the noncommissioned officer during the korean war [u.s.]
TRANSCRIPT
The Noncommissioned Otl'icer during the Korean War
By: MSG Sam K. Young
SGM Albizu
L06
03 March 2006
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OUTLINE
I. Introduction.
1. References
a. Fisher, Ernest F. Guardians of the Republic
b. Nelson, Harold W. The Army
c. Bull, Stephen 20th Century Arms and Armor
d. "Korean War" Medal ofHonor Recipients, 26 Sept. 2005 www.army.millcmh-pg/mohkor2.htm
2. This briefing is on the Noncommissioned Officer Corp before and during the Korean War.
II. Body.
1. Role of the NCO and changes from World War II to the Korean War.
2. Training of the Noncommissioned Officer
3. Weapons used by the NCOs during the Korean War.
4. NCO heroes of the Korean War.
III. Closing.
1. Summery - Over the past 15 minutes I have covered the history of the Noncommissioned Officer Corp during the Korean War.
2. Questions.
3. Closing statement - I hope this briefing has given you a better understanding of the role and importance of the Noncommissioned Officer Corp during the Korean War.
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Noncommissioned Officer Corp during the Korean War
The Noncommissioned Officer Corp was established well prior to the Korean War but it
had not had the visibility and exposure it would experience during the Korean conflict. The
Noncommissioned Officer (NCO) leadership would take a more defined role. The Army would
need to address the NCO training to accommodate the new roles ofNCOs. Weapons and
ammunition would be an obstacle for the leadership. However, through the hell and obstacles of
war, NCO heroes would emerge.
The Noncommissioned Officer Corp experienced several changes between WWII
and the Korean War. By 1945, the Army had become civilianized. The enlisted soldier had lost
the rigid military discipline and began to take a civilian status in their daily routines. NCOs no
longer dedicated their lives to the soldiers. In fact, most were married and did not live in the
barracks. The era of the professional soldier was dying. A once battle hardened force had been
reduced to a mere peacekeeping occupation force. With the focus on occupation duties in
Germany and Japan, the NCO Corp was not prepared for what was to happen in Korea.
The beginning of the Korean War brought on an entire new type of battle for the United
States Army and the NCOs. Until now the Army had fought battles with defined enemy lines,
the United States on one side and the enemy on the other. However, in the Korean War the lines
were blurred. The U. S was occupying South Korea to fight against the North Koreans. It was
difficult for the U.S soldier to distinguish the South Koreans from the North Koreans. In
addition this was the first war where the true importance of the NCO started to emerge. The
NCO became battle leaders. Most of the engagements were now conducted by small
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elements of platoons, squads or teams led by NCOs. This created a problem as the NCOs were
not prepared for this type of responsibility. At the beginning of the Korean War it was indicative
that the NCOs were not ready to fight (Fisher). Though they were not overrun, they found that
several soldiers and NCOs did nothing to prevent the enemy from damaging their company. One
officer stated that "Sergeants once chosen to sit at the right hand of God because of a singular
ability to Soldier and make-jar-head privates see things the Army way-- now shrank from
shouting out psychoneurotic yard birds because it might get them in a jam." The NCO was
afraid to stand up and take the responsibility. Soldiers during this time simply disregarded the
NCOs as rude and went on their way. To make matters worse, society had demanded less
stringent punishment for soldiers. This compromised good order and discipline of the units and
it showed at the beginning of the war. The Army attempted to solve the problem by replacing
NCOs that were not effective leaders. However, it was a failed attempt as there were manpower
shortages and not enough replacements to replace the ineffective leaders. The NCOs would have
to learn to become leaders through trial and error. The soldiers had less confidence in their units
and their leadership. The declining professionalism of the NCO Corp led to frustrated soldiers.
During the WWII large battles, the officers were blamed when something went wrong. In the
Korean War, more missions were led by NCOs; therefore, when something went wrong the
soldiers blamed the NCOs instead of the officers. The attrition rate ofNCOs was higher than it
had ever been and the replacements were often substandard. The experience and ability to lead
simply was not there. Officers lost confidence in the NCO Corp and circumvented NCOs to talk
directly to the soldiers. Soldiers were keenly aware of the problems that plagued the NCOs and
targeted their hostilities and frustrations toward the NCOs.
Training for the NCOs had become neglected which led to NCOs forgetting their battle
drills. The Army realized the need for changes in the NCO training and leadership development.
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The changes were indicative of the times and extremely necessary. In 1945, the Army trained its
NCOs by on-the-job training. There was a need for formal training. The first NCO academies
began in Europe around 1947. The NCO Academy was not mandatory and was one course for
all levels ofNCOs from the grade of Corporal to Master Sergeant. Since the academy was not
mandatory commanders often would not allow their essential NCOs to attend the courses. The
Army did not formalize the schools therefore they lacked uniformity on subject matter and
course length. Though there were deficiencies in the NCO training it was more beneficial than
having no formal training at all. Unfortunately in 1950 the Army suspended NCO academies
due to the lack of personnel and budgeting constraints because of the Korean War.
