching the swarm of active and former officers on TV and across social media in the wake of the Iran operation, one thing becomes painfully clear: We are not educating the American officer corps for 21st-century war.

In almost every case, these officers — regardless of service — stay locked in the tactical weeds. They can tell you the circular error probable of a Tomahawk missile, the engagement envelope of a JDAM, and the close-quarters choreography of a SEAL platoon. They can talk gear, ranges, platforms, and “capabilities” until your eyes glaze over.

Too many mid-level officers can operate tactically and, at best, think in an operational frame. Few can function in the strategic register.

What they cannot do — with a few exceptions — is think strategically.

Gen. Jack Keane stands out because he can talk operational and strategic moves as a ground commander sees them. But the larger pattern points to a flaw baked into our professional military education system: It produces tacticians who struggle to connect the fight in front of them to the history behind it and the policy goals above it.

That flaw shows up as a shallow understanding of American history, American military history, and the U.S. role in the world since World War II. Even with Iran — a country that has loomed in U.S. policy for decades — many younger officers appear hazy on basic context.

They don’t know, for example, that Iran aligned with the United States during World War II. They don’t know the long arc of American involvement with the Shah (reinstalled in 1948, uninstalled at the fumbling behest of Jimmy Carter in 1979), or the 1979 revolution, or the Reagan-era gamesmanship, or the diplomatic failures and half-measures that followed. They don’t grasp how those chapters shape the threat environment we are dealing with right now — or why “Iran” is never just Iran.

That ignorance produces a second-order problem: a lack of situational awareness about almost any contemporary politico-military challenge.

Too many mid-level officers can operate tactically and, at best, think in an operational frame. Few can function in the strategic register. Fewer still can explain the principles of grand strategy — or, more accurately, war policy: what the nation wants, what it will pay, and what it must prevent.

Without that understanding, senior officers cannot give clear, disciplined advice to a president or a White House staff that may lack military experience. The armed forces become a machine that can execute missions brilliantly while remaining uncertain about the “why.”

There is another cost to this historical and strategic illiteracy: a warped sense of time.

Military operations do not unfold on cable-news timelines. Understanding the implications of a wartime environment takes time. Reshaping an adversary’s behavior takes time. Consolidating a political outcome takes time. If officers making decisions lack a working understanding of the history of that environment, they will miss opportunities that could save lives and treasure — and they will overestimate the speed at which results can be achieved.

I say this as someone who has lectured for decades at military institutions, including the U.S. Air Force Academy, the National Defense University, and the National Intelligence University.

In recent years, I have watched what can only be described as intellectual sludge: more than 20 years of forced social engineering and liberalization within the military academic ecosystem. Diversity, equity, and inclusion became more important than producing officers who are not risk-averse and who understand the hard realities of war — including destruction and death — and the grim imperative to minimize our casualties while maximizing the enemy’s. Brutal, yes. Also true.

RELATED: Memo to Hegseth: Our military’s problem isn’t only fitness. It’s bad education.

Photo by JIM WATSON/AFP via Getty Images

Gen. Curtis LeMay put it plainly: “I don’t mind being called tough, because in this racket, it’s tough guys who lead the survivors.”

There is hope on the horizon, at least in the Air Force. Through what looks like a deus ex machina, the Air Force Academy has rapidly changed its top leadership — installing a new superintendent, commandant, and dean in a single sweep. The new dean, Col. James Valpiani, has a résumé you could shorthand as “Clark Kent in blue.” USAFA has also begun reversing the overly civilianized faculty model, replacing it with Air Force officers who have the appropriate degrees and the right instincts.

That is a start.

Now comes the core reform: The academy must make U.S. history, U.S. military history, and U.S. Air Force history — from World War II forward — a central, non-negotiable part of the curriculum. Young officers need to understand not only what America can do, but what America is trying to do — and why. They need a strategic rationale, not just a technical one.

That kind of grounding also restores a concept the services once prized: meritocracy. The smartest and most aggressive should lead, and they should lead with a strategic understanding worthy of the responsibility.

