The eighth chapter is finally here and this time it’s directed by Thor: Ragnarok’s Taika Waititi – and it’s everything you thought a Star War directed by Taika Waititi would be. Everything we hoped it might be.
Even the scout troopers got a touch of personality in this episode. Consider this your spoiler warning.
With an appearance by Jason Sudeikis and Adam Pally.
In this chapter of The Mandalorian, we learn a lot about Our Mandalorian. After we learn the scout troopers have murdered Kuiil and taken the Yoda Baby. We see one of the troopers actually punch the Yoda Baby before getting murdered themselves by the avenging nurse droid, IG-11. Back in the city, we find the heroes still trapped by a legion of Stormtroopers, led by everyone’s favorite villain Giancarlo Esposito, Moff Gideon, who gives them until nightfall to decide if they’re going to cooperate with the Imperial leader’s demands.
IG-11 rides into town like a one-droid army on a speeder bike, dropping stormtrooper bodies all over the streets until he reaches the square where our heroes are pinned down. IG, with the Yoda Baby on his back, continues his rampage as our pinned-down heroes break out of the building. Our Mandalorian even picks up an E-Web Heavy Repeating Blaster that looks like something Carl Weathers might have used in Predator.
But before this amazing gunfight takes place, we learn a lot about our heroes – from Moff Gideon. It turns out the Moff was more than just an Imperial leader, but was part of an intelligence network. He knew the names of Cara Dune, and that she was from Alderaan, which explains why she hated the Empire so much. We also learn Our Mandalorian has a name, Din Djarin and he wasn’t born on Mandalore. In fact, Mandalorian isn’t even a race, it’s a creed. More importantly, we learn how Our Mandalorian became Mandalorian and why the Yoda Baby means so much to him.
In a flashback, we learn Djarin’s village and his parents were massacred by B2 Super Battle Droids when he was a boy. Just before meeting his own death at the hands of these droids, the young Djarin is rescued by a band of Mandalorian warriors who destroy the droids and carry the young boy off, presumably to Mandalore. Back on Nevarro, however, things look grim for our heroes.
Until the Yoda Baby comes into play.
“I’ma stop you right there.”
Moff Gideon critically wounds Our Mandalorian by shooting the power cell of the E-Web blaster. He is rescued by his compatriots but they are once again trapped in the building with certain death outside. As Our Mandalorian lays dying, he refuses Dune’s help as it would require removing his helmet. IG-11 opens the sewer grate right as an Incinerator Stormtrooper walks in to blast the room. Instead of burning the room, however, the flames blast him right out the door, thanks to the Yoda Baby, who stepped up to defend his injured father. Once all the humanoids are in the sewer, IG-11 convinces Djarin that since the droid is not alive, he can take his helmet off to receive medical treatment and for the first time, we see our antihero’s face.
Once healed and looking for the Mandalorians in the sewer, they instead find the remnants of their armor. The remaining Mandalorians had been hunted or killed after the Imperials arrived, though some may have escaped. The Armorer survived, however, and after hearing about the Yoda Baby’s strange powers, tells Djarin about the Jedi. Unable to determine the baby’s race, Karga reminds Djarin that his mission will now be to raise the baby or find his home world – reminding him that “this is the way.”
She also give him his earned signet. Oh, and a jetpack called “Rising Phoenix.” She tells them the way out and covers their exit with the dopest slaughter of stormtroopers seen in the Star Wars universe since IG-11 and the Yoda Baby in the town square fifteen minutes before.
Can we talk about this most brutal stormtrooper kill?
Our heroes make their way down a river of lava, thanks to a boat propelled by a droid. IG-11 sacrifices himself so that the group isn’t killed by a platoon of stormtroopers waiting to ambush them, and then Mando takes on Moff Gideon flying a TIE Fighter, thanks to his handy new jetpack. Every thing is reset for season 2, as Cara Dune decides to stay on Nevarro and become a member of the Guild and Karga forgives Mando, offering him the choice picks of the bounty hunter jobs.
But our Mandalorian is now a full warrior, with a mission. He returns to his ship and flies into the sunset, presumably determined to find the Yoda Baby’s home.