The NCOs and soldiers of the Korean War were armed with predominately the same
weapons as were used in World War II. The Garand, BAR, and .50m M2 machine guns were all
used in a more deliberate manner and as a result stayed in action longer. Despite being thirty
years old, the M2 machine gun was the favorite among the soldiers. The Ml carbine was
improved to include fully automatic fire, which proved to cause the most problems in the cold
weather. Bazookas and recoilless rifles took on a different role in Korea. They were primarily
used on bunkers and machine gun nests. The 4.2 inch, 81mll\ and 60mm mortars all performed
well and were especially important due to the hilly terrain. Amazingly the bayonet was put to
use for its intended purpose and there were even some soldiers who heavily relied upon it. The
major problem facing the troops during the Korean War was the supply of ammunition for the
weapons. However, the troops only experienced a nature of temporary shortages. There were
restrictions placed on how many rounds could be fired per day but the troops consistently fired
far more ammunition than the Communists.
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During the first few months of desperate fighting, instances of poor combat leadership
and discipline often led to panic. But veteran NCOs from World War II, who had not forgotten
what they had learned in combat, stood out and proved their worth. These NCOs began to
demonstrate a renewed spirit and their leadership skills began to resurface. There were seventy
eight Medal ofHonor recipients during the Korean War, fifty-nine of which were NCOs. Among
these NCOs were SFC Stanley T. Adams and SFC Travis E . Watkins.
SFC Adams was a World War II veteran assigned as the first platoon sergeant for A
Company 19th Infantry Regiment. On 4 February 1951 at approximately 0100 hours, SFC
Adams' platoon was holding an outpost some 200 yards ahead of the company. They came
under a determined attack by an estimated 250 enemy troops. Intense small-arms, machine gun,
and mortar fire from 3 sides pressed the platoon back against the main line of resistance.
Observing approximately 150 hostile troops silhouetted against the skyline advancing against his
platoon, SFC Adams leaped to his feet, urged his men to fix bayonets, and he, with 13 members
of his platoon, charged this hostile force. Within 50 yards of the enemy SFC Adams was
knocked to the ground when pierced in the leg by an enemy bullet. Ignoring his wound, he
jumped to his feet and continued on to close with the enemy when he was knocked down several
times from the concussion ofgrenades which were bouncing off his body. Shouting orders he
charged the enemy positions and engaged them in hand-to-hand combat where man after man
fell before his terrific onslaught with bayonet and rifle butt. After nearly an hour ofvicious
action, SFC Adams and his comrades routed the fanatical foe, killing over 50 and forcing the
remainder to withdraw. Upon receiving orders that his battalion was moving back he provided
cover fire while his men withdrew. SFC Adams' superb leadership and incredible courage
inspired his comrades to completely halt the enemy attack~ saving his battalion from possible
disaster (Medal ofHonor).
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SFC Watkins, another W orId War II veteran who proved to be a hero, was assigned as a
platoon sergeant in H Company 9th Infantry Regiment, 2d Infantry Division. On 31 August
1950 an overwhelming enemy force broke through and isolated thirty men of his unit. SFC
Watkins took command, established a perimeter defense and directed action which repelled
continuous, fanatical enemy assaults. With his group completely surrounded and cut off, he
moved from foxhole to foxhole exposing himself to enemy fire, giving instructions and offering
encouragement to his men. Later when the need for ammunition and grenades became critical,
he shot two enemy soldiers 50 yards outside the perimeter and went out alone for their
ammunition and weapons. As he picked up their weapons he was attacked by three others and
wounded. Returning their fire he killed all three and gathering up the weapons of the five enemy
dead returned to his amazed comrades. During a later assault, six enemy soldiers gained a
defiladed spot and began to throw grenades into the perimeter making it untenable. Realizing the
desperate situation and disregarding his wound he rose from his foxhole to engage them with
rifle fire . Although immediately hit by a burst from an enemy machine gun he continued to fire
until he had killed the grenade throwers. With this threat eliminated he collapsed and despite
being paralyzed from the waist down, encouraged his men to hold on. He refused all food,
saving it for his soldiers, and when it became apparent that help would not arrive in time to hold
the position he ordered his men to escape to friendly lines. Refusing evacuation as his hopeless
condition would burden his platoon; he remained in his position and cheerfully wished them
luck. Through his aggressive leadership and courageous actions, this small force was able to
destroy nearly 500 of the enemy before abandoning their position (Medal ofHonor).
SFC Adams and SFC Watkins are just two examples of outstanding leadership during the
Korean War. Despite the difficult beginning the NCO Corp leadership endured, combat studies
of the Korean War show that NCOs significantly contributed in every outstanding performance
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by an infantry company. The changes to the NCO Corp brought on during the Korean War led
to the most professional and well respected soldiers in the world. In the Guardians of The
Republic, Ernest F. Fisher wrote this about NCOs, " An experienced NCO corps is a key
component ofWestern armies: in many cases NCOs are credited as being the metaphorical
"backbone" of their service. By contrast, the weak NCO corps of the modern-day Russian armed
forces and those modeled after it is widely blamed for the general ineffectiveness of those
militaries." By the end of the Korean War the Noncommissioned Officer had earned the
reputation and was recognized as a strong leader in battle (Guardians).
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Works Cited
Fisher, Ernest F. Guardians of the Republic. n.p.: n.p., n.d.
Hermes, Walter G. U.S. Army in the Korean War, True Tent and Fighting Front. 1988.
Medal ofHonor Recipients. 26 September 2005 . Korean War. 2 December 2005
<http ://www.army.millcmh-pg/mohkor2.htm>.
Nelson, Harold W. The Army. n.p.: n.p., n.d.