Gen. George Patton liked to say, “A good plan, violently executed now, is better than a perfect plan next week.” A good plan depends on something deeper than PowerPoint. It depends on a commander with history embedded in his soul — history understood as lived reality, not as trivia.

I would sure like to help plant it there.

Catch up on what's happening in Iran: US jets shot down, girls' school bombed, and more



As events continue to unfold in the Middle East in the aftermath of Operation Epic Fury and Operation Roaring Lion, military leaders have provided some crucial updates to the events of this weekend.

The United States and Israel launched a joint attack on Iran at approximately 1:15 a.m. ET on Saturday morning, according to a U.S. Central Command post summarizing the first 24 hours of the operation. Since the beginning of the operation, the attacks have continued consistently, and Iran has repeatedly retaliated.

'May Almighty God watch over you, and may His providential arms of protection extend over you. GODSPEED WARRIORS — and keep going.'

On the first day of the attacks, President Donald Trump confirmed that Ayatollah Ali Khamenei was killed in a series of strikes on Saturday.

"Khamenei, one of the most evil people in History, is dead," Trump wrote. "This is not only Justice for the people of Iran, but for all Great Americans, and those people from many Countries throughout the World, that have been killed or mutilated by Khamenei and his gang of bloodthirsty THUGS. He was unable to avoid our Intelligence and Highly Sophisticated Tracking Systems and, working closely with Israel, there was not a thing he, or the other leaders that have been killed along with him, could do."

RELATED: 'Painful days': Iran kills US troops as Trump threatens decapitated Iranian regime

US CENTCOM/Handout/Anadolu via Getty Images

Trump announced on Sunday afternoon that he was informed that the U.S. had destroyed and sunk nine Iranian naval ships, "some of them relatively large and important." He added that "we are going after the rest — They will soon be floating at the bottom of the sea, also! In a different attack, we largely destroyed their Naval Headquarters."

U.S. Central Command, which is responsible for the territory in which the conflict has unfolded, released a press statement on Monday morning regarding "an apparent friendly fire incident" in Kuwait.

The brief statement reported that three United States F-15E Strike Eagles, flying in supporting of Operation Epic Fury, were "mistakenly shot down by Kuwaiti air defenses" during an active combat situation involving Iranian aircraft. The press release confirmed that all six aircrew ejected, were safely recovered, and are in stable condition.

Another major event includes the bombing of a girls' elementary school in Iran. According to the New York Times, at least 175 people, presumably mostly children, were killed in a bombing attack in southern Iran.

"The Minab school incident has no comparison with any other incident," said Pirhossein Kolivand, the head of Iran's Red Crescent, in a video posted on social media on Sunday. "Even in Gaza," he added, there had not been such a high number of students killed simultaneously, and he called the attack "a unique and bitter incident," according to the New York Times.

The attack does not appear to be intentional, however. The school, NYT reported, is adjacent to a naval base of Iran's Revolutionary Guard Corps. Further, the school was once connected to the naval base and was only disconnected from it in 2016.

On Monday morning, Secretary of War Pete Hegseth gave a direct message to the Joint Force. Hegseth said, in part, "We are not defenders anymore — we are warriors, trained to kill the enemy and break their will. History is watching. Be the force you swore to be: focused, disciplined, lethal, and unbreakable. We will finish this on America First conditions of President Trump's choosing — nobody else's. As it should be."

"May Almighty God watch over you, and may His providential arms of protection extend over you. GODSPEED WARRIORS — and keep going," Hegseth concluded the address.

The efficiency of the military operation has apparently even surprised the president.

In an interview with Fox News' Bret Baier on Monday, President Trump detailed the success of the operation in decapitating Iran's senior leadership. He explained that dozens of senior leaders were gathered for breakfast with the ayatollah, thinking it was safe because they were gathered in broad daylight, Fox reported.

"It was 49 leaders that were taken out. That was going to take four weeks, we thought, to get rid of the Iranian leadership. And it's always, you know, if they hide, it's a lot longer than four weeks. And they would have been hiding," Trump told Baier. "We were shocked when we heard what was going on. We knew exactly what was happening and where."