Patriotic rock band Madison Rising and the Navy SEAL Foundation announced a unique partnership with the release of Madison Rising’s new song, “Men of Steel.” Madison Rising is donating 50% of the proceeds from the song to the Foundation in support of its mission of service to the Naval Special Warfare (NSW) community.
“Men of Steel” is a new rock anthem that pays tribute to all those who serve.
The song is a special collaboration that started when Madison Rising approached the NSF in 2019 about a potential partnership. “I had always wanted to figure out a way to have music support our mission at the Foundation, and Madison Rising was an ideal partner to make that happen,” said Chris Irwin, Director of Partnerships for the NSF in a press release.
As a result, Madison Rising worked with the Navy SEAL Foundation to write a song about teamwork, camaraderie and the service member experience, that directly supports those it honors. “By donating half of all proceeds on this song to the Foundation, Madison Rising is committing itself to not only raising awareness about our mission, but also raising funds to help us execute that mission,” Irwin stated.
Madison Rising’s mission is to honor veterans, first responders, and active-duty military members by making great rock music that reinforces true American values. This collaboration with the Navy SEAL Foundation is the latest initiative in support of that mission. The band is led by Rio Hiett, a retired Master Sergeant who served in the Air Force, “Madison Rising is on a mission to honor our military however possible and we know this song will have an incredible impact on the community,” he said. The band is well known for hard-charging, patriotic performances at venues including NFL games, NASCAR, and other special events.
“I started singing back in high school with producer and friend, Andrew Lane, in Muscle Shoals, Alabama,” Hiett told WATM. “This is where the love of performing and creating was started and as he went on to become a Grammy Award winning part of Atlanta’s and L.A.’s R B movement, I chose the route of military service.
I spent 20 years as an Air Force AMMO troop, having served half on active duty and half in the air guard.” Hiett served in several operations, including Allied Force, Iraqi Freedom and Enduring Freedom. “I spent nearly 3 years deployed to the AOR and lost that time with my oldest son Dante’,” Hiett said. “I felt he endured the impact of the deployments far more than anyone else in the family. From the moment I became the frontman for Madison Rising, I had always wanted to have my son be a part of something meaningful. He plays the drums and this was an incredible opportunity to have him be a part of a song [Men of Steel], that has the potential to go a long way in the veteran community.”
Hiett continued, “We were able to team up with Chet Roberts of 3Doors Down and record the song down in their studio in Nashville at Rivergate Studios. SEAL Chris Irwin was also a huge part of the track as it was brought forth from his original idea as we collaborated, rearranged/rewrote, then recorded. So at this point in time, I am incredibly proud of this song, the meaning behind the song and how it was created, but mostly that my son is a huge part of something so amazing.”
Madison Rising has shared the stage with rock legends Aerosmith, Lynyrd Skynyrd, Toby Keith, Weezer and many others, and they have a large following among veterans and first responders.
About the Navy SEAL Foundation:
The Navy SEAL Foundation’s mission is to provide immediate and ongoing support and assistance to the Naval Special Warfare (NSW) community and its families. The Foundation stands behind these warriors and their families by providing a comprehensive set of programs specifically designed to improve health and welfare, build and enhance resiliency, empower and educate families, and provide critical support during times of illness, injury, or loss. Like the community it serves, the Navy SEAL Foundation is a high-performing organization committed to excellence. It has received eight consecutive 4-Star ratings from Charity Navigator and it is one of less than 70 charities, from among more than 9,000, to have earned a perfect score of 100 for financial health, accountability and transparency, placing it in the top 1% of all rated charities.
For more information, please visit: www.navySEALfoundation.org.
If you’ve watched the HBO Miniseries Band of Brothers, you can understand why it’s one of the most critically acclaimed TV series out there. The series mixes amazing storytelling with fantastic cinematography and special effects. But there’s something else this series brings to audience — an authentic glimpse into the life of an American Soldier during WWII.
When one of us veterans watches Band of Brothers or its counterpart, The Pacific, we’re reminded of the lifestyle that brought us so much pride. It feels like Tom Hanks and Steven Spielberg (who also worked together on Saving Private Ryan) took a lot more time than most Hollywood types to really nail their portrayal of life in the service.
But outside of giving veterans a warm, fuzzy, nostalgic feeling, Band of Brothers teaches civilians about major things we learn while serving.
