Typhoon Cobra: The Third Fleet in Bad Weather

Typhoon Cobra

As a hurricane/tropical storm runs through Florida and heads for the Carolinas through Georgia, it might be a good time to consider the things that can happen when a fleet wanders into the path of a big storm. In the instant case, it was the U.S. Third Fleet under Admiral Halsey in December 1944 which ran into "Typhoon Cobra." Or perhaps it was the typhoon that ran over the Third Fleet. In any event, after the storm passed, it wreaked havoc:

. . . three destroyers capsized and sank, and 790 lives were lost. Nine other warships were damaged, and over 100 aircraft were wrecked or washed overboard; the aircraft carrier Monterey was forced to battle a serious fire that was caused by a plane hitting a bulkhead.

Or. as Admiral Nimitz noted in Extracts Relating to the Typhoon from Commander in Chief, Pacific Fleet Report,

Admirals Nimitz and Halsey

On 18 December 1944, vessels of the Pacific Fleet, operating in support of the invasion of the Philippines in an area about 300 miles east of Luzon, were caught near the center of a typhoon of extreme violence. Three destroyers, the HULL, MONAGHAN, and SPENCE, capsized and went down with practically all hands; serious damage was sustained by the CL MIAMI, the CVLs MONTEREY, COWPENS, and SAN JACINTO, the CVEs CAPE ESPERANCE and ALTAMAHA, and the DDs AYLWIN, DEWEY, and HICKOX. Lesser damage was sustained by at least 19 other vessels, from CAs down to DEs. Fires occurred on three carriers when planes were smashed in their hangars; and some 146 planes on various ships were lost or damaged beyond economical repair by the fires, by being smashed up, or by being swept overboard. About 790 officers and men were lost or killed, and 80 were injured. Several surviving destroyers reported rolling 70 or more; and we can only surmise how close this was to capsizing completely for some of them. It was the greatest loss that we have taken in the Pacific without compensatory return since the First Battle of Savo.

Of the ships lost, Nimitz notes that they were

Maneuvering up to the time of sinking, in the attempt to maintain station, by all ships that

USS Monterey in which Gerald Ford, future president, served during Typhoon Cobra

were lost. DEWEY, saved by apparently a narrow margin, had given up the attempt.

Of all Nimitz's words, the most frightening are these where he describes the futility of belated action resulting in

The storm "taking charge" and making impossible various evasive and security measures which might have been effective at an earlier stage.

Light Cruiser Sante Fe takes a heavy roll

Admiral Nimitz declined the opportunity to do much second guessing but he did unload some wisdom:

11. The most difficult part of the whole heavy-weather problem is of course the conflict between the military necessity for carrying out an operation as scheduled, and the possibility of damage or loss to our ships in doing so. For this no possible rule can be laid down. The decision must be a matter of "calculated risk" either way. It should be kept in mind, however, that a ship which founders or is badly damaged is a dead loss not only to the current operation but to future ones, that the weather which hinders us may be hindering the enemy equally, and that ships which, to prevent probable damage and possible loss, are allowed to drop behind, or to maneuver independently, may by that very measure be able to rejoin later and be of use in the operation.

12. The safety of a ship against perils from storm, as well as from those of navigation and maneuvering, is always the primary responsibility of her commanding officer; but this responsibility is also shared by his immediate superiors in operational command since by the very fact of such command the individual commanding officer is not free to do at any time what his own judgment might indicate. Obviously no rational captain will permit his ship to be lost fruitlessly through blind obedience to plan or order, since by no chance could that be the intention of his superior. But the degree of a ship's danger is progressive and at the same time indefinite. It is one thing for a commanding officer, acting independently in time of peace, to pick a course and speed which may save him a beating from the weather, and quite another for him, in time of war, to disregard his mission and his orders and leave his station and duty.

13. It is here that the responsibility rests on unit, group, and force commanders, and that their judgment and authority must be exercised. They are of course the ones best qualified to weigh the situation and the relative urgency of safety measures versus carrying on with the job in hand. They frequently guard circuits and possess weather codes not available to all ships; and it goes without saying that any storm warnings or important weather information which they are not sure everybody ha received should be re-transmitted as far as practicable. More than this, they must be conscious of the relative inexperience in seamanship, and particularly hurricane seamanship, of many of their commanding officers, despite their superb fighting qualities. One division commander reports that his captains averaged eight years or less out of the Naval Academy, and this is probably typical.

14. It is most definitely part of the senior officer's responsibility to think in terms of the smallest ship and most inexperienced commanding officer under him. He cannot take them for granted, give them tasks and stations, and assume either that they will be able to keep up and come through any weather that his own big ship can; or that they will be wise enough to gauge the exact moment when their tasks must be abandoned in order for them to keep afloat. The order for ships to be handled and navigated wholly for their own preservation should be originated early enough by the seniors, and not be necessarily withheld until the juniors request it. The very gallantry and determination of our young commanding officers need to be taken into account here as a danger factor, since their urge to keep on, to keep up, to keep station, and to carry out their mission in the face of any difficulty, may deter them from doing what is actually wisest and most profitable in the long run.

Yes, there is a time when a young officer needs to say "No" to those above him or her in the chain of command and do what he believes is right.

That's a very fine line, though.

More on this storm and its consequences at the Naval History and Heritage Command's Typhoons and Hurricanes: Pacific Typhoon, 18 December 1944

Un-Courage Under Fire

There is a military tradition that has led to American fighting men taking comfort that they will not be abandoned on the battlefield.