The operation, despite its apparent overwhelming success, has come at a tragic cost, however. U.S. Central Command reported that as of 7:30 a.m. ET, "four U.S. service members have been killed in action." The number of deaths was previously three. "The fourth service member, who was seriously wounded during Iran’s initial attacks, eventually succumbed to their injuries."

The identities of the fallen are being withheld at this time.

Additionally, trade is expected to be stalled due to the closure of the Strait of Hormuz in response to the U.S.-Israeli strikes. The Independent reported Sunday that Iran has closed the Strait of Hormuz, a major shipping channel for crude oil, fuel, and liquefied natural gas.

Euronews reported that natural gas prices have already surged on Monday in response to the conflict. Further, QatarEnergy announced that it has decided to stop LNG production at one of the largest natural gas fields in the world, North Fields, citing the conflict.

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The pernicious myth that America doesn’t win wars



False narratives have a way of being taken as fact in popular understanding. After years of repetition, these statements calcify into articles of faith, not only going unchallenged, but having any counterarguments met with incredulity, as though the person making the alternative case must be uninformed or unaware of the established consensus. Many people simply accept these narratives and form worldviews based on them, denying the reality that, if the underlying assumption is wrong, then so are the decisions that flow from it.

One narrative that has taken hold among many since the humiliating end to the war in Afghanistan is that the U.S. military doesn’t win wars, or that it hasn’t since the end of World War II. This critique of the armed forces, foreign policy, or use of force has become an ironclad truth among many who use it as a starting point to advocate their own preferred change.

The United States military has had plenty of successes since World War II and, in fact, has suffered only a small handful of definitive losses in that time.

Advocates of War Secretary Pete Hegseth’s vision for the military have echoed it: “The military had grown weak and woke, so we need to change the culture, ignore or at least diminish adherence to legal restraints, and remake the composition of the military.” Restrainers, isolationists, and America Firsters have joined the chorus: “America has given up blood and treasure on stupid wars in which we were failures.”

There is only one problem with this understanding, and more importantly, its use as a baseline from which to derive policy prescriptions — it isn’t true at all.

Ignorance of war

It reflects a misunderstanding of how America has used force and what we have and haven’t achieved. And unlike many misunderstandings about American defense, this one isn’t solely by those with little familiarity with what the military does; the view has taken hold among many who should know better. There are several reasons for belief in the fallacy.

First, there is ignorance of what a war is, or at least not having a common definition of it.

For the pedants, one could point out that the United States has not been at war, by strict definition, since 1945. However, this isn’t relevant to the topic at hand because if the United States has not fought a war since 1945, then by this definition, we also haven’t lost one. In fact, the United States has declared war many times: the War of 1812, the Mexican-American War, the Spanish-American War, and the World Wars, yet we have engaged in armed conflict significantly more often than that.

So for the purposes of this debate, we can reflect upon the United States using force to achieve foreign policy objectives. With this more expansive definition, then Grenada is just as much of a war as World War II (although the latter certainly is a source of more pride than the former).

Second, there is ignorance of the number of conflicts in which the United States has been involved. Americans tend to have short memories and often pay less attention to events beyond the water’s edge. Many are largely ignorant of ongoing, smaller operations being conducted in their name. (Remember the shocked response to the Niger incident when many people, including congressional leaders, announced their ignorance of U.S. presence there?)

This phenomenon is exacerbated by the passage of time. How many Americans are aware of our involvement in the Dominican Civil War in 1965? Or the various conflicts that made up the Banana Wars?

RELATED: Turns out that Hegseth’s ‘kill them all’ line was another media invention

Photo by ANDREW CABALLERO-REYNOLDS / AFP via Getty Images

Third, there is ignorance or misunderstanding of the outcome of those wars. Our perspective has been skewed, likely due to the recent history of the embarrassing and self-inflicted defeat in Afghanistan, the messy and confusing nature of the war in Iraq, and the historic examples of very clearly defined wars with obviously complete victories.

