Defeating Japan: The Joint Chiefs of Staff and Strategy in by Charles F. Brower

By Charles F. Brower

This ebook argues that American strategists within the Joint Chiefs of employees have been keenly conscious of the inseparability of political and army facets of process within the struggle opposed to Japan in international warfare II. They understood that battle not just has political resources, it additionally has political reasons that identify the war's goals and aid to outline the character of the peace to stick with. They understood that coverage was once the 'guiding intelligence' for battle, in Clausewitzian phrases, and that to try to method strategic difficulties used to be nonsensical.

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Additional resources for Defeating Japan: The Joint Chiefs of Staff and Strategy in the Pacific War, 1943–1945

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80 In both cases, the changes were far more than semantic. Both dealt with American convictions about the strategic direction of the war and its relation to national policy. For military strategy to be congruent with the American view of policy, the tempo of the war against Japan and an appreciation of China’s role were fundamental. ” Acquiring British support in writing was therefore an accomplishment for the JCS. 81 The CCS presented their report to FDR and Churchill on May 24. After an unsettling attempt by the prime minister to raise again the question of operations in the Balkans, the two leaders approved the report with only minor revisions.

Finally, CCS 220 recognized that Japan’s defeat must be not only unconditional but also timely. While Americans accepted Germany First, they understood that they operated within time constraints. 76 This latter argument was underlined for the JCS by Churchill the day they drew up their paper. Speaking before a joint session of Congress on May 19, the prime minister emphasized the “one grave danger” that would always face the Allies. “That danger is the undue prolongation of the war,” he stated.

7 Anglo-American differences on Pacific and Far Eastern strategy hindered the efforts of these planners. Returning to Washington in late June, they reported that the British planners continued to denigrate both the importance of China as an ally and operations in Burma and lacked a sense of urgency and commitment to the Japanese war. “The British simply do not attach the same degree of importance to China, and hence Burma, that we do,” they wrote. This fundamental strategic difference led them to recommend that the JCS guard its control over the strategic direction of the war with Japan.

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