Despite Royall"s not so subtle warning, Reid"s scheme worked. The Secretary of Defense explicitly and publicly approved the Air Force program and rejected those of the Army and Navy. Johnson told the Army, for example, that he was pleased with the progress made in the past few years, but he saw "that much remains to be done and that the rate of progress toward the objectives of the Executive Order must be accelerated."[14-30] He gave the recalcitrants until 25 May to submit "specific additional actions which you propose to take."

[Footnote 14-30: Memo, SecDef for SA, 13 May 49, sub: Equality of Treatment and Opportunity in the Armed Forces; idem for SecAF and SecNav, 11 May 49, same sub; DOD Press Release 35-49A, 11 May 42. All in FC file.]

_The Committee"s Recommendations_

If there was ever any question of what their programs should contain, the services had only to turn to the Fahy Committee for plenty of advice. The considerable attention paid by senior officials of the Department of Defense to racial matters in the spring of 1949 could be attributed in part to the commonly held belief that the Fahy Committee planned an integration crusade, using the power of the White House to transform the services" racial policies in a profound and dramatic way. Indeed, some members of the committee itself demanded that the chairman "lay down the law to the services."[14-31] But this approach, Charles Fahy decided, ignored both the personalities of the (p. 349) partic.i.p.ants and the realities of the situation.

[Footnote 14-31: Interv, author with Fahy.]

[Ill.u.s.tration: FAHY COMMITTEE WITH PRESIDENT TRUMAN AND ARMED SERVICES SECRETARIES. _Seated with the President are Secretary Forrestal and Committeeman A. J. Donahue. Standing from the left: Chairman of the Personnel Policy Board Thomas R. Reid; Chief of Staff of the Personnel Policy Board Brig. Gen. Charles T. Lanham; Committeemen John H.

Sengstacke and William M. Stevenson; Secretary Royall; Secretary Symington; Committeemen Lester Granger and Dwight R. Palmer; Secretary Sullivan; and Charles Fahy._]

The armed forces had just won a great world war, and the opinions of the military commanders, Fahy reasoned, would carry much weight with the American public. In any conflict between the committee and the services, Fahy believed that public opinion would be likely to side with the military. He wanted the committee to issue no directive.

Instead, as he reported to the President, the committee would seek the confidence and help of the armed services in working out changes in manpower practices to achieve Truman"s objectives.[14-32] It was important to Fahy that the committee not make the mistake of telling the services what should be done and then have to drop the matter with no a.s.surances that anything would be done. He was determined, rather, to obtain not only a change in policy, but also a "program in being"

during the life of the committee. To achieve this change the group would have to convince the Army and the other services of the need for and justice of integration. To do less, to settle for the issuance of an integration directive alone, would leave the services the (p. 350) option of later disregarding the reforms on the grounds of national security or for other reasons. Fahy explained to the President that all this would take time.[14-33] "Take all the time you need," Truman told his committee.[14-34] This the committee proceeded to do, gathering thousands of pages of testimony, while its staff under the direction of Executive Secretary Edwin W. Kenworthy toured military installations, a.n.a.lyzed the existing programs and operations of the three services, and perused the reams of pertinent historical doc.u.ments.

[Footnote 14-32: Ibid.; see also Fahy Cmte, "A Progress Report for the President," 7 Jun 49, FC file.]

[Footnote 14-33: Memo, Fahy for Brig Gen James L.

Collins, Jr. 16 Aug 76, CMH.]

[Footnote 14-34: Interv, author with Fahy.]

That the committee expected the Secretary of Defense to take the lead in racial affairs, refraining from dictating policy itself, did not mean that Fahy and his a.s.sociates lacked a definite point of view.

From the first, Fahy understood Truman"s executive order to mean unequivocally that the services would have to abandon segregation, an interpretation reinforced in a later discussion he had with the President.[14-35] The purpose of the committee, in Fahy"s view, was not to impose integration on the services, but to convince them of the merits of the President"s order and to agree with them on a plan to make it effective.

[Footnote 14-35: Interv, Blumenson with Fahy, 7 Apr 66; Interv, author with Davenport, 31 Oct 71; both in CMH.]