There was no ambiguity in the World Wars. The United States went to war with an adversary nation state (or coalition of them), fought their uniformed militaries, and ended these with a formal surrender ceremony abroad and victory parades at home. But this is not the norm, neither for American military intervention nor for conflict in general.

Most of American military history does not look like these examples — conflicts that are large in scale, discrete in time, and definitive in outcome. Some of our previous interventions have been short in duration and were clear victories but smaller in scale (e.g., Grenada and Panama). Some have been clear victories but incremental, fought sporadically with fits and starts and over the course of years, if not decades (e.g., the several smaller conflicts that are often lumped together under the umbrella of the Indian Wars).

Win, lose, draw

But then there is another category — one in which the conflict results in a seemingly less satisfying but mostly successful result, sometimes after a series of stupid and costly errors and sometimes after years of grinding conflict that ends gradually rather than with a dramatic ceremony.

The Korean War, often described as a “draw” because the border between North and South Korea remains today where it was before the beginning of the war, had moments of highs and lows, periods where it seemed nothing could prevent a U.S.-led total victory — only to see the multinational force squander its advantage (e.g., reaching the Yalu River) and moments where all seemed lost, only to escape from the jaws of defeat through audacity and courage (e.g., Chosin Reservoir, Pusan, Inchon).

When President Truman committed U.S. forces as part of the U.N. mission to respond to communist aggression, the stated intent was to assist the Republic of Korea in repelling the invasion and to maintain its independence. South Korea still exists to this day. The combined communist forces of the PRK and CCP were prevented from achieving their aims by American military power.

We have a much more recent (and undoubtedly more controversial) example of a misunderstood success. Many of those who ballyhoo about America not winning wars point not only to the failure in Afghanistan but also to the recent war in Iraq. The Iraq War was many things — initially fought with great tactical and operational brilliance, then sinking into lethargic and incompetent counterinsurgency, then adapting to local power structures, and of course, initiated under pretenses we now know to be incorrect. But it was not, despite the ironclad popular perception, a military failure.

The military set out, with the invasion of 2003, to defeat the combined forces of the Iraqi Army and Republican Guard and remove the Ba’athist government from power. We achieved that goal. Once in control of Baghdad, the U.S. faced a new threat — one of a growing and complex insurgency that we had failed to anticipate. American forces under Ricardo Sanchez, and continuing under George Casey, seemed perplexed and frustrated by a conflict they had not come prepared to fight, nor that they adapted to. For years, despite the insistence of many military and political leaders, the war was not going our way as American casualties increased month after month.

But by 2008, the Sahwa — the movement of Sunni tribal militias aligning with the U.S.-led coalition and the government in Baghdad — and the American efforts to adapt to a more effective counterinsurgency strategy were turning the tide, to the point that by 2010, the violence in Iraq had largely subsided.

The government the United States helped bring about in Baghdad to replace Saddam Hussein endures to this day but not without difficulties. In his 2005 “National Strategy for Victory in Iraq,” George W. Bush defined victory in the long term as an Iraq that is “peaceful, united, stable, and secure, well-integrated into the international community, and a full partner in the global war on terrorism.” By continuing to maintain a relationship with Iraq, we are helping shape this long-term result, just as we did as we helped postwar Germany and Korea maintain security and political stability.

Due to the oppressive steps of a flawed prime minister, American desire to recede from presence and oversight in Iraq, and a compounding effect of spillover from the Syrian Civil War, there was the need for further American assistance in defeating the threat from ISIS, but defeat them we did — another success for the American military.

The Iraqi government also has close relationships with our Iranian regional rivals, as many of the local Arab countries do based on proximity. But just as the need for the 2nd and 3rd Punic Wars does not change the fact the 1st Punic War was a Roman victory, the war against ISIS does not change the fact that the United States accomplished the goal of deposing and replacing Saddam Hussein. Likewise the fact that the Soviet Union gained influence over Eastern Europe does not change the fact that World War II ended in a definitive defeat of the Nazis.

What does victory look like?

None of that changes a separate question, however — whether the war was worth it. But that was a political decision and one that does not negate the truth that the U.S. military first defeated the Iraqi military in a decisive win and then quelled a grinding insurgency in a less decisive way.

