BECAUSE of their transcendent practical importance, no successful leader has ever been too busy to cultivate the symbols which organize his following. What privileges do within the hierarchy, symbols do for the rank and file. They conserve unity. From the totem pole to the national flag, from the wooden idol to God the Invisible King, from the magic word to some diluted version of Adam Smith or Bentham, symbols have been cherished by leaders, many of whom were themselves unbelievers, because they were focal points where differences merged. The detached observer may scorn the "star-spangled" ritual which hedges the symbol, perhaps as much as the king who told himself that Paris was worth a few masses. But the leader knows by experience that only when symbols have done their work is there a handle he can use to move a crowd. In the symbol emotion is discharged at a common target, and the idiosyncrasy of real ideas blotted out. No wonder he hates what he calls destructive criticism, sometimes called by free spirits the elimination of buncombe. "Above all things," says Bagehot, "our royalty is to be reverenced, and if you begin to poke about it you cannot reverence it." [Footnote: The English Constitution, p. 127. D. Appleton & Company, 1914.] For poking about with clear definitions and candid statements serves all high purposes known to man, except the easy conservation of a common will. Poking about, as every responsible leader suspects, tends to break the transference of emotion from the individual mind to the institutional symbol. And the first result of that is, as he rightly says, a chaos of individualism and warring sects. The disintegration of a symbol, like Holy Russia, or the Iron Diaz, is always the beginning of a long upheaval. These great symbols possess by transference all the minute and detailed loyalties of an ancient and stereotyped society. They evoke the feeling that each individual has for the landscape, the furniture, the faces, the memories that are his first, and in a static society, his only reality. That core of images and devotions without which he is unthinkable to himself, is nationality. The great symbols take up these devotions, and can arouse them without calling forth the primitive images. The lesser symbols of public debate, the more casual chatter of politics, are always referred back to these proto-symbols, and if possible associated with them. The question of a proper fare on a municipal subway is symbolized as an issue between the People and the Interests, and then the People is inserted in the symbol American, so that finally in the heat of a campaign, an eight cent fare becomes unAmerican. The Revolutionary fathers died to prevent it. Lincoln suffered that it might not come to pass, resistance to it was implied in the death of those who sleep in France. Because of its power to siphon emotion out of distinct ideas, the symbol is both a mechanism of solidarity, and a mechanism of exploitation. It enables people to work for a common end, but just because the few who are strategically placed must choose the concrete objectives, the symbol is also an instrument by which a few can fatten on many, deflect criticism, and seduce men into facing agony for objects they do not understand. Many aspects of our subjection to symbols are not flattering if we choose to think of ourselves as realistic, self-sufficient, and self-governing personalities. Yet it is impossible to conclude that symbols are altogether instruments of the devil. In the realm of science and contemplation they are undoubtedly the tempter himself. But in the world of action they may be beneficent, and are sometimes a necessity. The necessity is often imagined, the peril manufactured. But when quick results are imperative, the manipulation of masses through symbols may be the only quick way of having a critical thing done. It is often more important to act than to understand. It is sometimes true that the action would fail if everyone understood it. There are many affairs which cannot wait for a referendum or endure publicity, and there are times, during war for example, when a nation, an army, and even its commanders must trust strategy to a very few minds; when two conflicting opinions, though one happens to be right, are more perilous than one opinion which is wrong. The wrong opinion may have bad results, but the two opinions may entail disaster by dissolving unity. [Footnote: Captain Peter S. Wright, Assistant Secretary of the Supreme War Council, At the Supreme War Council, is well worth careful reading on secrecy and unity of command, even though in respect to the allied leaders he wages a passionate polemic.] Thus Foch and Sir Henry Wilson, who foresaw the impending disaster to Cough's army, as a consequence of the divided and scattered reserves, nevertheless kept their opinions well within a small circle, knowing that even the risk of a smashing defeat was less certainly destructive, than would have been an excited debate in the newspapers. For what matters most under the kind of tension which prevailed in March, 1918, is less the rightness of a particular move than the unbroken expectation as to the source of command. Had Foch "gone to the people" he might have won the debate, but long before he could have won it, the armies which he was to command would have dissolved. For the spectacle of a row on Olympus is diverting and destructive. But so also is a conspiracy of silence. Says Captain Wright: "It is in the High Command and not in the line, that the art of camouflage is most practiced, and reaches to highest flights. All chiefs everywhere are now kept painted, by the busy work of numberless publicists, so as to be mistaken for Napoleons—at a distance….It becomes almost impossible to displace these Napoleons, whatever their incompetence, because of the enormous public support created by hiding or glossing failure, and exaggerating or inventing success…. But the most insidious and worst effect of this so highly organized falsity is on the generals themselves: modest and patriotic as they mostly are, and as most men must be to take up and follow the noble profession of arms, they themselves are ultimately affected by these universal illusions, and reading it every morning in the paper, they also grow persuaded they are thunderbolts of war and infallible, however much they fail, and that their maintenance in command is an end so sacred that it justifies the use of any means…. These various conditions, of which this great deceit is the greatest, at last emancipate all General Staffs from all control. They no longer live for the nation: the nation lives, or rather dies, for them. Victory or defeat ceases to be the prime interest. What matters to these semi-sovereign corporations is whether dear old Willie or poor old Harry is going to be at their head, or the Chantilly party prevail over the Boulevard des Invalides party." [Footnote: Op. cit., pp. 98, 101-105.] Yet Captain Wright who can be so eloquent and so discerning about the dangers of silence is forced nevertheless to approve the silence of Foch in not publicly destroying the illusions. There is here a complicated paradox, arising as we shall see more fully later on, because the traditional democratic view of life is conceived, not for emergencies and dangers, but for tranquillity and harmony. And so where masses of people must coÖperate in an uncertain and eruptive environment, it is usually necessary to secure unity and flexibility without real consent. The symbol does that. It obscures personal intention, neutralizes discrimination, and obfuscates individual purpose. It immobilizes personality, yet at the same time it enormously sharpens the intention of the group and welds that group, as nothing else in a crisis can weld it, to purposeful action. It renders the mass mobile though it immobilizes personality. The symbol is the instrument by which in the short run the mass escapes from its own inertia, the inertia of indecision, or the inertia of headlong movement, and is rendered capable of being led along the zigzag of a complex situation. 2 But in the longer run, the give and take increases between the leaders and the led. The word most often used to describe the state of mind in the rank and file about its leaders is morale. That is said to be good when the individuals do the part allotted to them with all their energy; when each man's whole strength is evoked by the command from above. It follows that every leader must plan his policy with this in mind. He must consider his decision not only on "the merits," but also in its effect on any part of his following whose continued support he requires. If he is a general planning an attack, he knows that his organized military units will scatter into mobs if the percentage of casualties rises too high. In the Great War previous calculations were upset to an extraordinary degree, for "out of every nine men who went to France five became casualties." [Footnote: Op. cit., p. 37. Figures taken by Captain Wright from the statistical abstract of the war in the Archives of the War Office. The figures refer apparently to the English losses alone, possibly to the English and French.] The limit of endurance was far greater than anyone had supposed. But there was a limit somewhere. And so, partly because of its effect on the enemy, but also in great measure because of its effect on the troops and their families, no command in this war dared to publish a candid statement of its losses. In France the casualty lists were never published. In England, America, and Germany publication of the losses of a big battle were spread out over long periods so as to destroy a unified impression of the total. Only the insiders knew until long afterwards what the Somme had cost, or the Flanders battles; [Footnote: Op cit., p. 34, the Somme cost nearly 500,000 casualties; the Arras and Flanders offensives of 1917 cost 650,000 British casualties.] and Ludendorff undoubtedly had a very much more accurate idea of these casualties than any private person in London, Paris or Chicago. All the leaders in every camp did their best to limit the amount of actual war which any one soldier or civilian could vividly conceive. But, of course, among old veterans like the French troops of 1917, a great deal more is known about war than ever reaches the public. Such an army begins to judge its commanders in terms of its own suffering. And then, when another extravagant promise of victory turns out to be the customary bloody defeat, you may find that a mutiny breaks out over some comparatively minor blunder, [Footnote: The Allies suffered many bloodier defeats than that on the Chemin des Dames.] like Nivelle's offensive of 1917, because it is a cumulative blunder. Revolutions and mutinies generally follow a small sample of a big series of evils. [Footnote: Cf. Pierrefeu's account, op. cit., on the causes of the Soissons mutinies, and the method adopted by PÉtain to deal with them. Vol. I, Part III, et seq.] The incidence of policy determines the relation between leader and following. If those whom he needs in his plan are remote from the place where the action takes place, if the results are hidden or postponed, if the individual obligations are indirect or not yet due, above all if assent is an exercise of some pleasurable emotion, the leader is likely to have a free hand. Those programs are immediately most popular, like prohibition among teetotalers, which do not at once impinge upon the private habits of the followers. That is one great reason why governments have such a free hand in foreign affairs. Most of the frictions between two states involve a series of obscure and long-winded contentions, occasionally on the frontier, but far more often in regions about which school geographies have supplied no precise ideas. In Czechoslovakia America is regarded as the Liberator; in American newspaper paragraphs and musical comedy, in American conversation by and large, it has never been finally settled whether the country we liberated is Czechoslavia or Jugoslovakia. |