Integration of the Armed Forces, 1940-1965 Part 21

Secretary Forrestal must have been aware of these omissions, but he ignored them. Perhaps the problem of the Negro in the postwar Navy seemed remote during this last, climactic summer of the war.

[Ill.u.s.tration: GRANGER WITH CREWMEN OF A NAVAL YARD CRAFT.]

To doc.u.ment the status of the Negro in the Navy, Forrestal turned again to Lester Granger. Granger had acted more than once as the secretary's eyes and ears on racial matters, and the a.s.sociation between the two men had ripened from mutual respect to close rapport.[5-61] During August 1945 Granger visited some twenty continental installations for Forrestal, including large depots and naval stations on the west coast, the Great Lakes Training Center, and bases and air stations in the south. Shortly after V-J day Granger launched a more ambitious tour of inspection that found him traveling among the 45,000 Negroes a.s.signed to the Pacific area.

[Footnote 5-61: Columbia University Oral Hist Interv with Granger.]

Unlike the Army staff, whose worldwide quest for information stressed black performance in the familiar lessons-learned formula and only incidentally treated those factors that affected performance, Granger, a civilian, never really tried to a.s.sess performance. He was, (p. 148) however, a race relations expert, and he tried constantly to discover how the treatment accorded Negroes in the Navy affected their performance and to pa.s.s on his findings to local commanders. He later explained his technique. First, he called on the commanding officer for facts and opinions on the performance and morale of the black servicemen. Then he proceeded through the command, unaccompanied, interviewing Negroes individually as well as in small and large groups. Finally, he returned to the commanding officer to pa.s.s along grievances reported by the men and his own observations on the conditions under which they served.[5-62]

[Footnote 5-62: Granger's findings and an account of his inspection technique are located in Ltrs, Granger to SecNav, 4 Aug, 10 Aug, 27 Aug, and 31 Oct 45; and in "Minutes of Press Conference Held by Mr. Lester B. Granger," 1 Nov 45. All in 54-1-13, Forrestal file, GenRecsNav. See also Columbia University Oral Hist Interv with Granger.]

Granger always related the performance of enlisted men to their morale. He pointed out to the commanders that poor morale was at the bottom of the Port Chicago ma.s.s mutiny and the Guam riot, and his report to the secretary confirmed the experiences of the Special Programs Unit: black performance was deeply affected by the extent to which Negroes felt victimized by racial discrimination or handicapped by segregation, especially in housing, messing, and military and civilian recreational facilities. Although no official policy on segregated living quarters existed, Granger found such segregation widely practiced at naval bases in the United States. Separate housing meant in most cases separate work crews, thereby encouraging voluntary segregation in mess halls. In some cases the Navy's separate housing was carried over into nearby civilian communities where no segregation existed before. In others sh.o.r.e patrols forced segregation on civilian places of entertainment, even when state laws forbade it. On southern bases, especially, many commanders willingly abandoned the Navy's ban against discrimination in favor of the racial practices of local communities. There enforced segregation was widespread, often made explicit with "colored" and "white" signs.

Yet Granger found encouraging exceptions which he pa.s.sed along to local commanders elsewhere. At Camp Perry, Virginia, for example, there was a minimum of segregation, and the commanding officer had intervened to see that Virginia's segregated bus laws did not apply to Navy buses operating between the camp and Norfolk. This situation was unusual for the Navy although integrated busing had been standard practice in the Army since mid-1944. He found Camp Perry "a pleasant contrast" to other southern installations, and from his experiences there he concluded that the att.i.tude of the commanding officer set the pace. "There is practically no limit," Granger said, "to the progressive changes in racial att.i.tudes and relations.h.i.+ps which can be made when sufficiently enlightened and intelligent officer leaders.h.i.+p is in command." The development of hard and fast rules, he concluded, was unnecessary, but the Bureau of Naval Personnel must constantly see to it that commanders resisted the "influence of local conventions."

At Pearl Harbor Granger visited three of the more than two hundred auxiliary s.h.i.+ps manned by mixed crews. On two the conditions were excellent. The commanding officer in each case had taken special (p. 149) pains to avoid racial differentiation in ratings, a.s.signments, quarters, and messes; efficiency was superior, morale was high, and racial conflict was absent. On the third s.h.i.+p Negroes were separated; they were specifically a.s.signed to a special bunk section in the general crew compartment and to one end of the chow table. Here there was dissatisfaction among Negroes and friction with whites.

