The admiral stood signaling the meeting was over, and everyone jumped out of their chairs to stand at attention. Willson walked around to each member of the team and shook their hand. The last person he shook hands with was James. He pulled him over to the corner and whispered, “Mr. Brand, watch out for Beck, he’s not as trustworthy as an aide should be, but I’m stuck with him. Try not to make him look too much like an ass. And by the way, who is this young lady you met in London?”
James turned red. The admiral smiled, patted him on the back, and walked out of the room. Jameson didn’t know what was said but knew James was embarrassed.
The two aides walked around the room and shook hands with the team. When Beck came up to James, he smiled, but James had seen that insincere smile many times before in his life. James said, “Sir, it was good to meet you, and I look forward to working with you in the future.”
Beck still smiling said in a quiet voice, “Lieutenant, I don’t know much about you, but I will find out all there is to know before we meet next time.” He held a gaze on James who was a good four inches taller than Beck, then he turned and walked away.
The four members of the team had a quick lunch and reported back to Admiral Willison’s office. In his absence, they were directed to a small conference room to wait. Jameson had expected the delay and knew the chief of Naval Operations had more on his plate than worrying about his science team. They spent the next four hours in the conference room debating their suggestions and rechecking calculations. Finally, around 1700 hours, one of the admiral’s junior aides informed them that Admiral King was ready to see them.
They marched into the CNO’s office in order of seniority with the gunny last in line. They marched up to the large desk of Admiral King who was talking to Admiral Willson and two aides, both captains. The team went to full attention and waited until they were told to stand at ease or leave. King was a stickler for military protocol. Anyone who violated it in front of him was to feel the wrath of the angriest man in Washington. Finally, Willson picked up the papers King was examining and told the team, “At ease.”
The men went to parade rest. King, never smiling, said, “Jameson, I have read almost all of your reports, and as usual for your team, it is well done and will provoke a lot of conversations around this office. Let me ask a few questions of you and your team starting with the gunny.”
Gunnery Sergeant Jones snapped back to attention, and King quickly responded, “Gunny, did I say for you to come back to attention?”
“No sir, no disrespect, sir.” The gunny seemed a bit out of step with the others. He didn’t like being in a room full of senior officers, especially Admiral King.
“It’s okay, Gunny, just stand down for a minute. You’re not on parade duty.”
The CNO smiled a bit before continuing. “Gunny, you submitted a well-crafted report requested by Captain Jameson about what you thought of the enlisted ranks of our British Allies. I’m surprised at your candor and your clarity. If I had known Marine sergeants could write so well, I would replace half of my staff with such men.”
Willson smiled at the comment but the two aides, both full captains, did not. They did not consider a Marine sergeant a viable alternative to their staff work, let alone writing reports for the Chief of Naval Operations.
“Gunny, you stated the naval ratings you met both on the British sloop and those on shore were well trained, executed orders with great efficiency, and seemed very dedicated. You also mentioned the lower ranks were very young but willing to learn, and the petty officers were good teachers and appeared to have the respect of the men in their charge as well as the officers above them. Same goes, you said, for the Royal Marines and the commandos you met.”
King put down the report, looked straight at the gunny and asked, “Would you trust these people with your life?”
The gunny was quick to reply, “Sir, the Brits I met in the ranks were as good as our men, and because of their war experience, they had a temperament that will take us a time to build. No man can guarantee his actions until he is placed under stress and only combat can be the true test.”
King looked at the gunny, and while not smiling, his nodding head indicated agreement. King went next to Brand and asked a pointed question about the British.
“Lieutenant Brand, you seemed to have a great appreciation for our British Allies. You quote their studies and their action reports plus interviews with officers, both senior and line officers. How sure are you of this information?”
Brand had been coached by Jameson on his approach to Admiral King’s anti-British attitudes. “Admiral, the data not only suggests but affirms, the learning curve the British have climbed. It is both steep and difficult. They are achieving greater success each day in their anti-submarine efforts through arduous scientific analysis of each sighting and attacks, and from this they have learned what works best. We are now using some of this data, and I am sure it will help us achieve better results. Also, sir, their command and control apparatus has evolved and continues to improve to meet changing German strategies. I believe Captain Jameson’s reports detail their structure and continuing challenges.”
King responded, “So, Mr. Brand, the organization they have may not be the best for the situation or am I interpreting this wrong?”
“Sir, the British are in a constant mode of evaluation to determine what works best and how to integrate their total air and sea efforts to counter Hitler’s submarines. They have set up a very sound convoy routing system, an effective convoy escort approach including a training school for escort captains, and their Coastal Command group for air support is improving daily. We are not recommending an exact copy of their organization, but they have developed some highly effective methodologies for conducting these operations. We should use this know-ledge to organize our efforts and to provide for consistent evaluations of our practices.”
King looked down at his papers once more and moved on. “Captain Flannigan, you spent time with the commandos, and it appears you are ready to join up. What can we learn from them that the Marine Corps or the army do not already know?”
