Chapters (25)
- Title Page
- Dedication
- Introduction
- I - Into the Wild Blue
- Chapter 1 - Every Man a Tiger
- Chapter 2 - The Big Lie
- Chapter 3 - The Vision of Bill Creech
- II - Shield in the Sky
- Chapter 4 - Mission to Jeddah
- Chapter 5 - CENTCOM Forward
- Chapter 6 - Planning the Storm
- Chapter 7 - Band of Brothers and Sisters
- III - The Thousand-Hour War
- Chapter 8 - Storm!
- Chapter 9 - Hits and Misses
- Chapter 10 - Lost and Found
- Chapter 11 - Punch and Counterpunch
- Chapter 12 - A Day in the War
- Chapter 13 - The Ten Percent War
- Chapter 14 - Shock and Awe
- Chapter 15 - Building Coalitions
- Chapter 16 - Beyond Iraqi Freedom
- Acknowledgements
- BIBLIOGRAPHY
- INDEX
The SAC generals took the ball and ran with it. Their methods, their procedures, became the only ones allowable, and they refused to tolerate any deviations. They did their best to standardize everything for which they had responsibility, and manuals and directions became the order of the day.
For instance, Walter Sweeney, a SAC general who commanded TAC in the early sixties, devised a system for rating the wings using what was called “Management Computation System” (MCS). Each wing’s activities were given a monthly score. These included not only measures of combat capability such as bomb scores and aircraft-in-commission rates, but also on-time payment of officers’ club bills, the number of lawns that needed cutting in the base housing area, the number of DUIs (driving under the influence) ticketed to a wing, and the number of contributions to the Air Force Aid Society. From all this a composite score was computed. The wing with the top score was presumably the best wing in the Air Force, while the one with the lowest was the worst. If a wing had a bad record paying its club bills, that counted as much as anything else, and the wing commander would certainly be criticized, and might even lose his job.
It’s no surprise that a system that measured uncut grass alongside bombing skill had no credibility with the troops. No surprise, either, was the result: the troops lied.
Take the case of a range officer at the bombing range at Poinsett, five miles south of Shaw AFB, at Sumter, South Carolina. An F-100 flight from Myrtle Beach was going to be on the range. The flight leader would give the range officer a call to tell him the kind of scores his squadron needed for their MCS points; and the range officer made sure that they got them. Consequently, if a pilot threw a bomb way off target, the score actually reported by the airmen became a no-spot (the smoke charge didn’t function when the bomb struck the ground, so the airmen scoring the bombs couldn’t tell where it hit). In short, there was no failure, and no loss of MCS points.