President Trump knows how to travel in style when he flies around the world. A home theater system, 24 karat gold plated bathroom fixtures, VIP lounge — just to name a few customize fittings that make up “Trump Force One” built in the 1990s.
Powered by two Rolls-Royce RB211 jet engines, Trump’s Boeing 757 is considered the “mini-me” version of his newly earned class of jetliner — Air Force One.
Air Force One — the Air Force callsign created in 1953 to designate the President’s plane — is a Boeing 747 that measures 231 feet long, seats 100 passengers, and races in at a max speed of 700 miles per hour. It comes fully equipped with enough fuel to fly 7,800 miles.
It also houses an onboard aerial refueling tube. Perfect for those extended trips to Russia.
AF-1 comes standard with amenities like a full medical clinic, a full gym and over 80 lines of communication, so he’ll always acquire that perfect internet signal wherever he is.
That’s compared to his Boeing 757 at 155 feet long, seating 43 passengers and with a top speed of 660 miles per hour which he purchased back in 2010 for close 100 hundred million smackeroos. Considerably smaller— Trump’s 757 does come in as the fancier choice but doesn’t come close to having the defensive capabilities like a full circuit of radar jamming software like AF-1 does.
Unlike any previous president, Trump independently owns his own aerial fleet, including the Boeing 757-200 airliner, a Cessna Citation X and two Sikorsky S-76Bs. Now that Donald Trump is President, he’ll have to keep his amazing fleet in the hanger, and we think that’s just awful.
Most people know about the French Foreign Legion, a military unit for foreigners to take part in combat on behalf of the French people. Turns out, one group of people has no need for foreign legions because they’ll just create their own brigade to fight on whichever side of any war they like.
Since the late 1600s, Irish brigades have fought in everything from English wars of succession to the American Civil War to World War II, often in conflicts where Ireland was a neutral nation.
While the Catholics failed to return James II or his son James III to the throne, the French and Spanish monarchs had sent armies on the same side as the Irish brigades to the war and had helped organize and equip them as the war dragged on. Many of the Irish veterans returned to France and Spain and created permanent Irish units there.
Other units were formed in other European countries such as Austria and Russia. Like the French Foreign Legion, the Irish Brigades were often kept deployed as much as possible.
Irish forces — then organized as three separate regiments — fought on behalf of American colonists after the French openly threw their weight behind the revolution in 1778. Irish marines served on Capt. John Paul Jones Bonhomme Richard during his attacks on British shipping.
Just over a decade later, Irish brigades fought on both sides of the Civil War, though they overwhelmingly favored the Union. An estimated 150,000 to 160,000 Irish soldiers fought on behalf of the Union while approximately 20,000 fought on behalf of the Confederacy.
But it’s important when looking at those numbers to remember that some regiments assigned to the Irish brigade — such as the 116th Pennsylvania and the 29th Massachusetts — were non-Irish units.
During World War I, Ireland was still subordinate to the Kingdom of Great Britain and so Irish units were sent directly to the British Expeditionary Force. Still, most volunteers from within Ireland served in units either officially designated as Irish or named for the Irish areas where the unit was formed.
Not all staff non-commissioned officers are created equal.
Across branches and job descriptions, most senior enlisted leaders develop their own unique personalities and leadership styles. But that doesn’t mean they don’t sometimes fall into certain archetypes, from “drill instructor” to “guidance counselor.”
In just about every unit, you’ll find these personality types for SNCO’s.
1. The drill instructor
Paying close attention to details and quick to correct even the slightest mistake, “the drill instructor” maintains order through fear, respect, and constantly demanding maximum effort. They are so passionate about maintaining order and discipline that they may be willing to lose their bearing to achieve it, as demonstrated by the sergeant major in the video above who demanded a Marine veteran take off the drill instructor campaign cover during a protest.
2. The career cruiser
Also known as “retired on active duty,” these are the SNCO’s on the backend of their career who are just skating by. With only a year or two left until their retirement date, the “career cruiser” is working hard to not work hard. Basically, they do just enough to get by and punch the clock until they can get out.
3. The cool parent
They view each and every one of their troops not just as subordinates but as their extended family and are very protective of each and every one of them. They give their personal number to all of their junior ranking troops so that if they ever find themselves in a questionable situation or need a ride at 0300 on a Saturday morning, they should feel comfortable knowing “the cool parent” will be there to help them out.
