With forces of the Islamic State of Iraq and Syria (ISIS) launching a blitzkreig throughout Iraq, President Barack Obama seems to have caught the “Victory Through Airpower” disease.
ISIS has thrown the American-trained Iraqi Army into a panic, with soldiers dropping their rifles and running for their lives.
This has led Republicans to accuse the President of being about to “lose” Iraq.
As a result, Obama has shipped at least 300 American “advisors” to Iraq to provide support and security for U.S. personnel and the American Embassy in Baghdad.
And on August 7 he authorized “limited airstrikes” against ISIS forces in Iraq, to prevent the fall of the Kurdish capital, Erbil
“Earlier this week, one Iraqi cried that there is no one coming to help,” said Obama. “Well, today America is coming to help.”
By August 10, the United States announced a fourth round of airstrikes Sunday against militant vehicles and mortars firing on Irbil.
Yet giving that order will not alter the balance of power in Iraq. It didn’t work for America in the 1991 and 2003 wars against Iraq.
Both wars opened with massive barrages of American missiles and bombs. The 1991 war saw the first use of the vaunted “stealth bomber,” which could avoid detection by enemy radar.
The 2003 war opened with an even greater bombardment to “shock and awe” the Iraqis into surrendering. They didn’t.
Baghdad under “shock and awe” bombardment
Nor did air power prove effective on the Iraqi insurgency that erupted after American forces occupied Baghdad and much of the rest of the country.
That war had to be fought by U.S. Army regulars and Special Operations soldiers-–especially Navy SEALS. It was a dirty and private effort, marked by nightly kidnappings of suspected Iraqi insurgents.
Here’s where fantasy became fact for America’s military–and p0liticians.
Victory Through Air Power is a 1943 Walt Disney animated Technicolor feature film released during World War II. It’s based on the book–-of the same title–-by Alexander P. de Seversky.
Its thesis is summed up in its title: That by using bombers and fighter aircraft, the United States can attain swift, stunning victory over its Axis enemies: Germany, Italy and Japan.
Although it’s not explicitly stated, the overall impression given is that, through the use of air power, America can defeat its enemies without deploying millions of ground troops.

The movie has long since been forgotten except by film buffs, but its message has not. Especially by the highest officials within the U.S. Air Force.
Although the Air Force regularly boasted of the tonage of bombs its planes dropped over Nazi Germany, it failed to attain its primary goal: Break the will of the Germans to resist.
On the contrary: Just as the German bombings of England had solidified the will of the British people to resist, so, too, did Allied bombing increase the determination of the Germans to fight on.
Nor did the failure of air power end there.
On June 6, 1944–-D-Day–-the Allies launched their invasion of Nazi-occupied France.
It was the largest amphibious invasion in history. More than 160,000 troops landed–-61,715 British, 73,000 Americans, and 21,400 Canadians.
Allied air power bombed and strafed German troops out in the open. But it couldn’t dislodge soldiers barricaded in steel-and-concrete-reinforced bunkers or pillboxes. Those had to be dislodged, one group at a time, by Allied soldiers armed with rifles, dynamite and flamethrowers.
This situation proved true throughout the rest of the war.
Starting in 1964, the theory of “Victory Through Air Power” once again proved a dud–in Vietnam.
From 1964 to 1975, 14 million tons of bombs were dropped on Vietnam, Laos, and Cambodia–-more than five times as many as it dropped in World War II.
Yet the result proved exactly the same as it had in World War II: The bombing enraged the North Vietnamese and steeled their resolve to fight on to the end.
The belief that victory could be achieved primarily–-if not entirely–-through air power had another unforeseen result during the Vietnam war. It gradually sucked the United States ever deeper into the conflict.
To bomb North Vietnam, the United States needed air force bases in South Vietnam. This required that those bombers and fighters be protected.
So a force to provide round-the-clock security had to be maintained. But there weren’t enough guards to defend themselves against a major attack by North Vietnamese forces.
So more American troops were needed–-to guard the guards.
North Vietnam continued to press greater numbers of its soldiers into attacks on American bases. This forced America to provide greater numbers of its own soldiers to defend against such attacks.
Eventually, the United States had more than 500,000 ground troops fighting in Vietnam–with no end in sight to the conflict.
If American troops once again face off with Iraqis, “Victory Through Air Power” will prove as hollow a slogan as it has in the past.