At the naval air bases in Hawaii performance and morale were good because Negroes served in a variety of ratings that corresponded to their training and ability. The air station in Oahu, for example, had black radar operators, signalmen, yeomen, machinist mates, and others working amiably with whites; the only sign of racial separation visible was the existence of certain barracks, no different from the others, set aside for Negroes.

Morale was lowest in black base companies and construction battalions.

In several instances able commanding officers had availed themselves of competent black leaders to improve race relations, but in most units the racial situation was generally poor. Granger regarded the organization of the units as "badly conceived from the racial standpoint." Since base companies were composed almost entirely of nonrated men, s.p.a.ces for black petty officers were lacking. In such units the scaffold of subordinate leaders.h.i.+p necessary to support and uphold the authority of the officers was absent, as were opportunities for individual advancement. Some units had been provisionally re-formed into logistic support companies, and newly authorized ratings were quickly filled. This partial remedy had corrected some deficiencies, but left unchanged a number of the black base companies in the Pacific area. Although construction battalions had workers of both races, Granger reported them to be essentially segregated because whites were a.s.signed to headquarters or to supervisory posts. Some officers had carried this arbitrary segregation into off-duty areas, one commander contending that strict segregation was the civilian pattern and that everyone was accustomed to it.

The Marine Corps lagged far behind the rest of the naval establishment, and there was little pretense of conforming with the Navy's racial policy. Black marines remained rigidly segregated and none of the few black officer candidates, all apparently well qualified, had been commissioned. Furthermore, some black marines who wanted to enlist as regulars were waiting word whether they could be included in the postwar Marine Corps. Approximately 85 percent of the black marines in the Pacific area were in depot and ammunition companies and steward groups. In many cases their a.s.signments failed to match their qualifications and previous training. Quite a few specialists complained of having been denied privileges ordinarily accorded white men of similar status--for example, opportunities to attend schools for first sergeants, musicians, and radar operators.

Black technicians were frequently sent to segregated and hastily constructed schools or detached to Army installations for schooling rather than sent to Marine Corps schools. Conversely, some white enlisted men, a.s.signed to black units for protracted periods as instructors, were often accorded the unusual privilege of living in officers' quarters and eating in the officers' mess in order to preserve racial segregation.

Most black servicemen, Granger found, resented the white fleet (p. 150) sh.o.r.e patrols in the Pacific area which they considered biased in handling disciplinary cases and reporting offenders. The commanding officer of the sh.o.r.e patrol in Honolulu defended the practice because he believed the use of Negroes in this duty would be highly dangerous.

Granger disagreed, pointing to the successful employment of black sh.o.r.e patrols in such fleet liberty cities as San Diego and Miami. He singled out the situation in Guam, which was patrolled by an all-white Marine Corps guard regarded by black servicemen as racist in att.i.tude.

Frequently, racial clashes occurred, princ.i.p.ally over the attentions of native women, but it was the concentration of Negroes in the naval barracks at Guam, Granger concluded, along with the lack of black sh.o.r.e patrols, that intensified racial isolation, induced a suspicion of racial policies, and aggravated resentment.

At every naval installation Granger heard vigorous complaints over the contrast between black and white ratings and promotions. Discrepancies could be explained partly by the fact that, since the general service had been opened to Negroes fairly late in the war, many white men had more than two years seniority over any black. But Granger found evidence that whites were transferred into units to receive promotions and ratings due eligible black members. In many cases, he found "indisputable racial discrimination" by commanding officers, with the result that training was wasted, trained men were prevented from acquiring essential experience and its rewards, and resentment smoldered.

Evidence of overt prejudice aside, Granger stressed again and again that the primary cause of the Navy's racial problems was segregation.

Segregation was "impractical and inefficient," he pointed out, because racial isolation bred suspicion, which in turn inflamed resentment, and finally provoked insubordination. The best way to integrate Negroes, Granger felt, was to take the most natural course, that is, eliminate all special provisions, conditions, or cautions regarding their employment. "There should be no exceptional approach to problems involving Negroes," he counseled, "for the racial factor in naval service will disappear only when problems involving Negroes are accepted as part of the Navy's general program for insuring efficient performance and first-cla.s.s discipline."