4. The guidance counselor
Most troops are young and inexperienced in not only their military careers but in life in general. These SNCO’s are always finding ways to give personal and group mentorship every chance they get, whether they need it or not. “The guidance counselor” helps junior troops advance in life and in their careers while keeping them motivated and mission-ready.
5. The super motivator
Their tone, posture, speed, intensity, and character is always a cut above the rest. No matter what your mood or level of motivation, after every interaction you have with this SNCO, you leave feeling more dedicated and proud to be wearing the uniform and your role in the unit’s mission.
6. The warrior-leader
Not one for talking, they are found doing. They have impeccable fitness, the highest qualifications scores, the highest standard of military bearing, and always mission ready, even while off duty. They exude confidence and their track record demands respect. Not one to shy from making tough decisions, they will always be found leading their men by example, like Sgt. Maj. Brad Kasal (pictured above), who earned a Navy Cross for his heroic actions in Fallujah.
7. The all-in-one
The SNCO that embodies all of the leadership traits. They are able to maximize the efforts and morale of everyone in their command, and are looked upon by their peers for guidance as masters in developing new leaders. Everyone, from commanders to the most junior ranks, can count on them to make sound decisions and always have their best interests at heart.
Everyone who’s fired one knows that the M320 grenade launcher isn’t the most accurate weapon in the infantry arsenal.
Propelled with a standard charge, the 40mm grenade follows a ballistic arc that forces a trooper to lob the projectile onto its target rather than shoot it straight in.
But new technology has allowed some weapons makers to miniaturize the same guidance systems housed in air-dropped missiles into ones that can be easily carried by ground troops.
The Pike™ munition measures 40 mm in diameter, only a half-inch larger than the 25 mm rounds fired by some military machine guns. (Photo from Raytheon)
That’s resulted in a missile small enough to be fired from an M320 or FN Mk-13 grenade launcher but with near pinpoint accuracy up to two miles away.
Built by defense manufacturer Raytheon, the Pike missile is only 16 inches long and weighs less than two pounds. The missile is guided to its target by following a laser pointed by a second shooter.
“Pike uses a digital, semi-active laser seeker to engage both fixed and slow-moving, mid-range targets,” said J. R. Smith, Raytheon’s Advanced Land Warfare Systems director. “This new guided munition can provide the warfighter with precision, extended-range capability never before seen in a hand-held weapon on the battlefield.”
The missile ejects 10 feet from the shooter before the rocket motor ignites and is smokeless in order to reduce the missile’s signature and keep the shooters concealed.
The system was successfully tested in 2015 and weapons experts in the Army and special operations units are looking hard at using the system in combat, documents show.
Raytheon says future developments include giving Pike the ability to network with other missiles so more than one can ride the same laser, and company officials say the missile is being adapted for UAVs and small boats.
“Pike will become smarter and smarter as we continue to develop its capabilities,” said Smith. “In the current configuration, the warfighter will enter programmable laser codes prior to loading Pike into its launcher. Spiral development calls for multiple-round simultaneous programming and targeting with data link capabilities.”
The new executive order allows physicians at VA facilities to practice at facilities outside the department’s system for about eight months.
“The state of New Hampshire is committed to delivering results for New Hampshire’s veterans,” Sununu stated. “This executive order provides for a continuum of services for our veterans, and we will stop at nothing to deliver the best care. Period.”
The executive order will result in more care for veterans, which has proved to a be a problem due to the recent pipe debacle, according to Manchester VA acting director Al Montoya. The issue caused major damage at the facility and led to the cancellation of 250 appointments
Sununu’s decision drew praise from the veterans’ advocacy organization Concerned Veterans for America.
“The health and safety of our veterans should always come first. We applaud Governor Sununu for lifting these burdensome regulatory barriers and allowing all hands on deck in the midst of this crisis,” CVA policy director Dan Caldwell said in a statement.
“We urge Secretary Shulkin to continue investigating the ongoing mismanagement at the Manchester VA. Regardless of the outcome, this entire situation underscores the need for expanded choice for our veterans,” Caldwell added. “If veterans cannot receive the care they need through their local VA, they should certainly have the ability to quickly access private sector care.”
Arcadia, California’s beautiful Santa Anita Racetrack had a different name in 1942: The Santa Anita Assembly Center. It was the largest assembly point for Japanese-Americans on the U.S. West coast as they were forced into internment camps. 19,000 people passed through here on their way to the camps.