The Army Creed reads, in part:

I am an American Soldier.

I am a Warrior and a member of a team.

I serve the people of the United States, and live the Army Values.

I will always place the mission first.

I will never accept defeat.

I will never quit.

I will never leave a fallen comrade.

U.S. Marines live by this rule, A deadly day: Marines under fire leave no man behind

The Army Ranger Creed:

Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to uphold the prestige, honor, and high esprit de corps of the Rangers.
Acknowledging the fact that a Ranger is a more elite soldier who arrives at the cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger my country expects me to move further, faster and fight harder than any other soldier.
Never shall I fail my comrades. I will always keep myself mentally alert, physically strong and morally straight and I will shoulder more than my share of the task whatever it may be, one-hundred-percent and then some.
Gallantly will I show the world that I am a specially selected and well-trained soldier. My courtesy to superior officers, neatness of dress and care of equipment shall set the example for others to follow.
Energetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.
Readily will I display the intestinal fortitude required to fight on to the Ranger objective and complete the mission though I be the lone survivor.
Rangers Lead The Way!!!

The Navy SEAL Code:

"In times of war or uncertainty there is a special breed of warrior ready to answer our Nation's call; a common man with uncommon desire to succeed. Forged by adversity, he stands alongside America's finest special operations forces to serve his country and the American people, and to protect their way of life. I am that man.

My Trident is a symbol of honor and heritage. Bestowed upon me by the heroes who have gone before, it embodies the trust of those whom I have sworn to protect. By wearing the Trident, I accept the responsibility of my chosen profession and way of life. It is a privilege that I must earn every day.

My loyalty to Country and Team is beyond reproach. I humbly serve as a guardian to my fellow Americans, always ready to defend those who are unable to defend themselves. I do not advertise the nature of my work, nor seek recognition for my actions. I voluntarily accept the inherent hazards of my profession, placing the welfare and security of others before my own.

I serve with honor on and off the battlefield. The ability to control my emotions and my actions, regardless of circumstance, sets me apart from other men. Uncompromising integrity is my standard. My character and honor are steadfast. My word is my bond.

We expect to lead and be led. In the absence of orders I will take charge, lead my teammates, and accomplish the mission. I lead by example in all situations.

I will never quit. I persevere and thrive on adversity. My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates and to accomplish the mission. I am never out of the fight.

We demand discipline. We expect innovation. The lives of my teammates and the success of the mission depend on me — my technical skill, tactical proficiency, and attention to detail. My training is never complete.

We train for war and fight to win. I stand ready to bring the full spectrum of combat power to bear in order to achieve my mission and the goals established by my country. The execution of my duties will be swift and violent when required, yet guided by the very principles I serve to defend.

Brave men have fought and died building the proud tradition and feared reputation that I am bound to uphold. In the worst of conditions, the legacy of my teammates steadies my resolve and silently guides my every deed. I will not fail."

Medals are awarded to those who brave fire to rescue their comrades in arms:

With a brave driver at the wheel, Meyer stood in the gun turret exposed to withering fire, rallying Afghan troops to follow. Over the course of the five hours, he charged into the valley time and again. Employing a variety of machine guns, rifles, grenade launchers, and even a rock, Meyer repeatedly repulsed enemy attackers, carried wounded Afghan soldiers to safety, and provided cover for dozens of others to escape - supreme acts of valor and determination. In the end, Meyer and four stalwart comrades - an Army captain, an Afghan sergeant major, and two Marines - cleared the battlefield and came to grips with a tragedy they knew could have been avoided. For his actions on that day, Meyer became the first living Marine in three decades to be awarded the Medal of Honor.

But this? Panetta: Military lacked enough information to intervene during Benghazi attack

"(The) basic principle is that you don't deploy forces into harm's way without knowing what's going on; without having some real-time information about what's taking place," Panetta told Pentagon reporters. "And as a result of not having that kind of information, the commander who was on the ground in that area, Gen. Ham, Gen. Dempsey and I felt very strongly that we could not put forces at risk in that situation."

I prefer the old Coast Guard regulation about taking risks to conduct rescue operations:

"In attempting a rescue the keeper will select either the boat, breeches buoy, or life car, as in his judgment is best suited to effectively cope with the existing conditions. If the device first selected fails after such trial as satisfies him that no further attempt with it is feasible, he will resort to one of the others, and if that fails, then to the remaining one, and he will not desist from his efforts until by actual trial the impossibility of effecting a rescue is demonstrated. The statement of the keeper that he did not try to use the boat because the sea or surf was too heavy will not be accepted unless attempts to launch it were actually made and failed

Nothing in the American military history has ever suggested me that the excuse of "not enough information" has been acceptable as a reason not to do something when your comrades in arms are in trouble and need help. Our armed forces exist to go into harm's way to protect Americans, American property and to live up to that part of that Ranger Creed:

I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.

Too bad that Creed doesn't seem to flow upwards. So much for keeping the faith.

UPDATE: One more example of courage in face of unknown but highly likely danger, Admiral Raymond Spruance:

Perhaps he made his most courageous decision on 05 June. His SBD's were launched late in the afternoon and did not get back until after dark. Without knowing how many IJN subs were lurking nearby, he had ENTERPRISE and HORNET turn on their lights so that their aircraft could land aboard. . . He did this for two very good reasons:

1. He did not want to sacrifice the lives of the young Americans who were aloft, and;
2. He did not want to lose those precious SBD's and their pilots.

That, Mr. Secretary Panetta, is keeping the faith.