The show, in large part, centers around a theme of what it takes to be a good leader. You’ll see plenty examples of great leadership — and enough bad examples to make you wonder why certain characters held that in the first place. A few things you learn about leadership from the series include knowing your subordinates, caring more about their well-being than your career, and being confident enough in yourself to make choices in the face of adversity.
In Band of Brothers, the importance of troop morale is obvious
Throughout the show, you’ll see the soldiers of Easy Company ride the highest highs and sink to the lowest lows. When tragedy strikes, you see it in the posture and action of each and every soldier.
This show, better than most, shows how important it is for a leader to understand that the morale of their troops is a big deal.
The soldiers of Easy Company are undoubtedly courageous, but this series doesn’t make them out to be superheroes. Instead, Band of Brothers depicts them as your average Joe who volunteered to be a part of something bigger than themselves. You constantly see the fear on their faces — but you also see them act in spite of it, and that is courage.
The Band of Brothers philosophy
Towards the end of the series, you start to see how the soldiers of Easy Company begin to question the overall purpose of the war. Of course, this question is unshakably answered when they come across a concentration camp.
But the theme that show explores beautifully is that, at the end of the day, war is about humans fighting humans.
Dealing with loss
The series doesn’t shy away from showing the pain of the tremendous losses experienced in war. Not just among warfighters, but among civilians and their homes. They take an entire episode to establish the relationship between the medic, Eugene Roe, and a civilian nurse who volunteered to help — only to have her die in the end.
As the citizens of the United States begin to line up at stores to stockpile items to prepare for possible quarantine, medical professionals are advising people to stop panicking. While the seriousness of the coronavirus or COVID-19 cannot be minimized, a mass panic is unnecessary and causing more harm than good. Air Force Capt. Dr. Phillip Mailloux stationed at Scott Air Force Base went on record to discuss the virus and the military’s response to the declared pandemic.
Dr. Mailloux shared that the focus is on force health protection. Although the importance of the mission isn’t understated, ultimately, everyone’s safety is a top priority. This includes ensuring that everyone has the most up to date information to remain safe and healthy.
“Our job is to keep monitoring the situation as it unfolds. We have plans in place – even before the coronavirus came out. Every installation has a disease containment plan for events just like this that we can stick to. We are in the preparation phase, we have all the measures in place that we need to if the event becomes more impactful to the local area. The steps are already known and ready so that the installation can make an agile response,” he shared.
Dr. Mailloux continued by stating that in the case of Scott AFB, they are in close contact with the local health department. Scott AFB is a part of the larger community in the area, like many military installations, so what happens on base or out in the local area impacts everyone. “We don’t have a magical barrier to prevent what’s going on outside the walls from coming,” he said.
He advised that everyone continue following the recommendations put out by the Centers for Disease Control. That website will always have the most up to date information and recommendations for coronavirus. This will include precautions and measures the public can take to prevent the spread.
Dr. Mailloux reiterated that those who are the most at risk are the elderly and immunocompromised. He also advised that the public call in if they suspect they have been exposed or are showing symptoms, rather than come into the emergency room or clinic. He explained that Illinois has a 3-5 day testing turn around currently, and sometimes the virus isn’t always detectable right away, especially on day one.
Although coronavirus has a five-day incubation period, the reason seclusion is recommended for fourteen days is that they’ve seen the incubation period exceed five days before people begin showing signs of the illness.
Social media is currently filled with pictures of empty shelves. Should the public be stockpiling on things like face masks? The doctor said no, because it won’t do any good. “The standard face masks only keep germs in, not out. For it to be effective in preventing transmission of the virus it would need to have a fit-tested seal,” Dr. Mailloux stated. He explained that those that are ill should wear one to prevent spreading their own germs to others, but healthy individuals wearing them does nothing. We are also taking away from those who truly need the masks.
He referenced our first responders and those that will have to continue to show up to serve others. Those sealed and effective masks need to be reserved for them, so they can remain safe.
The CDC has stated that right now, the risk of exposure for most Americans is low. But as the outbreak continues to expand, that risk increases. Currently, the Coronavirus is classified as a community spread illness. Precautions we can take to minimize risk:
Wash your hands often with soap and water for at least twenty seconds, especially if you have been in a public place. Dr. Mailloux shared that although it is not thought that the virus can last on open services, we don’t have enough information to confirm it.