In February 1942,then-President Franklin D. Roosevelt issued Executive Order 9066, ordering Japanese Americans to be interned in camps along the west coast. While these camps were being built, those who would be interned were housed at assembly centers like Santa Anita, living in converted horse stalls and other hastily built structures. Santa Anita was guarded, surrounded with barbed wire and filled with searchlights to light the dark nights. In all 110,000 Japanese-Americans were interned on short-notice, closing farms and businesses and abandoning their homes. Eventually, some even enlisted in the Army.
Internees at Santa Anita were told to bring blankets and linens, toiletries, clothing, dishes and cookware, and anything else they could carry. They were forbidden from having anything written in Japanese. The people of Santa Anita developed a large internal economy, complete with jobs, businesses, and a local newspaper. They developed a unique culture of music, arts, and softball teams.
In September 1942, those in Santa Anita were moved to other camps. By November 1942, Santa Anita was completely emptied of internees and then became an Army training camp.
In 1944, the Supreme Court struck down the government’s ability to hold Americans indefinitely and the internees were released. The last of all the camps closed in 1946 and the U.S. government has since paid $1.6 billion in reparations. Now, a simple plaque near the track’s entrance is the only reminder of its place in the history of WWII.
In the video below, James Tsutsui of Laguna Woods, California discusses his experiences at Santa Anita Racetrack during World War II.
Multiple media outlets are reporting that the largest non-nuclear bomb in the United States arsenal has made its combat debut.
According to a report by CNN, the GBU-43 Massive Ordnance Air Blast, also called the Mother of All Bombs, was used to hit a cave and tunnel complex used by the Afghanistan affiliate of the Islamic State of Iraq and Syria in Nangarhar Province, Afghanistan.
Designation-Systems.net notes that the GBU-43 weighs 21,700 pounds – almost 11 tons – which includes 18,700 pounds of high explosive. It has a 40-inch diameter and is 30 feet long. The bomb is often used by the MC-130, a special operations variant of the C-130 Hercules.
One DOD official told FoxNews.com, “We kicked it out the back door.”
The GBU-43’s GPS guidance allows it to be dropped from high altitudes from as far as three miles away – out of the reach of some air defenses, and also allowing planes to avoid being caught in the bomb’s blast radius. The London Daily Mail noted that the bomb can leave a crater almost a thousand feet wide.
The GBU-43 replaced the BLU-82 Daisy Cutter, a Vietnam-era bomb that weighed in at 15,000 pounds, and saw action in the Vietnam War, Desert Storm, and Operation Enduring Freedom, with a similar delivery method. Designation-Systems.net notes that the bomb’s explosive was 12,600 pounds of a mixture of ammonium nitrate, polystyrene, and aluminum powder. The last BLU-82 was dropped in 2008.
As American forces became embroiled in the conflict in Vietnam it was quickly apparent to commanders that they were fighting a war for which they were not prepared.
The guerrilla warfare and hit-and-run tactics of the Viet Cong were difficult to counter, especially for conventional forces. Luckily, our allies, the British, had already developed a tactic that they had used to great effect in Malaya.
Facing a communist insurgency of their own, but with limited resources, the British had developed specialized teams to track the enemy through the jungle and destroy them. This tactic was so effective the British would employ it against insurgencies all across the empire.
Knowing the French tactics had been insufficient, and not wanting to meet the same fate, Gen. Westmoreland sent observers to the British Jungle Warfare School in Malaya to see if the tactics could be adopted by American forces.
Impressed by what they saw the Americans made a deal for the British to train fourteen teams, to be known as Combat Tracker Teams, at the British Jungle Warfare School. Due to British neutrality, the soldiers to be trained traveled on official government passports and used only British gear while in training so as to maintain secrecy and low-visibility.
The basic organization of the Combat Tracker Teams consisted of two to four sections of five-men. The section was composed of a team leader, a visual tracker, a cover man, a radio operator, and a dog handler with a well-trained Labrador retriever. Not typical for combat operations the Labs were highly-effective in Vietnam. They were effective trackers, quiet in the field, and, most importantly, due to their even-temperament could more easily change handlers – a prized-quality for an army rotating men out of country, but often heart-breaking for their handlers.
The teams were in for intense training once they arrived in Malaya. For the dog handlers training was three months long, for everyone else it was two months. The cadre consisted of British and New Zealand SAS as well as Gurkhas, who usually played the enemy to add to the realism. Wash out rates were high.