Flannigan knew he had sung the praises of the Commando School in his report and felt if any question came up from King, it would be about them. “Admiral, the commandos are a specific outgrowth of the British’s inability to fight the Germans head-on. The prime minister tasked the Combined Operations group under Admiral Mountbatten to attack German strong points if for no other reason than to show the Russians that they are doing something. The key thing that I learned was the level of intensity of these operations and the need for highly detailed training to develop the individuals who undertake these missions. I was fortunate to go through some of the training. It is extreme compared to what we go through. Their use of small boats for landings on rocky coastlines, use of explosives and attacks on hardened positions can all be used by our forces.”
King looked at the Marine captain but said nothing.
He then looked at Captain Jameson and asked his most pointed question, “Captain, how good are the Brits?”
Jameson was waiting for this question as well. The team had discussed it many times while in Britain, and since they had arrived back in the States, so he was set with an answer he hoped would make sense to the chief of Naval Operations.
“Admiral, we met with many of the rank and file, ship captains, convoy administrators, Coastal Command pilots and crews, radar operators, and with some of the most senior British officers plus of course, Prime Minister Churchill. I would repeat what I stated in my report. The British have several years of war experience that we should learn from.”
Jameson cleared his throat and looking directly at the CNO continued. “Their junior officers are eager to do battle and are well trained. Their use of the Royal Navy Volunteer Reserve officers who are being rapidly trained and promoted is much like what we are doing with the ROTC officers and Officer Candidate Schools. The ranks are full of young men and now young women who are
eager to get the job done, and just like our young men and women, are ready for the challenge.”
He noticed King looking down at his report and then decided to hit his main theme, the quality of leadership. “Sir, the senior ranks are fully aware of their limitations regarding both strengths of arms and manpower. Admiral Ramsey was the most impressive officer we met, not only because of his experience at Dunkirk but by his optimism and forthright manner. He is not afraid of controversy or questions. But the greatest thing of all, in my opinion, is the leadership of Mr. Churchill. He molds behaviors to fit his aggressive spirit but fully understands the limitations of his country and the challenges of dealing with the Allies. We will have many challenges with the British but none that cannot be overcome.”
King thought for a moment and then looking back at Jameson, said, “Captain, I accept your recommendations, and now you are going to do something with them. Admiral Willson and I want you to head up to Boston to meet with one of Admiral Andrews’ staff who is now working on some of the things you and your team have been researching. His name is Captain Baker and heads up the new Anti-Submarine Warfare Operations Group (ASWORG). Admiral Willson will arrange for you to go up there tomorrow.”
The Chief of Naval Operations looked up next and focused on the Marine officer saying, “Captain Flannigan, you are going out to California to meet with the commander of the Second Raider Battalion, Lieutenant Colonel Carlson, and see if any of the commando training is of use to him.”
Then he looked at Brand. “Lieutenant, I’ve been asked by the Naval Research Laboratory to loan you to the people at Johns Hopkins University Applied Physics Lab for a special project. This should only take a few days, and then you’ll be back here, but this is very important. Once you see what they are working on, I think you will agree as to its importance. Any questions, gentlemen?”
There were none, so he dismissed the men. As the four started to leave, King told Jameson to stay for a moment. When the other three had gone, Admiral King looked at Jameson and asked a pointed question. “Jameson, why do you think we should put gold wings on Brand? We should not waste a lot of time teaching someone to fly who already can fly, and I’ll be damned if I’ll let him fly combat missions?”
“Sir, I agree it would be a waste for him to go through the entire training program. However, with some of the major efforts of this war focusing on the use of aviation assets, it would be good for him to learn the navy way of doing things. He can use the experience to help come up with new and better ways to help the designers, manufacturers and the aviators.”
“Willson says he has over four hundred fifty hours and is multi-engine rated?” The admiral was looking at his notes. Willson stood next to him nodding in agreement.
“Admiral, I believe he has more flying hours than many of our top young pilots flying today. If we could fast track him, make him palatable to the pilot community, he could help both the pilots and the operations people who will be needed on our new large carriers.”
“All right, Jameson, I’ll think about it. Get up to Boston and see what this Captain Baker is doing. Then get back here to take on some other problems.”
“Thank you, sir,” Jameson said as he came back to full attention to salute the CNO and then he was gone to meet with his team which was about to be scattered about the country.
As soon as the door closed, King asked his chief of staff the same question he had been asking the past forty-eight hours, “Any word from the Brits about the Japanese fleet? Are they still in the Indian Ocean?”
Willson had not received any new updates but again repeated what he knew. “Nothing new since the Japs bombed Trincomalee on the ninth and sank the carrier Hermes off the west coast of Ceylon. Our people aren’t sure if they are still in the Indian Ocean or heading back to Singapore.”