The trouble, the committee quickly learned, lay in trying to convince the Army of the practical necessity for integration. On one hand the Army readily admitted that there were some advantages in spreading black soldiers through the white ranks. "It might remove any false charges that equal opportunities are not provided," General Bradley testified. "It would simplify administration and the use of manpower, and it would distribute our losses in battle more nearly in proportion to the percentage of the two races."[14-36] But then the Army had so carefully and often repeated the disadvantages of integration that Bradley and others could very easily offer a logical and well-rehea.r.s.ed apology for continuing the Army"s current policy. Army officials repeatedly testified, for example, that their situation fundamentally differed from those of the other two services. The Army had a much higher proportion of Negroes in its ranks, 10 to 11 percent during the period of the committee"s life, and in addition was required by law to accept by the thousands recruits, many of them black, whose apt.i.tude or education would automatically disqualify them for the Air Force or Navy. Armed with these inequities, the Army remained impervious to the claims of the Navy and Air Force, defending its time-honored charge that segregation was necessary to preserve the efficiency of its combat forces. In Zuckert"s opinion, the Army was trying to maintain the _status quo_ at any cost.[14-37]

[Footnote 14-36: Testimony of General Omar N. Bradley, Fahy Cmte Hearings, 28 Mar 49, afternoon session, p. 71.]

[Footnote 14-37: Memo, a.s.st SecAF for Symington, 11 Apr 49, sub: Statement of the Secretary of the Army Before the President"s Committee on Equality of Treatment and Opportunity in the Armed Services--March 28, 1949, SecAF files.]

The Army offered other reasons. Its leaders testified that the unlimited induction of Negroes into an integrated Army would seriously affect enlistments and the morale of troops. Morale in particular affected battle efficiency. Again General Bradley testified.

I consider that a unit has high morale when the men have (p. 351) confidence in themselves, confidence in their fellow members of their unit, and confidence in their leaders. If we try to force integration on the Army before the country is ready to accept these customs, we may have difficulty attaining high morale along the lines I have mentioned.[14-38]

[Footnote 14-38: Testimony of Bradley, Fahy Cmte Hearings, 28 Mar 49, afternoon session, pp. 71-72.]

Underlying all these discussions of morale and efficiency lurked a deep-seated suspicion of the combat reliability and effectiveness of black troops and the fear that many white soldiers would refuse to serve with blacks. Many Army leaders were convinced that the performance of black troops in the past two wars did not qualify Negroes for a role in the Army"s current mission, the execution of field operations in relatively small groups. These reservations were expressed frequently in Army testimony. Bradley, in defense of segregation, for example, cited the performance of the 92d Division.

When asked whether a 15 percent black Army would reduce efficiency, he said, "from our experience in the past I think the time might come when it wouldn"t, but the average educational standards of these men would not be up to the average of the white soldier. In modern combat a man is thrown very much on his own initiative."[14-39] This att.i.tude was closely related to the Army"s estimates of white morale: white soldiers, the argument ran, especially many among those southerners who comprised an unusually high proportion of the Army"s strength, would not accept integration. Many white men would refuse to take orders from black superiors, and the mutual dependence of individual soldiers and small units in combat would break down when the races were mingled.

[Footnote 14-39: Ibid., p. 83.]

Although these beliefs were highly debatable, they were tenaciously held by many senior officials and were often couched in terms that were extremely difficult to refute. For instance, Royall summed up the argument on morale: "I am reluctant--and I am sure all sincere citizens will be reluctant--to force a pace faster than is consistent with the efficiency and morale of the Army--or to follow a course inconsistent with the ability of the Army, in the event of war, to take the battlefield with reasonable a.s.surance of success."[14-40]

[Footnote 14-40: Testimony of the Secretary of the Army, Fahy Cmte Hearings, 28 Mar 49, morning session, p. 28.]

But in time the Fahy Committee found a way, first suggested by its executive secretary, to turn the efficiency argument around. Certainly a most resourceful and imaginative man, Kenworthy had no doubt about the immorality of segregation, but he also understood, as he later told the Secretary of the Army, that whatever might be morally undeniable in the abstract, military efficiency had to govern in matters of military policy. His study of the record and his investigation of existing service conditions convinced him that segregation actually impeded military efficiency. Convinced from the start that appeals to morality would be a waste of time, Kenworthy pressed the committee members to tackle the services on their own ground--efficiency.[14-41] After seeing the Army so effectively dismiss in the name of military efficiency and national security the moral arguments against segregation as being valid but irrelevant, Kenworthy asked Chairman Fahy:

I wonder if the one chance of getting something done isn"t (p. 352) to meet the military on their own ground--the question of military efficiency. They have defended their Negro manpower policies on the grounds of efficiency. Have they used Negro manpower efficiently?... Can it be that the whole policy of segregation, especially in large units like the 92nd and 93rd Division, ADVERSELY AFFECTS MORALE AND EFFICIENCY?[14-42]

[Footnote 14-41: Ltr, Kenworthy to SA, 20 Jul 50, FC file; see also Memo, Kenworthy for Chief of Military History, 13 Oct 76, CMH.]