The initial address to the trainees was often quite shocking to them. They were told the problem with the American army was that it was more focused on rank than knowledge. And that by the time they were done, they would feel more at home in the jungle than the North Vietnamese themselves.
After surviving the grueling training, the first teams returned to Vietnam in 1967 to be assigned to combat units. The team assigned to the 101st Airborne Division was told they must go through the division’s finishing school before they would be allowed in the field. Part-way through the first day it became obvious to the cadre that the trackers knew more than they could possibly teach them and they were passed through the course on the spot.
According to their group’s website, once in country, the Combat Tracker Teams were to “reestablish contact with the ‘elusive enemy’; reconnaissance of an area for possible enemy activities; and locate lost or missing friendly personnel.”
Once the troops hit the ground, they knew why their trainers had pushed them so hard – keeping up with a dog in the jungle while staying absolutely silent, as well as being alert and constantly ready for action is very hard work.
But that work paid off for the Americans. It was common to hear from the grunts about how the enemy could just “melt back into the jungle.” And that was where the trackers came in. Pushing out well ahead of the line infantry units no detail was too small for either the visual tracker or the working dog to pick up.
John Dupla, a combat tracker with the 1st Cavalry Division, said “we were taught to develop a sixth sense, utilizing methods Native American scouts used, such as looking for broken twigs and turned over leaves and rocks.”
Depending on the conditions and situation either the visual tracker or the dog handler and his lab would lead the team. Always right behind him was the cover man. Since the point person’s attention was focused on searching for trails and clues the cover man became his lookout, providing protection.
Although the unit’s mission was often not to directly engage the enemy, sometimes it was unavoidable. As one combat tracker related “if you got into something, you shot your way out.” Ideally, the trackers would locate the enemy and call the infantry behind them into the fight.
However, as the Viet Cong became aware of the effectiveness of the trackers they sought ways to counter them. Retreating groups would often send a contingent off in a different direction to draw the trackers away from the main force and into an ambush. One Combat Tracker Team lost their visual tracker and cover man to enemy snipers in this manner.
Despite their effectiveness many American commanders simply did not understand how to properly employ the trackers. Their small size and the secrecy of their training meant few in the infantry understood how they operated. They were sometimes thought of as scouts and to simply walk point for a larger formation.
The program was disbanded in 1971 as American drew down forces in Vietnam. The trackers were broken up and folded into their parent infantry units. Veiled in secrecy and lacking the notoriety of Special Forces the legacy of the Combat Tracker Teams quietly faded away.
There is no doubt though that the Combat Tracker Teams were effective, saved lives, and made life much harder for the enemy.
At least seven torpedoes struck the ship and two bombs pierced the outer hull but failed to detonate. Knowing West Virginia was going down, the captain and crew counter-flooded the starboard side of the ship so that is would go down on its keel instead of capsizing. An oil fire raged through the ship for the next 30 hours, buckling the metal.
One of the men who carried the dying captain from the fight was Navy Cook Dorie Miller who then returned to the fight. He noticed an unmanned .50-cal. machine gun and used it to destroy three or four Japanese planes that were still attacking the ships. He became the first African-American to receive the Navy Cross.
Recovery of the West Virginia was a long process. Patches of concrete and wood were used to plug the damage and the ship was sent to Washington State for a full repair. Entire decks and much of the armor belt had to be replaced. When the work was completed in late 1944, the West Virginia was a state of the art battleship, more capable than it had ever been.
The crew wasted no time in getting her back into the fight to achieve vengeance. The ship returned to Pear Harbor, fueled, and rushed into the Pacific War.
West Virginia pounded Japanese positions on Leyte during the Army’s Oct. 17 invasion of the Japanese-held Philippines. After nearly a week of their army getting destroyed by the American bombardment and infantry, the Japanese navy finally arrived in force and the Battle of Leyte Gulf began.
On the night of Oct. 24, West Virginia and three other battleships resurrected after Pearl Harbor spotted four Japanese ships approaching the Philippines. The Americans got the jump on them, sinking two battleships and a cruiser in a nighttime firefight. It was the last time opposing battleships fired on each other in combat.
West Virginia left for some small repairs but returned and supported other operations in the Philippines until Feb. 1945.
In Feb., West Virginia joined the 5th Fleet in their invasion of Iwo Jima. The ship got to 5th fleet as the invasion was already beginning and began firing at targets onshore. It later headed to Okinawa where it again supported amphibious landings by Marines.