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HIPPOCRATIC OATH–OR JUST HYPOCRITES?
In Bureaucracy, Business, Medical, Social commentary on August 12, 2014 at 9:02 pmA friend of mine–I’ll call him Sam–recently broke his big toe. But Sam has a bigger problem than his big toe. He’s on Medi-Cal, the California medical plan for the poor.
And if you think the nation’s veterans have it bad, try getting medical care when doctors refuse to honor your insurance.
After breaking his toe while tripping over a bag, Sam went to his regular doctor, a general internist at California Pacific Medical Center (CPMC) in San Francisco.
The doctor examined Sam’s toe and said he was worried. It was a big fracture, and if the bones didn’t knit together properly, Sam could be in for big trouble.
So he advised Sam to see an orthopedic surgeon. Luckily for Sam, said his doctor, there was one close by in the same office. The doctor would ask him to check out Sam’s injury then and there.
Unluckily for Sam, he was on Medi-Cal--and the orthopedic surgeon refused to honor his insurance and see him.
Sam’s doctor sent him home, saying, “I’ll try to find someone as soon as I can.”
At home, Sam called Anthem Blue Cross, the private insurance company now providing coverage to the poor under the state Medi-Cal program.
The Anthem representative soon emailed Sam a list of Anthem Blue Cross orthopedic surgeons who would supposedly accept his insurance. He then printed out the list on his computer.
Sam then made another phone call–to the office of Dr. Vernon L. Giang, Chief Medical Executive for CPMC. There he spoke with an assistant to Dr. Giang.
He explained his difficulties in getting medical care at CPMC. He added that he had obtained a 14-page list of Anthem-Blue Cross-approved orthopedic surgeons who should be willing to accept his insurance.
The assistant said she would gladly check out the list for any doctors affiliated with CPMC. But there was a problem. Sam needed to fax her the information–and Sam didn’t have a fax machine. Nevertheless,
Sam hobbled several blocks to a nearby Kinko’s/FedEx office, which had fax machines.
The next morning, Sam called Dr. Giang’s office. He reached the same assistant, who told him that the faxed material had come in. The bad news: There wasn’t a single doctor on that list whom she had called who would accept Sam’s insurance.
In addition, some of the doctors were “out of our plan.” Which meant that even if they had been willing to accept Sam’s insurance, he couldn’t have seen them.
The assistant was polite and sympathetic, but candid: CPMC’s doctors aren’t required to treat any patient whose insurance they dislike. In fact, CPMC cannot demand that they do so, since the doctors who are practice under its name are considered “independent practitioners.”
So Sam aimed higher. He phoned the office of Dr. Warren S. Browner, the CEO of California Pacific Medical Center.
But he didn’t reach Browner–or even a secretary.
As a rule, when you call a giant corporation and ask to speak with its CEO, this doesn’t happen. But what usually does happen is that you’re put through to the executive offices. You won’t speak with the CEO, but you’ll usually reach a secretary for him.
And if your message is one that poses legal or public relations disaster for the company, the odds are excellent that you’ll soon get a call back. Not from the CEO (except in rare cases) but from someone deputized to speak in his name–and to probably address your problem.
But, in this case, there was no secretary to answer the phone for Dr. Browner. Just a message machine.
So Sam left an urgent message, outlining his difficulties in getting medical care from CPMC.
No one from Dr. Browner’s office called him back that day.
Meanwhile, the pain in Sam’s foot was getting worse. So, later that day, he hobbled into an emergency room of CMPC.
A doctor examined Sam’s foot and ordered several X-rays taken of the broken toe. After examining these, he told Sam what he already knew: The toe was broken. He also warned that if it wasn’t treated properly, Sam could have great pain–such as from arthritis–in the future.
Sam explained how he had been unable to get an orthopedic surgeon to look at his toe. The doctor said he would try to find one who would.
Sam waited in the ER for almost four hours. When he finally saw the doctor again, the latter seemed embarrassed to give him the bad news. He hadn’t been any more successful than Sam at finding a CPMC orthopedic surgeon willing to treat Sam’s injury.
When Sam asked what he should do, the ER doctor said that “time” would take care of the injury.
The website for CPMC boasts: “At California Pacific Medical Center, our mission is to always give each patient the personal, hands-on attention they deserve.” Unless, of course, all of its doctors in a particular specialty refuse to honor the patient’s medical insurance.
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