[Footnote 14-42: Ltr, Kenworthy to Fahy, 10 Mar 49, FC file.]

The committee did not have to convince the Navy or the Air Force of the practical necessity for integration. With four years of experience in integrating its ships and stations, the Navy did not bother arguing the merits of integration with the committee, but instead focused its attention on black percentages and the perennial problem of the largely black Steward"s Branch. Specifically, naval officials testified that integration increased the Navy"s combat efficiency.

Speaking for the Air Force, Symington told the committee that "in our position we believe that non-segregation will improve our efficiency in at least some instances" and consequently "it"s simply been a case [of] how we are going to do it, not whether we are going to do it."

Convinced of the simple justice of integration, Symington also told the committee: "You"ve got to clear up that basic problem in your heart before you can really get to this subject. Both Zuckert and Edwards feel right on the basic problem."[14-43]

[Footnote 14-43: Testimony of the Secretary of the Air Force, Fahy Cmte Hearings, 28 Mar 49, afternoon session, p. 27.]

Even while the Air Force and the Navy were a.s.suring Fahy of their belief in the efficiency of integration, they hastened to protect themselves against a change of heart. General Edwards gave the committee a caveat on integration: "if it comes to a matter of lessening the efficiency of the Air Force so it can"t go to war and do a good job, there isn"t any question that the policy of non-segregation will have to go by the boards. In a case like that, I"d be one of the first to recommend it."[14-44] Secretary of the Navy Sullivan also supported this view and cautioned the committee against making too much of the differences in the services" approach to racial reforms. Each service, he suggested, should be allowed to work out a program that would stand the test of war. "If war comes and we go back [to segregation], then we have taken a very long step in the wrong direction." He wanted the committee to look to the "substance of the advance rather than to the apparent progress."[14-45]

[Footnote 14-44: Fahy Cmte Hearings, 28 Mar 49, afternoon session, pp. 28-29.]

[Footnote 14-45: Ibid., p. 29.]

Kenworthy predicted that attacking the Army"s theory of military efficiency would require considerable research by the committee into Army policy as well as the past performance of black units. Ironically enough, he got the necessary evidence from the Army itself, in the person of Roy K. Davenport.[14-46] Davenport"s education at Fisk and Columbia universities had prepared him for the scholar"s life, but Pearl Harbor changed all that, and Davenport eventually landed behind a desk in the office that managed the Army"s manpower affairs. One of the first black professionals to break through the armed forces racial barrier, Davenport was not a "Negro specialist" and did not wish to be one. Nor could he, an experienced government bureaucrat, be blamed if he saw in the Fahy Committee yet one more well-meaning attempt by (p. 353) an outside group to reform the Army. Only when Kenworthy convinced him that this committee was serious about achieving change did Davenport proceed to explain in great detail how segregation limited the availability of military occupational specialties, schooling, and a.s.signments for Negroes.

[Footnote 14-46: Intervs, Blumenson with Fahy, and author with Fahy.]

[Ill.u.s.tration: E. W. KENWORTHY.]

Kenworthy decided that the time had come for Fahy to meet Davenport, particularly since the chairman was inclined to be impressed with, and optimistic over, the Army"s response to Johnson"s directive of 6 April 1949. Fahy, Kenworthy knew, was unfamiliar with military language and the fine art practiced by military staffs of stating a purpose in technical jargon that would permit various interpretations. There was no fanfare, no dramatic scene. Kenworthy simply invited Fahy and Davenport, along with the black officers a.s.signed by the services to a.s.sist the committee, to meet informally at his home one evening in April.[14-47]

[Footnote 14-47: This incident is described in detail in Interviews, author with Fahy; Davenport, 17 Oct 71; and E. W. Kenworthy (by telephone), 1 Dec 71.

