Meanwhile, the Army itself took the Ranger issue off the table for the time being by deactivating the Ranger units then in existence, and setting up a Ranger School, where combat and other selected personnel could receive Ranger training and then return to their home units. This was good news to Aaron Bank, who was partial to the OSS and not the Ranger model for special operations. Since the Army still required deep-penetration, long-term operations, the deactivation of the Ranger units would free up personnel spaces for them.
Shortly thereafter, Bank and Volckmann were authorized to put together a Table of Organization and Equipment (TO&E), the final step needed for the creation of a military unit. The questions now were: How did you make military units that would operate flexibly and resourcefully in nonstandard situations? How big should the operational teams be? How should they be composed?
Bank's preference was to put together a pool of highly trained men who could be formed into units purpose-built for specific missions. For various Army bureaucracy reasons, however, that was not a workable option. Meanwhile, the OSS offered two already proven models: the three-man Jedburgh team and the thirty-man operational groups. Though not as flexible or as "stealthy" as a Jedburgh team, the OGs were capable of conducting direct-action raids against difficult targets far behind the lines, or guerrilla actions in areas where there were no indigenous guerrillas. The ability of OGs to be split into fifteen-man teams, for greater flexibility, gave Bank another idea: Why not create a core SF field unit that was somewhat larger and more capable than the small Jedburgh team, but somewhat smaller than the OG direct-action strike units? Out of this thought came the Special Forces A-Detachment (or A Team). These were initially fifteen-man half-size OGs, but soon turned into the twelve-man units of today's Special Forces. A captain commanded, with a lieutenant as his number two (later a warrant officer), while the balance was made up of experienced NCOs. Everyone was to be highly specialized, but — for flexibility and redundancy — these specialties were to be paired. There would be two weapons specialists, two communications specialists, two medics, and so on. Everyone would also be cross-trained, not as specialists, but able to handle the other jobs in a pinch. Everyone was also to be airborne and Ranger-qualified, and, in the early days, a few people on the teams could speak fluently the language of the country in which the team would operate. Later, every Special Forces soldier received extensive and very high-level language and cultural training.
The A-Detachment was (and is) a tiny unit, which did not by itself throw a lot of firepower, but it jammed into a diminutive package a lot of rank and experience. It was also a highly flexible arrangement: Cut one in two and you had something very close to a Jedburgh team. Put two A-Detachments together and you had an OG.
The A-Detachment would operate in the field somewhere in a target country. A B-Detachment, usually commanded by a major, assisted by two other officers and nine NCOs, would run three A-Detachments, usually from some central location such as a major town or regional capital.
A C-Detachment, with the same complement of officers and NCOs, would run three Us, usually from the target country's national capital. The C was to be commanded by a lieutenant colonel, who would have a major as his executive officer.
Three Cs made a group, which was commanded by a colonel. The groups had (and still have) a regional orientation.
The Special Forces mission, as defined by the TO&E, read (in essence): "to infiltrate by air, sea, or land deep into enemy-controlled territory, and to stay, organize, equip, train, control, and direct the indigenous potential in the conduct of Special Forces Operations." Special Forces Operations were defined as: "the organization of resistance movements and operation of their component networks, conduct of guerrilla warfare, field intelligence gathering, espionage, sabotage, subversion, and escape and evasion activities."
All these people would need a place to lay their heads, and space for offices, classes, and training. They also needed a center where special operations and unconventional warfare theory and practice, policy and doctrine, and techniques and tactics could be studied, debated, and developed. If Aaron Bank and Russell Volckmann had had their wish, there would have been a facility dedicated to this purpose — a Special Warfare Center and School. However, since Special Forces were for the time being a component of the Psychological Warfare Branch, the Special Warfare Center and School would have to start out as an adjunct to a projected Psychological Warfare Center, which Brigadier General McClure planned for Fort Bragg, North Carolina. This center was approved in March 1952. It was to be, temporarily, under Bank's command. He would also, more permanently, become commander of the first unit to be activated, the 10th Special Forces Group, which was to have a European focus.
Next came recruiting, which in the early days was aimed at airborne troops, Rangers, and Lodge Act volunteers. The Green Berets still aim their recruiting primarily at airborne and Ranger forces.
On June 19, 1952, Bank activated the unit and assumed command. "Present for duty," he writes, "were seven enlisted men, one warrant officer, and me, making a slim morning report."
The numbers quickly grew.
Later that year, the 10th Group was moved to Bad Tolz, south of Munich, in Germany, but not before it was split in two. The half that stayed behind became the newly organized 77th Special Forces Group.
McClure, Bank, and Volckmann — together with many, many others who'd helped, advised, and supported them — had well and truly launched U.S. Special Forces.
It was, however, still a small and — yes — peripheral organization in those days. Until the day in 1961 when the U.S. Special Forces had its defining moment.
III
WARRIORS' WARRIOR
The Army is a tremendous place for an oddball like me, if you can stay alive and keep from being relieved of your commission while you're trying to get along. In the Army there's a place for every kind of intellect. There's an unlimited field for exercising ingenuity and imagination. Yet the Army, being an institution on which the welfare of the nation rests, is not going to jump lightly from one side to another because some guy comes along with a new idea. It really has to be pushed to accept the new — and sometimes by two or three generations of people.
★ LIEUTENANT GENERAL WILLIAM P. YARBOROUGH (RET.)
That defining moment took place on October 12, 1961, at the Rod and Gun Club near McKellar's Pond at Fort Bragg, North Carolina. Present that day were the new Special Forces commander, the recently promoted Brigadier General Bill Yarborough; President John F. Kennedy's military aide, Major General Chester V. (Ted) Clifton; President Kennedy himself; and assorted other dignitaries.
Kennedy had ostensibly come down to Bragg for two purposes. One was to observe an Army division, the 82nd Airborne, drawn up on Simmons Airfield with guidons flying and all of its supporting weapons and equipment — Clifton had felt the young President would benefit from watching an entire Army division spread out before him. The other reason, however, was the real purpose of the trip, as Clifton, the President, and Bill Yarborough were well aware: It was to let Kennedy experience what Special Forces could do.
Kennedy was already favorably inclined toward special operations. In his eyes, they were glamorous, and Kennedy was always favorably inclined toward glamour. But far more important to him, Special Forces had the potcntial to do things that he very badly wanted done.