Avoid touching your eyes, nose, and mouth.
Avoid close contact with those that are sick and limit your exposure to the risk if the virus is spreading in your community.
Stay home if you are sick. Dr. Mailloux said this is the first time he is seeing people actually follow the recommendation of not venturing out if you are ill. This virus has increased awareness and the following of protocol to protect others from illness.
Clean and disinfect surfaces that are frequently used.
Dr. Mailloux encouraged the public to be smart. Even if you are a healthy individual, if you’ve traveled or been in a highly-populated area, don’t go to nursing homes or other areas with at-risk populations. There are instances of individuals, like children, who can be a carrier of the virus and never show but the most minimal symptoms. They then can pass it on to those who are unable to fight it off.
So, if you are heading to the store to stock up on essentials for a couple of weeks to isolate you and your family members, it is encouraged and applauded. But stockpiling toilet paper or overbuying hand sanitizer and cleaner is creating unnecessary anxiety for those who are high risk.
By being socially responsible, we can reduce panic and mitigate risk.
Prior to WW2, knowing that they couldn’t compete with the numbers of the US navy, the Imperial Japanese Navy quietly authorized the construction of the two largest battleships by weight ever seen in warfare — the Musashi and her sister ship, the Yamato.
The origins of these two behemoths can be traced back to Japan’s 1934 withdrawal from the League of Nations. Amongst other things, doing this allowed Japan to ignore rules set by the Washington Naval Treaty of 1922 and the London Naval Treaty of 1930, both of which aimed to limit the size of battleships as well as the right of participating nations to construct them.
Almost immediately following Japan’s withdrawal, a team working for the Japanese Navy Technical Department helmed by an engineer called Keiji Fukuda began submitting designs for a class of battleships superior in size and firepower to anything ever seen before.
While initially planning to build five of these battleships, ultimately only two were completed, with a third being converted to an aircraft carrier mid-way through construction.
The two completed ships, the Musashi and the Yamato, were quite literally in a class of their own, designed to displace some 73,000 long tons when fully equipped. For reference here, the United States’ Iowa class battleships created around the same time, while of similar length, weighed about 40% less.
Japanese battleship Yamato under construction at the Kure Naval Base, Japan, Sept. 20, 1941.
As one Japanese officer, Naoyoshi Ishida, described, “How huge it is! When you walk inside, there are arrows telling you which direction is the front and which is the back—otherwise you can’t tell. For a couple of days I didn’t even know how to get back to my own quarters. Everyone was like that…. I knew it was a very capable battleship. The guns were enormous.”
On that note, not just big, these ships also featured nine of the largest guns ever put on a battleship, featuring 460 mm barrels and weighing an astounding 3,000 tons each, with all nine combined weighing approximately as much as the United States’ Wyoming, New York, and Nevada class battleships.
These weapons were capable of firing shells that weighed up to 3200 pounds (1450 kg)- or, in other words, in the ballpark of what a typical full sized sedan car weighs. While you might think the range when shooting such an object must have been poor, in fact, these guns could hit a target over 25 miles (40 kilometers) away. They could also be fired at a rate of about once every 40 seconds.
The shockwave produced by one of these guns firing was noted as being powerful enough to tear the skin off of a human if an unlucky individual stood within 15 metres of it without proper shielding. This shockwave also resulted in nearby anti-aircraft guns having to be specially armored to protect them from this.
Speaking of anti-aircraft guns, ultimately these ships were equipped with approximately 150 25 mm guns. In between these and the massive 460 mm cannons previously described, the ships also featured six 155 mm and 24 127 mm guns.
Further, if not needing the 460 mm cannons for hitting ships far away, these battleships were equipped with so-called “beehive rounds” to fire from those cannons. In a nutshell, these rounds were filled with nearly a thousand incendiary tubes and hundreds of shards of steel. The round also included a fuse and explosive that would cause the shell to explode out, with the incendiary tubes igniting shortly thereafter, producing a wall of flame and molten steel meant to absolutely obliterate enemy aircraft. Essentially, the idea here was to convert these guns into comically large shotguns, able to pick any enemy birds out of the air.
Japanese Battleship Musashi taken from the bow.
Armor-wise, each ship possessed on its outer shell a protective layer some 16 inches thick.