See also Interv, Nichols with Davenport, in Nichols Collection. All in CMH.]

Never one to waste time, Fahy summarized the committee"s activities thus far, outlined its dealings with Army witnesses, and then handed out copies of the Army"s response to Secretary Johnson"s directive.

Fahy was inclined to recommend approval, a course agreed to by the black officers present, but he nevertheless turned courteously to the personnel expert from the Department of the Army and asked him for his opinion of the official Army position. Davenport did not hesitate.

"The directive [the Army"s response to Secretary Johnson"s 6 April directive] isn"t worth the paper it"s written on," he answered. It called for sweeping changes in the administration of the Army"s training programs, he explained, but would produce no change because personnel specialists at the training centers would quickly discover that their existing procedures, which excluded so many qualified black soldiers, would fit quite comfortably under the doc.u.ment"s idealistic but vague language. The Army"s response, Davenport declared, had been very carefully drawn up to retain segregation rather than to end it.

Chairman Fahy seemed annoyed by this declaration. After all, he had listened intently to the Army"s claims and promises and was inclined to accept the Army"s proposal as a slow, perhaps, but certain way to bring about racial integration. He was, however, a tough-minded man and was greatly impressed by the a.n.a.lysis of the situation (p. 354) presented by the Army employee. When Davenport asked him to reexamine the directive with eyes open to the possibility of deceit, Fahy walked to a corner of the room and reread the Army"s statement in the light of Davenport"s charges. Witnesses would later remember the flush of anger that came to his face as he read. His committee was going to have to hear more from Davenport.

[Ill.u.s.tration: CHARLES FAHY _(a later portrait)_.]

If efficiency was to be the keynote of the committee"s investigation, Davenport explained, it would be a simple thing to prove that the Army was acting inefficiently. In a morning of complex testimony replete with statistical a.n.a.lysis of the Army"s manpower management, he and Maj. James D. Fowler, a black West Point graduate and personnel officer, provided the committee with the needed breakthrough. Step by step they led Fahy and his a.s.sociates through the complex workings of the Army"s career guidance program, showing them how segregation caused the inefficient use of manpower on several counts.[14-48] The Army, for example, as part of a continuing effort to find men who _could_ be trained for specialties in which it had a shortage of men, published a monthly list, the so-called "40 Report," of its authorized and actual strength in each of its 490 military occupational specialties. Each of these specialties was further broken down by race. The committee learned that no authorization existed at all for Negroes in 198 of these specialties, despite the fact that in many of them the Army was under its authorized strength. Furthermore, for many of the specialties in which there were no authorizations for Negroes no great skill was needed. In short, it was the policy of segregated service that allowed the Army, which had thousands of jobs unfilled for lack of trained specialists, to continue to deny training and a.s.signment to thousands of Negroes whose apt.i.tude test scores showed them at least minimally suited for those jobs. How could the Army claim that it was operating efficiently when a shortage existed and potentially capable persons were being ignored?

[Footnote 14-48: Fahy Cmte Hearings, 28 Apr 49, morning session.]

One question led to another. If there were no authorizations for black soldiers in 198 specialties, what were the chances for qualified Negroes to attend schools that trained men for these specialties? It turned out that of the 106 school courses available after a man finished basic training, only twenty-one were open to Negroes. That is, 81 percent of the courses offered by the Army were closed to Negroes. The Army denied that discrimination was involved. Since (p. 355) existing black units could not use the full range of the Army"s military occupational specialties, went the official line of reasoning, it would be wasteful and inefficient to train men for nonexistent jobs in those units. It followed that the Organization and Training Division must exclude many Negroes from being cla.s.sified in specialties for which they were qualified and from Army schools that would train others for such unneeded specialties.

[Ill.u.s.tration: ROY DAVENPORT.]

This reasoning was in the interest of segregation, not efficiency, and Davenport and others were able to prove to the committee"s satisfaction that the Army"s segregation policy could be defended neither in terms of manpower efficiency nor common fairness. With Davenport and Fowler"s testimony, Charles Fahy later explained, he began to "see light for a solution."[14-49] He began to see how he would probably be able to gain the committee"s double objective: the announcement of an integration policy for the Army and the establishment of a practical program that would immediately begin moving the Army from segregation to integration.