King did not like the answer and his temper flared. “Damn, we need to know where that fleet is and what it intends to do. They’ve been running all over the Pacific and now the Indian Ocean since they hit us at Pearl Harbor. You’d think they would have to put into port for some maintenance, repairs, and new aircrews. I would if I were in their shoes. There is nothing now between Africa and the West Coast but our four aircraft carriers and a bunch of cruisers.”
Willson stayed quiet as the admiral thought some more. Then King looked at his top aide and said, “Get all of our stations on this. See if the Brits can give us some updates on where the hell the Japs are.” He then turned back to his desk and its pile of papers. Willson walked out and called Naval Intelligence to light more fires under their staffs in Washington, Hawaii, and Melbourne.
24
14 April 1942
Johns Hopkins University
Baltimore, Maryland
• German submarine sunk: U-85 by Destroyer Roper (DD-147), off Virginia.
• British Government and Chiefs of Staff accept Bolero Plan, proposed by General Marshall for the build-up to attack Germany.
The drive to Baltimore was quite pleasant on a warm April day. Gunny was sitting in the back seat while Sergeant McBride drove the car. Corporal Dillard rode shotgun and spelled McBride as needed. James had attended meetings at Johns Hopkins before, and he knew Professor Merle Tuve. He was known and appreciated by his brilliance and diligence in working on complex projects. The professor was leading the team of Americans on improving the design of the VT, or proximity fuse, developed by the British before the war and given to the United States as part of the Tizard Mission in late 1940. The concept was not difficult to understand, James thought, but designing and making a working system was proving difficult. The fuse would detonate an explosive charge when the distance to the target decreases to a predetermined mathematical value. This was the first key in the design as opposed to other fuses which worked on a contact method or a timing parameter.
James had heard from the British about the amount of ammunition expended to shoot down one enemy plane, which required setting the fuse to the correct distance via a timing parameter. It wasn’t working. Admiral Willson had said the same thing. Hitting a plane head-on with a contact fuse, such as a ship would use against another ship or a land target, was also nearly impossible. The mathematics of aiming a gun, firing a projectile, determining terminal velocity of the munition, and determining speed and flight path of the oncoming aircraft was just pure luck.
Anti-aircraft fire, as explained to him by Captain Flannigan from his experiences in the Philippines, was based on shooting as much ammunition as possible at a point in the sky to intercept a plane entering that particular space at the proper altitude. Flannigan had told him about the frustration the Marines had in shooting their guns at the Jap planes and seeing the ammunition explode far below the enemy aircraft. Their guns simply did not have the range. He also said when the Japs came down low to bomb or strafe, it was nearly impossible to get ahead of the target fast enough to create an intercept point where ammunition could come in contact with the plane.
The American research team needed to engineer a fuse that could survive the incredible force of being propelled through a rifled gun barrel, withstand the speed of the munition as it moves toward the intended target, and explode as it sensed its target. The fuse was composed of various components that when activated using the principle of the Doppler shift, exploded the munition based upon the proximity to the aircraft, thus destroying the target. This all made good scientific sense to James but the engineering to make this all work on a consistent basis was extremely difficult. James was interested in how this would be accomplished and had drawn up some ideas that could help.
The professor and his assistant, Lloyd Berkner, showed Brand and the gunny around the building, which housed dozens of scientists and engineers, all working with different designs. When the professors opened one box, they pulled out a prototype of one of the fuses. The gunny was especially interested in how this thing worked. He knew from battlefield experience how difficult it was to hit a moving target at any speed, let alone an aircr
aft. If this thing worked, it could be a great advantage for the Americans.
“James, let me walk you through this prototype and what we have done so far. I would like you to stop Lloyd or me at any time for questions because I remember you’re famous for stumping the teacher.” Professor Tuve smiled stopping short of explaining his remark to Professor Berkner. James knew his reputation in the science community and smiled at both men.
“The principal is simple. We are using constructive and destructive interference to detect the target. There are four very tiny tubes, all in the top part of the fuse. This last one here,” Tuve pointed to a very small tube, “is the one that explodes the munitions. Using the interference of the target the tube emanates an electrical charge to detonate the explosive. Everything depends on how each of the tubes, which act somewhat like radio receivers, react to the amount of interference it receives. The further away an object, the less interference, as opposed to a very close object which increases the amount of interference on the receiver. This way, it senses the proximity of the target but at an incredibly fast speed.” Berkner indicated each of the components.
James asked a few questions about the stability of each part, which were all derived from hearing aids. He was impressed with the design and the use of the tiny tubes to act as receivers which in turn enabled the munition to explode near a target. The professors explained the original British design and their calculations showed a working proximity fuse would improve lethality five to ten times greater than current munitions. This would accomplish two things. First, it would improve the kill rate of the Allies, which would also make the enemy more careful in attacks. Second, it would save huge amounts of ammunition by reducing the amount expended, meaning less shipping to move ammunition around the world and less wear and tear on the guns themselves.
Mission to Britain Page 28