While you might think this all combined must have made these ships slow as molasses, it turns out, they had a top speed of about 27 knots (31 mph). While not the fastest battleship in the world, this compared favorably to, for instance, the aforementioned Iowa class battleships that weighed about 40% less, but could only go about 6 knots faster.
Despite their awe-inspiring power and the full confidence of Japanese military brass that each ship was “unmatchable and unsinkable”, neither saw much combat. In fact, the Yamato spent so much time protecting Japanese ports that it was nicknamed the “Hotel Yamato”.
The reluctance of the Japanese navy to commit either ship to combat was motivated by both the scarcity of fuel in Japan during the war, with these battleships taking copious amounts of such to go anywhere, and the fact that military brass believed losing either ship would be a massive blow to the morale of the rest of the Japanese military.
Of course, in the closing months of WW2 with their forces almost completely obliterated, Japan reluctantly began committing both battleships to naval engagements. Unfortunately at this point these super battleships were so absurdly outnumbered in the limited engagements they’d ultimately take part in that they mostly just functioned as sitting ducks.
Most notably, they proved especially vulnerable to aircraft attacks. Even the aforementioned beehive rounds, which the Japanese believed would decimate aircraft, proved to be little more than a visual deterrent, with some American pilots simply flying straight through the flaming shrapnel they produced.
And while the near couple hundred anti-aircraft guns made it so it took a brave pilot to dive bomb the ships, the sheer number of aircraft that the Americans could throw at these battleships at the same time and how chaotic the battles got, ultimately saw these guns prove just as worthless in practice.
It didn’t help that at this point in the war Japan’s own aircraft were ridiculously outnumbered and outclassed, providing little to no air cover to try to protect the massive battleships. (See our article, How Were Kamikaze Pilots Chosen?)
Ultimately the Musashi was lost during the battle of Leyte Gulf in October of 1944, taking 19 torpedo and 17 bomb strikes to sink it.
As for the Yamato, it took part in her final engagement in April of 1945 in operation Ten-Go, which was an intentional suicide mission.
Japanese battleship Yamato is hit by a bomb near her forward 460mm gun turret.
The Yamato was to be the tip of the spear of this final, last-ditch effort to repel the American advance. Its crew was ordered to beach the ship near Okinawa and use its main battery to destroy as much of the invading force as possible. Essentially, the ship would function as a base on the island, and members of the near 3,000 strong crew not needed to operate weaponry aboard the ship were to wage a land battle with any enemy forces encountered.
The mission plan was flawed from the outset, however, and performed under protest of some of the Japanese Navy brass involved, who noted there would be no chance of even reaching the target island in the first place given the stated plan, including no air support whatsoever, and time of day they were to execute the plan (broad daylight).
This turned out to be correct- en route on April 7, 1945, the Yamato and handful of accompanying ships were completely, and quickly, overwhelmed by a combined assault from 6 cruisers, 21 destroyers, 7 battleships, and a few hundred aircraft.
One surviving member of the Yamato crew, junior officer Yoshida Mitsuru, had this to say of the battle that they all had known was a suicide mission from the start,
How many times, in target practice, have we conducted such tracking? I am possessed by the illusion that we have already experienced searches under the same conditions, with the same battle positions, even with the same mood. What is going on before my very eyes, indisputably, is actual combat — but how can I possibly convince myself of that fact? The blips are not an imagined enemy but an enemy poised for the kill. The location: not our training waters, but hostile waters. More than one hundred enemy planes attacking!” Is it the navigation officer who calls this out? … The battle begins…. As my whole body tingles with excitement, I observe my own exhilaration; as I grit my teeth, I break into a grin. A sailor near me is felled by shrapnel. In the midst of the overwhelming noise, I distinguish the sound of his skull striking the bulkhead; amid the smell of gunpowder all around, I smell blood…. The tracks of the torpedoes are a beautiful white against the water, as if someone were drawing a needle through the water; they come pressing in, aimed at Yamato from a dozen different directions and intersecting silently. Estimating by sight their distance and angle on the plotting board, we shift course to run parallel to the torpedoes and barely succeed in dodging them. We deal first with the closest, most urgent one; when we get to a point far enough away from it that we can be sure we have dodged it, we turn to the next. Dealing with them calls for vigilance, calculation, and decision…. That these pilots repeated their attacks with accuracy and coolness was a sheer display of the unfathomable undreamed-of strength of our foes.
