Michael D. Yates: Honor the Vietnamese, Not Those Who Killed Them

In a letter to Vietnam War veteran Charles McDuff, Major General Franklin Davis, Jr. said, “The United States Army has never condoned wanton killing or disregard for human life.” McDuff had written a letter to President Richard Nixon in January 1971, telling him that he had witnessed U.S. soldiers abusing and killing Vietnamese civilians and informing him that many My Lais had taken place during the war.[1] He pleaded with Nixon to bring the killing to an end. The White House sent the letter to the general, and this was his reply.

McDuff’s letter and Davis’s response are quoted in Nick Turse’s Kill Anything That Moves: The Real American War in Vietnam, the most recent book to demonstrate beyond doubt that the general’s words were a lie.[2] Not only did the United States ravage Vietnam with unprecedented and murderous ferocity, committing war crimes in nearly every village, but this criminal conduct was official government policy. The United States prosecuted the war with a Frederick Taylor-like efficiency and an engineer’s impersonal input-output calculation, with maximum Vietnamese deaths as standard operating procedure.[3]

In what follows, I use Turse’s work, along with several other books, articles, and films, as scaffolds from which to construct an analysis of how the war was conducted, what its consequences have been for the Vietnamese, how the nature of the war generated ferocious opposition to it (not least by a brave core of U.S. soldiers), how the war’s history has been whitewashed, and why it is important to both know what happened in Vietnam and why we should not forget it.

McNamara’s Business Model of War

Robert McNamara, President Lyndon Johnson’s secretary of defense, was the chief architect of the U.S. war strategy.[4] A logistics expert who streamlined Allied bombing runs during the Second World War, and later president of Ford Motor Company, McNamara believed that winning a war was simply a matter of setting a goal that would result in victory and then using the managerial techniques he had mastered to get the job done. The goal was to get the “kill ratio,” the proportion between enemy and U.S. dead, as high as possible, so that a “crossover point” was reached-that is, more enemy soldiers killed than could be replaced. Then, inevitably, the Vietnamese would no longer be able to resist the U.S. war machine, surrender, and sue for peace.

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