West Virginia was present in Tokyo Bay Sep. 2 when the Japanese formally surrendered to the U.S. It continued in active service until 1947 when it joined the reserve fleet. In 1959, it was sold for scrap.
When ISIS launched its attack on Mosul in 2014, they were outnumbered by opposition forces by almost 40 to one – yet they took the city. Now a group of scientists working on the frontline in Iraq have analysed what motivates such fighters in research they say could help combat extremists.
While predicting the will to fight has been described by the former US director of national intelligence James Clapper as “imponderable,” researchers say they have begun to unpick what leads members of groups, including ISIS, to be prepared to die, let their family suffer, or even commit torture, finding that the motivation lies in a very different area to traditional ideas of comradeship.
“We found that there were three factors behind whether people were willing to make these costly sacrifices,” said Scott Atran, co-author of the research from the University of Oxford and the research institution Artis International.
Those factors, he said, are the strength of commitment to a group and to sacred values, the willingness to choose those values over family or other kin, and the perceived strength of fighters’ convictions – so-called “spiritual strength” – over that of their foes.
The findings support the idea, put forward by previous research, that the will to fight lies not in rational action but in the idea of the “devoted actor” – individuals who consider themselves strongly connected to a group, fighting for values considered to be non-negotiable, or “sacred.”
Writing in the journal Nature Human Behaviour, Atran and an international team of colleagues describe how they came to their insights by travelling to the frontline in Iraq.
As well as speaking to captured ISIS fighters, the team carried out in-depth interviews with Arab Sunni combatants, as well as Kurdish fighters from the PKK, Peshmerga, and members of the Iraqi army. The frontline approach, the authors note, was crucial to capturing the sacrifices individuals actually make for their values, rather than merely what they claim they might do.
The results revealed that all followed the model of “devoted actors”, but that the level of commitment to making costly sacrifices, such as dying, undertaking suicide attacks, or committing torture varied between groups. With the sample size of fighters small, the team also quizzed more than 6,000 Spanish civilians through online surveys.
The results revealed that the majority of civilians placed their family above a value they considered sacred. However, in a finding that echoed evidence from the frontline, the team discovered that those who placed their sacred value above their group said they were more willing to make dramatic, costly sacrifices such as dying, going to prison or letting their children suffer.
Surveys of the Spanish population also revealed that they made links between spiritual – but not physical – strength and the willingness to make sacrifices.
But the team stress that decisions made by devoted actors on the frontline were not made without emotional turmoil.
“One particular Peshmerga fighter had to make a decision when the Islamic State guys decided to enter his village – he wasn’t in a position to take his family with him and escape and get in front of the ISIS fighters, and so what he did was he left his family behind,” said Richard Davis, co-author of the research from the University of Oxford and Artis International.
While being interviewed, the fighter received a phone call from his wife behind ISIS lines, knowing the penalty if caught would be death. “You could see the man getting emotional, and as he gets off the phone, he begins to lament the decision that he had to go through to leave his family behind, but he indicated that fighting for Kurdistan was more important, and that he hoped that God would save his family,” said Davis. “When you hear things like that and you see a broken man – then you recognise how difficult this was for people.”
The team note that understanding the willingness to fight and die among devoted actors could prove valuable in fostering forces against ISIS, including in exploring ways to elicit deeper commitment to, and willingness to sacrifice for, values such as democracy and liberty.
“Instead of just taking volunteers into an army, we might be able to screen who we put into the army based upon the types of values they commit to, and this would create an entirely different fighting force than the one that melted in Mosul in 2014, ” said Davis, adding that the study could also inform efforts attempting to prevent fighters from joining ISIS.
Stephen Reicher, professor of social psychology at the University of St Andrews welcomed the research, adding that it contributed to the understanding of terrorists as “engaged followers”. “The fundamental finding is that those prepared to kill – and die – for a cause are to be understood not in terms of a distinctive personality but in terms of their immersion in a collective cause and their commitment to the ideology of that cause,” he said.
Being the new guy in a squad is just something every soldier has to go through. They work hard, prove themselves, and earn a little respect and rank as fast as they can. Until they do, junior soldiers put up with these 6 problems.
1. Crappy roommates
All enlisted soldiers start off with a random roommate in the barracks, but they get more say on roommates the longer they’re in the unit. If they get tight with the barracks noncommissioned officer, they may even have their own room.