Despite his earlier insistence on a fair percentage of Negroes in the postwar Regular Navy, Granger conceded that the number and proportion would probably decrease during peacetime. It was hardly likely, he added, that black enlistment would exceed 5 percent of the total strength, a manageable proportion. He even saw some advantages in smaller numbers, since, as the educational standards for all enlistees rose, the integration of relatively few but better qualified Negroes would "undoubtedly make for greater racial harmony and improved naval performance."

Despite the breadth and acuity of his observations, Granger suggested remarkedly few changes. Impressed by the progress made in the treatment of Negroes during the war, he apparently expected it to continue uninterrupted. Although his investigations uncovered basic problems that would continue to trouble the Navy, he did not (p. 151) recognize them as such. For his part, Forrestal sent Granger's voluminous reports with their few recommendations to his military staff and thanked the Urban League official for his contribution.[5-63]

[Footnote 5-63: Memo, J.F. [James Forrestal] for Vice Adm Jacobs (Chief of Naval Personnel), 23 Aug 45; Ltr, SecNav to Granger, 29 Dec 45, both in 54-1-13, Forrestal file, GenRecsNav.]

Although different in approach and point of view, Granger's observations neatly complemented the findings and recommendations of the Committee on Negro Personnel. Both reinforced the secretary's postwar policy aims and both supported his gradualist approach to racial reform. Granger cited segregation, in particular the concentration of ma.s.ses of black sailors, as the princ.i.p.al cause of racial unrest and poor morale among Negroes. The committee urged the gradual integration of the general service in the name of military efficiency. Granger and the committee also shared certain blind spots.

Both were encouraged by the progress toward full-scale integration that occurred during the war, but this improvement was nominal at best, a token bow to changing conditions. Their a.s.sumption that integration would spread to all branches of the Navy neglected the widespread and deeply entrenched opposition to integration that would yield only to a strategy imposed by the Navy's civilian and military leaders. Finally, the hope that integration would spread ignored the fact that after the war few Negroes except stewards would be able to meet the enlistment requirements for the Regular Navy. In short, the postwar Navy, so far as Negroes were concerned, was likely to resemble the prewar Navy.

The search for a postwar racial policy led the Army and Navy down some of the same paths. The Army manpower planners decided that the best way to avoid the inefficient black divisions was to organize Negroes into smaller, and therefore, in their view, more efficient segregated units in all the arms and services. At the same time Secretary Forrestal's advisers decided that the best way to avoid the concentration of Negroes who could not be readily a.s.similated in the general service was to integrate the small remnant of black specialists and leave the majority of black sailors in the separate Steward's Branch. In both instances the experiences of World War II had successfully demonstrated to the traditionalists that large-scale segregated units were unacceptable, but neither service was yet ready to accept large-scale integration as an alternative.

CHAPTER 6 (p. 152)

New Directions

All the services developed new racial policies in the immediate postwar period. Because these policies were responses to racial stresses peculiar to each service and were influenced by the varied experiences of each, they were, predictably, disparate in both substance and approach; because they were also reactions to a common set of pressures on the services they proved to be, perhaps not so predictably, quite similar in practical consequences. One pressure felt by all the services was the recently acquired knowledge that the nation's military manpower was not only variable but also limited in quant.i.ty. Military efficiency demanded, therefore, that the services not only make the most effective use of available manpower, but also improve its quality. Since Negroes, who made up approximately 10 percent of the population, formed a substantial part of the nation's manpower, they could no longer be considered primarily a source of unskilled labor. They too must be employed appropriately, and to this end a higher proportion of Negroes in the services must be qualified for specialized jobs.

Continuing demands by civil rights groups added to the pressure on the services to employ Negroes according to their abilities. Arguing that Negroes had the right to enjoy the privileges and share the responsibilities of citizens.h.i.+p, civil rights spokesmen appeared determined to test the const.i.tutionality of the services' wartime policies in the courts. Their demands placed the Truman administration on the defensive and served warning on the armed forces that never again could they look to the exclusion of black Americans as a long-term solution to their racial problems.

In addition to such pressures, the services had to reckon with a more immediate problem. Postwar black reenlistment, particularly among service men stationed overseas, was climbing far beyond expectation.

