I've seen some pretty damned bloody engagements myself. You don't pile bodies up in a wall at all. It reminds me of one marine who said to the sergea… - Matthew Ridgway
" "I've seen some pretty damned bloody engagements myself. You don't pile bodies up in a wall at all. It reminds me of one marine who said to the sergeant, "Sergeant, you used the word 'hordes,' attacking in 'hordes.' How many platoons does it take to make a horde?" In other words, while the Chinese, and the North Koreans to an even greater extent, attacked with a fanaticism which was hard for us to understand attacks in the face of our superior firepower which no American commander would have countenanced for a moment the bodies still would be scattered according to their approach. You don't build a wall of bodies. Maybe you did in a medieval city when you were trying to breach a wall or something.
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About Matthew Ridgway
General Matthew Bunker Ridgway (March 3, 1895 – July 26, 1993) was a senior officer in the United States Army, who served as Supreme Allied Commander Europe (1952–1953) and the 19th Chief of Staff of the United States Army (1953–1955). Although he saw no combat service in World War I, he was intensively involved in World War II, where he was the first Commanding officer (CG) of the 82nd "All American" Airborne Division, leading it in action in Sicily, Italy and Normandy, before taking command of the newly formed XVIII Airborne Corps in August 1944. He held the latter post until the end of the war in mid-1945, commanding the corps in the Battle of the Bulge, Operation Varsity and the Western Allied invasion of Germany. Ridgway held several major commands after World War II and was most famous for resurrecting the United Nations (UN) war effort during the Korean War. Several historians have credited Ridgway for turning the war around in favor of the UN side. He retired from military service in 1955.
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Native Name:
Matthew Bunker Ridgway
Alternative Names:
Matthew B. Ridgway
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Additional quotes by Matthew Ridgway
I hold that leadership is not a science, but an art. It conceives an ideal, states it as an objective, and then seeks actively and earnestly to attain it, everlastingly persevering, because the records of war are full of successes coming to those leaders who stuck it out just a little longer than their opponents.
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There is another element in battlefield leadership which I want to mention and illustrate. It is a cardinal responsibility of a commander to foresee insofar as possible where and when crises affecting his command are likely to occur. It starts with his initial estimate of the situation—a continuing mental process from the moment of entering the combat zone until hie unit is pulled out of the line. Ask yourself these questions. What are the enemy capabilities? What shall I do, or what could I do, if he should exercise that one of his capabilities which would be most dangerous to me, or most likely to interfere with the accomplishment of my mission?
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