The new guy to a unit has cultivated no relationships, and so can’t influence anyone. They are going to be roomed with whichever member of the squad is most disliked by the barracks NCO. This member is usually dirty, undisciplined, and annoying. Also, since the roommate is senior to the new guy, he can order the new guy around. Have fun in your new home, boot!
2. Literally everyone is in charge of them
There’s an Army saying, “If there are two privates on a hill, one of them is in charge.” It’s meant to illustrate that soldiers are never without leadership, but it also means that even the young soldiers in the squad can give the younger guy a legal order. And what about the youngest guy?
Well, he’s in charge of nothing and every squad member is in charge of him. If he screws up, he’s hearing about it from everyone in the squad.
3. No respect
Taking orders from everyone is bad enough, but the junior soldier doesn’t get any respect even though they do all the work. It makes sense. The squad has endured combat together. They’ve cleared buildings, fought for ground, and buried friends as a unit. Then this new guy comes along and wants to be part of the group? Nope. Gotta earn your camaraderie, noob.
4. Most dangerous positions and assignments
The junior-most members will get plenty of chances to prove themselves, since they’re often in the most dangerous positions. For the infantry, he’s likely to be the first one in the door on a clearing mission, and he’s more likely to be assigned as gunner in a vehicle on a movement.
For the POGs, the junior squad member is the one most likely to get tasked out on a mission. Commander needs someone to pull a guard shift at the gate? It’s not like Pvt. Snuffy has anything going on. Gunny wants a volunteer for convoy security? Pfc. Schmuckatelli better grab his gear.
5. They’re the canaries in the coal mine
The most dangerous time to be the junior member is when there is a chemical or biological attack. The military dons protective gear when it’s hit with biological or chemical agents, and troops don’t take the gear off until their best detection kits say the threat is gone. But, the kits can’t detect everything and someone has to take the first unprotected breath.
And that’s where the junior soldier comes in. The unit takes away their weapon and has them unmask for a short period. If they don’t show signs of trouble, the rest of the unit unmasks. If the soldier does start reacting to a chemical compound, the unit keeps their masks on and sends the junior guy to a hospital. Get well soon!
6. Long hours and low pay
No one in the military is getting rich, and just about everyone works long hours. But, the junior guys usually work the same hours for even less pay than everyone else. A new E-2 in the military makes $1734 a month. They work an eight-hour day plus do an hour of mandatory physical training every morning. So, not counting any assignments, overnight guard duty, or additional physical training, an E-2 makes about $8.67 an hour before taxes.
They may get great benefits and education incentives, but the paychecks can be depressing.
Carl Gustav’s name is associated in most militaries with the recoilless rifle that bears his name, a weapon typically used in anti-armor/anti-personnel applications that is known for its range and lethality. But another weapon, a submachine gun that was reliable enough to serve special operators in the jungles of Vietnam, claims the name as well.
The Carl Gustav M-45 is a design originally ordered by the Swedish Army in World War II. They wanted new weapons to preserve Swiss neutrality and as potential exports to the warring nations.
The weapon used a simple blowback procedure to cycle the weapon. The operator would pull the trigger, the first round would fire and the force of the explosion would propel the bullet forward while also ejecting a spent casing and allowing a new round to enter the chamber.
But it could churn through those rounds in seconds. It had a firing rate of 600 rounds per minute and could only fire on full auto. The operator had to preserve ammo by shooting controlled bursts.
America never officially adopted the M-45, but U.S. special operators carried it in Vietnam because it was more reliable in the jungle environment than the M-16 that was standard-issued U.S. weapon. Special Forces soldiers and SEALs fought Viet Cong and North Vietnamese Army forces on jungle trails with the little guns, spraying rounds at close range.
In Vietnam, the U.S. operators often carried the weapon with an American-made Sionics silencer and with new magazines that held up to 71 rounds.
During the Korean War, the U.S. military learned the dangers of naming supplies after easily confusable products. In 1950, at the North Korean Chosin Reservoir, a group of U.S. Marines was running very low on ammunition in the middle of battle. They called in for a drop of 16 mm mortar rounds and the codename of these bullets, you guessed it, was Tootsie Roll. Instead of ammunition, the Marines received a bunch of those oblong, taffy-like, chocolate logs, which, we can assume, was probably quite a disappointing shock for those troops. However, this miscommunication would prove to be vital to the soldiers’ escape — no, they didn’t use the Tootsie Rolls as bullets.