As the armed forces demobilized in late 1945 and early 1946, the percentage of Negroes in the Army rose above its wartime high of 9.68 percent of the enlisted strength and was expected to reach 15 percent and more by 1947. Aside from the Marine Corps, which experienced a rapid drop in black enlistment, the Navy also expected a rise in the percentage of Negroes, at least in the near future. The increase occurred in part because Negroes, who had less combat time than whites and therefore fewer eligibility points for discharge, were being separated from service later and more slowly. The rise reflected as well the Negro's expectation that the national labor market would deteriorate in the wake of the war. Although greater opportunities for employment had developed for black Americans, civilians already filled the posts and many young Negroes preferred the job security of a military career. But there was another, more poignant reason why many Negroes elected to remain in uniform: they were afraid to reenter (p. 153) what seemed a hostile society and preferred life in the armed forces, imperfect as that might be. The effect of this increase on the services, particularly the largest service, the Army, was sharp and direct. Since many Negroes were poorly educated, they were slow to learn the use of sophisticated military equipment, and since the best educated and qualified men, black and white, tended to leave, the services faced the prospect of having a large proportion of their enlisted strength black and unskilled.

_The Gillem Board Report_

Clearly, a new policy was necessary, and soon after the j.a.panese surrender a.s.sistant Secretary McCloy sent to the recently appointed Secretary of War the acc.u.mulated pile of papers on the subject of how best to employ Negroes in the postwar Army. Along with the answers to the questionnaires sent to major commanders and a collection of interoffice memos went McCloy's reminder that the matter ought to be dealt with soon. McCloy wanted to form a committee of senior officers to secure "an objective professional view" to be used as a base for attacking the whole race problem. But while he considered it important to put this professional view on record, he still expected it to be subject to civilian review.[6-1]

[Footnote 6-1: Memo, McCloy for SW, 17 Sep 45, SW 291.2; Ltr, McCloy to author, 25 Sep 69, CMH files.]

Robert P. Patterson became Secretary of War on 27 September 1945, after serving with Henry Stimson for five years, first as a.s.sistant and later as under secretary. Intimately concerned with racial matters in the early years of the war, Patterson later became involved in war procurement, a specialty far removed from the complex and controversial racial situation that faced the Army. Now as secretary he once again a.s.sumed an active role in the Army's black manpower problems and quickly responded to McCloy's request for a policy review.[6-2] In accordance with Patterson's oral instructions, General Marshall appointed a board, under the chairmans.h.i.+p of Lt. Gen. Alvan C. Gillem, Jr., which met on 1 October 1945. Three days later a formal directive signed by the Deputy Chief of Staff and approved by the Secretary of War ordered the board to "prepare a policy for the use of the authorized Negro manpower potential during the postwar period including the complete development of the means required to derive the maximum efficiency from the full authorized manpower of the nation in the event of a national emergency."[6-3] On this group, to be known as the Gillem Board, would fall the responsibility for formulating a policy, preparing a directive, and planning the use of Negroes in the postwar Army.

[Footnote 6-2: See, for example, Memo, SW for CofS, 7 Nov 45, SW 291.2; see also Ltr, McCloy to author, 25 Sep 69.]

[Footnote 6-3: Quoted in Memo, Gen Gillem for CofS, 17 Nov 45, sub: Report of Board of General Officers on Utilization of Negro Manpower in the Post-War Army, copy in CSGOT 291.2 (1945) BP.]

None of the board members was particularly prepared for the new a.s.signment. General Gillem, a Tennessean, had come up through the ranks to command the XIII Corps in Europe during World War II.

Although he had written one of the 1925 War College studies on the (p. 154) use of black troops and had many black units in his corps, Gillem probably owed his appointment to the fact that he was a three-star general, available at the moment, and had recently been selected by the Chief of Staff to direct a Special Planning Division study on the use of black troops that had been superseded by the new board.[6-4]

Burdened with the voluminous papers collected by McCloy, Gillem headed a board composed of Maj. Gen. Lewis A. Pick, a Virginian who had built the Ledo Road in the China-Burma-India theater; Brig. Gen. Winslow C.

Morse of Michigan, who had served in a variety of a.s.signments in the Army Air Forces culminating in wartime duties in China; and Brig. Gen.

Aln D. Warnock, the recorder without vote, a Texan who began his career in the Arizona National Guard and had served in Iceland during World War II.[6-5] These men had broad and diverse experience and gave the board a certain geographical balance. Curiously enough, none was a graduate of West Point.[6-6]

[Footnote 6-4: Interv, Capt Alan Osur, USAF, with Lt Gen Alvan C. Gillem (USA Ret.), 3 Feb 72, copy in CMH.]