Just because a victory isn’t total doesn’t mean that the military fighting it lost. The War of 1812 was a victory, despite the fact the U.S. failed to achieve its maximalist goals of incorporating Canada but did achieve the goal for which the war was fought — rejecting British attempts to deny American sovereignty. World War II was a victory, despite the fact it set conditions for the Cold War and communist oppression. Korea was a victory, despite the fact we did not unify the Koreas under the democratic South. And Iraq was a victory — a poorly decided, stupidly managed, and possibly counterproductive long-term victory.

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Photo by Pier Marco Tacca/Getty Images

When viewed in this way, the United States military has had plenty of successes since World War II and, in fact, has suffered only a small handful of definitive losses in that time — Vietnam, Iran (Operation Eagle Claw), Somalia (1993), and Afghanistan — with the temporal proximity of the latter and the fact that two of these were also America’s longest conflicts, helping to warp the public’s understanding of our military effectiveness.

None of this is to say that America should not take a harsh look at our recent military efforts and seek continuous improvement. Grenada, as I have mentioned, was a victory but an incredibly embarrassing one that was likely only successful because we fought a backwater Caribbean country with a population of less than 100,000. The hard lessons learned by examining the disasters, mistakes, and close calls from Operation Urgent Fury helped reform the military into the globally dominant force that defeated the world’s fourth largest army in 100 hours less than a decade later.

Americans should not look at our military through rose-colored glasses, chest thumping as we chant “USA” and insisting that no other force can land a glove on us. But neither should we allow the false narrative of failure to take hold. We should be clear-eyed about what our military has accomplished, can accomplish, and the costs, risks, and potential gains in using force. Armed conflict will remain a necessary tool for the United States. We need to adapt our military to meet and defeat the challenges of the future, and we need to balance and incorporate military power into our global strategies appropriately — but that will not happen if we do it based on an incorrect understanding of the past.

Editor’s note: This article was originally published by RealClearDefense and made available via RealClearWire.

Putting God back in 'degraded' US Chaplain Corps: Hegseth axes pagan codes and New Age guides



Earlier this week, Secretary of War Pete Hegseth announced that he would be overhauling yet another aspect of the military: the Chaplain Corps.

On Tuesday, Hegseth explained a directive that will effectively overhaul the United States Chaplain Corps, "the spiritual and moral backbone of our nation's forces" that, for hundreds of years, "ministered" to the "souls" of American servicemen and women, as he explained in the video.

'In an atmosphere of political correctness and secular humanism, chaplains have been minimized, viewed by many as therapists instead of ministers.'

Hegseth recounted the long history of the Chaplain Corps, which dates back to 1775, when George Washington himself established it. The "weakening" of this important institution has become "a real problem for our nation's military," Hegseth said.

"Sadly, as part of the ongoing war on warriors, in recent decades its role has been degraded," Hegseth said in the video. "In an atmosphere of political correctness and secular humanism, chaplains have been minimized, viewed by many as therapists instead of ministers. Faith and virtue were traded for self-help and self-care."

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Amanda Andrade-Rhoades/For The Washington Post via Getty Images

As evidence of the New Age influence in the military, Hegseth referred to the United States Army's Spiritual Fitness Guide, which mentions "God" only once and "virtue" not at all, even as 82% of the military identify as "religious."

Hegseth ordered the elimination of this "unacceptable and unserious" Spiritual Fitness Guide and the simplification of the Faith and Belief Coding System, an "overly complex" classification system of over 200 different beliefs.

The Faith and Belief Code was apparently expanded in March 2017. The expansion went into more detailed distinctions among Protestant denominations, and it included alternate belief systems like "Magick and Spiritualist," "Wicca," "Pagan," "New Age Churches," "Humanist," and "Heathen."

Hegseth promised more changes in the near future, saying that there will be a "top-down cultural shift" in the military that puts "spiritual well-being on the same footing as mental and physical health."

"We are going to make the Chaplain Corps great again," he posted on X.

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