“Yes, sir,” said Kramer. And it seemed wildly possible that he might never touch pencil to puzzle again. With something to do-
“We’re Operation Ripsaw,” said the general. “So far, that’s me, Margaret out there in the office and you. In addition to other duties, you’ll keep a diary of Ripsaw, by the way, and I want you to have a summary with you at all times in case I need it. Now call in Margaret, make a pot of coffee, there’s a little stove thing in the washroom there, and I’ll start putting together my general staff.”
It started as small and as quietly as that.
It was a week before Kramer got back to the 561st long enough to pick up his possessions, and then he left the stacks of Timeses and Saturday Reviews where they lay, puzzles and all. No time. The first person to hate him was Margaret, the motherly major. For all her rank over him, she was a secretary and he was an aide with a fourragere who had the general’s willing ear. She began a policy of nonresistance that was noncooperation, too; she would not deliberately obstruct him, but she would allow him to poke through the files for ten minutes before volunteering the information that the folder he wanted was already on the general’s desk. This interfered with the smooth performance of Kramer’s duties, and of course the general spotted it at once.
“It’s nothing,” said Kramer when the general called him on it. “I don’t like to say anything.”
“Go on,” General Grote urged. “You’re not a soldier any more; you’re a rat.”
“I think I can handle it, sir.”
The general motioned silently to the coffee pot and waited while Kramer fixed him a cup, two sugars, no cream. He said: “Tell me everything, always. All the dirty rumors about inefficiency and favoritism. Your suspicions and hunches. Anybody that gets in your way-or more important, in mine. In the underworld they shoot stool-pigeons, but here we give them blue cords for their shoulders. Do you understand?”
Kramer did. He did not ask the general to intercede with the motherly major, or transfer her; but he did handle it himself. He discovered it was very easy. He simply threatened to have her sent to Narvik.
With the others it was easier. Margaret had resented him because she was senior in Operation Ripsaw to him, but as the others were sucked in they found him there already. Instead of resentment, their attitude toward him was purely fear.
The next people to hate him were the aides of Grote’s general staff because he was a wild card in the deck. The five members of the staff-Chief, Personnel, Intelligence, Plans & Training and Operations-proceeded with their orderly, systematic jobs day by day, building Ripsaw . . . until the inevitable moment when Kramer would breeze in with, “Fine job, but the general suggests-“ and the unhorsing of many assumptions, and the undoing of many days’ work. That was his job also. He was a bird of ill omen, a coiled snake in fair grass, a hired killer and a professional betrayer of confidences-though it was not long before there were no confidences to betray, except from an occasional young, new officer who hadn’t learned his way around, and those not worth betraying. That, as the general had said, was the way it was with aides. Kramer wondered sometimes if he liked what he was doing, or liked himself for doing it. But he never carried the thought through. No time.
Troops completed basic training or were redeployed from rest areas and entrained, emplaned, em-bussed or embarked for the scattered staging areas of Ripsaw. Great forty-wheeled trucks bore nuclear cannon up the Alcan Highway at a snail’s pace. Air groups and missile sections launched on training exercises over Canadian wasteland that closely resembled tundra, with grid maps that bore names like Maina Pylgin and Kamenskoe. Yet these were not Ripsaw, not yet, only the separate tools that Ripsaw would someday pick up and use.
Ripsaw itself moved to Wichita and a base of its own when its headquarters staff swelled to fifteen hundred men and women. Most of them hated Kramer.
It was never perfectly clear to Kramer what his boss had to do with the show. Kramer made his coffee, carried his briefcase, locked and unlocked his files, delivered to him those destructive tales and delivered for him those devastating suggestions, but never understood just why there had to be a Commanding General of Ripsaw.
The time they went to Washington to argue an allocation of seventy rather than sixty armored divisions for Ripsaw, for instance, General Grote just sat, smiled and smoked his pipe. It was his chief of staff, the young and brilliant major general Cartmill, who passionately argued the case before D. Beauregard Medway, though when Grote addressed his superior it still was as “Dan.” (They did get the ten extra divisions, of course.)
Back in Wichita, it was Cartmill who toiled around, the clock coordinating. A security lid was clamped down early in the game. The fifteen hundred men and women in the Wichita camp stayed in the Wichita camp. Commerce with the outside world, except via coded messages to other elements of Ripsaw, was a capital offense-as three privates learned the hard way. But through those coded channels Cartmill reached out to every area of the North American (and Allied) world. Personnel scoured the globe for human components that might be fitted into Ripsaw. Intelligence gathered information about that tract of Siberia which they were to invade, and the waters they were to cross. Plans & Training slaved at methods of effecting the crossing and invasion efficiently, with the least (or at any rate the optimum least, consistent with requirements of speed, security and so on) losses in men and materiel. Operations studied and restudied the various ways the crossing and invasion might go right or wrong, and how a good turn of fortune could be exploited, a bad turn minimized. General Cartmill was in constant touch with all of them, his fingers on every cord in the web. So was John Kramer.
Grote ambled about all this with an air of pleased surprise.
Kramer discovered one day that there had been books written about his boss-not best sellers with titles like “Bloody Lorry” Grote, Sword of Freedom, but thick, gray mimeographed staff documents, in Chinese and Russian, for top-level circulation among yute commanders. He surprised Grote reading one of them -in Chinese.
The general was not embarrassed. “Just refreshing my memory of what the yutes think I’m like so I can cross them up by doing something different. Listen: ‘Characteristic of this officer’s philosophy of attack is varied tactics. Reference his lecture, Lee’s 1862 Campaigns, delivered at Fort Leavenworth Command & General Staff School, attached. Opposing commanders should not expect a force under him to do the same-‘ Hmm. Tsueng, water radical.’-under him to press the advance the same way twice.’ Now all I have to do is make sure we attack by the book, like Grant instead of Lee, slug it out without any brilliant variations. See how easy it is, John? How’s the message center?”
Kramer had been snooping around the message center at Grote’s request. It was a matter of feeding out cigarettes and smiles in return for an occasional incautious word or a hint; gumshoe work. The message center was an underground complex of encoders, decoders, transmitters, receivers and switchboards. It was staffed by a Signal Corps WAC battalion in three shifts around lie clock. The girls were worked hard-though a battalion should have been enough for the job. Messages went from and to the message center linking the Wichita brain with those seventy divisions training now from Capetown to Manitoba, a carrier task force conducting exercises in the Antarctic, a fleet of landing craft growing every day on the Gulf of California. The average time-lag between receipt of messages and delivery to the Wichita personnel at destination was 12.25 minutes. The average number of erroneous transmissions detected per day was three.