[Footnote 6-5: Memo, Maj Gen Ray Porter, Dir, Spec Planning Div, for Gillem, 28 Sep 45, sub: War Department Special Board on Negro Manpower, WDCSA 320.2.]

[Footnote 6-6: In a later comment on the selections, McCloy said that the geographical spread and lack of West Point representation was accidental and that the use of general officers reflected the importance of the subject to him and to Patterson.

See Ltr, McCloy to author, 25 Sep 69, and Ltr, Gen Morse to author, 10 Sep 74, CMH files.]

[Ill.u.s.tration: GENERAL GILLEM.]

Although new to the subject, the board members worked quickly. Less than a month after their first session, Gillem informed the Chief of Staff that they had already reached certain conclusions. They recognized the need to build on the close relations.h.i.+ps developed between the races during the war by introducing progressive measures that could be put into operation promptly and would provide for the a.s.signment of black troops on the basis of individual merit and ability alone. After studying and comparing the racial practices of the other services, the board decided that the Navy's partial integration had stimulated compet.i.tion which improved black performance without causing racial friction. By contrast, strict segregation in the Marine Corps required longer training periods and closer supervision for black marines. In his memorandum Gillem refrained from drawing the logical conclusion and simply went on to note that the Army had, for example, integrated its black and white patients in hospitals because of the greater expense, inefficiency, and general impracticality of duplicating complex medical (p. 155) equipment and installations.[6-7] By inference the same disadvantages applied to maintaining separate training facilities, operational units, and the rest of the apparatus of the shrinking Army establishment. At one point in his progress report, Gillem seemed close to recommending integration, at least to the extent already achieved in the Navy. But stated explicitly such a recommendation would have been a radical step, out of keeping with the climate of opinion in the country and in the Army itself.

[Footnote 6-7: Memo, Gen Gillem for CofS, 26 Oct 45, sub: Progress Rpt on Board Study of Utilization of Negro Manpower in the Post-War Army, WDCSA 291.2; see also Interv, Osur with Gillem.]

On 17 November 1945 the Gillem Board finished the study and sent its report to the Chief of Staff.[6-8] In six weeks the board had questioned more than sixty witnesses, consulted a ma.s.s of doc.u.mentary material, and drawn up conclusions and recommendations on the use of black troops. The board declared that its recommendations were based on two complementary principles: black Americans had a const.i.tutional right to fight, and the Army had an obligation to make the most effective use of every soldier. But the board also took into account reports of the Army's wartime experience with black units. It referred constantly to this experience, citing the satisfactory performance of the black service units and some of the smaller black combat units, in particular the artillery and tank battalions. It also described the black infantry platoons integrated into white companies in Europe as "eminently successful." At the same time large black combat units had not been satisfactory, most often because their junior officers and noncommissioned officers lacked the ability to lead. The difficulties the Army encountered in properly placing its black troops during the war, the board decided, stemmed to some extent from inadequate staff work and improper planning. Poor staff work allowed a disproportionate number of Negroes with low test scores to be allocated to combat elements. Lack of early planning, constant reorganization and regrouping of black units, and continuous s.h.i.+fting of individuals from one type of training to another had confused and bewildered black troops, who sometimes doubted that the Army intended to commit them to combat at all.

[Footnote 6-8: Memo, Gillem for CofS, 17 Nov 45, sub: Report of Board of General Officers on the Utilization of Negro Manpower in the Post-War Army.

Unless otherwise noted this section is based on the report.]

It was necessary, the board declared, to avoid repet.i.tion of this experience. Advance planning was needed to develop a broader base of trained men among black troops to provide cadres and leaders to meet national emergencies more efficiently. The Army had to realize and take advantage of the advances made by Negroes in education, industry, and government service. The wide range of skills attained by Negroes had enhanced their military value and made possible a broader selectivity with consequent benefit to military efficiency. Thus, the Army had to adopt a racial policy that provided for the progressive and flexible use of black manpower "within proportions corresponding to those in the civilian population." This policy, it added, must "be implemented _promptly ... must_ be objective by nature ... must (p. 156) eliminate, at the earliest practicable moment, any special consideration based on race ... and should point towards the immediate objective of an evaluation of the Negro on the basis of individual merit and ability."