In the end, it took only 2 hours for American forces to destroy the single most powerful ship constructed during WW2, along with most of the tiny fleet it set out with. When the smoke cleared, around 4,000 were dead on the Japanese side vs. just around a dozen dead on the American side and a few more wounded.
Early in WW2 the Imperial Japanese Navy had plans to construct even bigger ships than the Yamato and Musashi as part of an even more powerful class of ships they called the Super Yamatos. These ships, if constructed, would have possessed 510 mm guns, displaced upwards of 82,000 tons and could have moved at speeds approaching 30 knots. Lack of resources stopped Japan from ever building the ships however.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
We don’t like being called “medics” — if we wanted that title we would have joined the Army (shots fired).
With all that said, the military is known for its rivalry as each branch’s medical department wants to be defined as being the most dominant force. Although there will never be a clear winner, competing for the title is the fun part.
We could brag all day about having the most Medal of Honor recipients, but that just wouldn’t be dignified. So here’s proof that the rate of Hospital Corpsman is the sh*t. Come at me.
Back in the day, we were referred to as Surgeon’s Mates, Apothecary, and Loblolly Boy, among a few others. But it wasn’t until June 17, 1898, when President William McKinley signed an act of Congress that created the Navy Hospital Corps, which allowed enlisted personnel to assist surgeons with the wounded on the battlefield.
It was the Corpsman’s job to keep the irons hot while assisting the doctors with cauterizing patient’s limbs after amputation, as well as keeping buckets of sand at the ready to help the medical staff from slipping on the floor from all those massive bleeds.
Since those days, Corpsmen served right alongside the Marine Corps, fighting and patching them up; and that tradition has carried on through the eras as they continue to earn each others’ respect.
Just some of the different types of Corpsman
With all the many types of Corpsmen out there these days, let’s start from the beginning.
In the modern era, the basic Hospital Corpsman earns the NEC “quad zero” or “0000” rating when they graduate from A-school, and can either head right out to the fleet or get additional orders for more specialized training called “C-schools.”
Some Corpsmen will go on to become laboratory techs, dental techs, or attend one of two the Field Medical Training Battalions.
Also known as field med, this tough training is a few steps down from Marine boot camp and is modified with medical classes catered to performing life-saving interventions in combat.
In field med, Corpsmen learn basic patrolling tactics and infantry maneuvers that will help when they deploy to combat zones with their Marine platoons.
In some cases, Corpsmen can request additional schools if they qualify and decide to re-enlist at the end of their active contracts. Many Corpsmen at the pay grade of E-5 request to attend “Independent Duty Corpsman” or IDC school.
Remember when I told you we were better than Army medics? Here’s what I meant:
After completing training, Independent Duty Corpsmen are allowed to take care of patients, prescribe medications and perform minor surgical procedures without the presence of a medical officer.
No Army enlisted personnel can do that. Write that down.
Unfortunately, with all the valuable training IDC’s go through, when they exit the Navy, they can take the knowledge with them, but the accreditation doesn’t transfer over to the civilian world. Bummer.
It’s official; Corpsmen are not Marines — we’re sailors.
Because most of us have served at one time or another on the Marine side of the house, also known as the “Greenside,” many confuse us with Marines due to our stature and uniform.
The truth is, we don’t mind this because of the brotherly bond we’ve earned. If we’ve taken good care of our Marines, that bond will stretch far beyond our years of military service.
The FMF Corpsman
FMF stands for Fleet Marine Force.
Corpsmen can earn this pin after studying their asses off and answer a sh*t ton of questions about Marine knowledge.
It’s a lot to learn and can take a year to scratch the surface of everything you need to know. In some cases, Corpsmen end up learning more facts about the Marine Corps than Marines.
Plus, if you do receive the honor of getting pinned, it’ll make you look cool in front of your platoon.
It’s also a common practice that you pass down your FMF pin to an up and coming Corpsman who appears to have a promising career.
There are three different types of FMF pins and they all look the same. The Marine Air Wing, Logistic Group, and Division (infantry) all have different knowledge the Corpsman is tested on to earn the plaque.
The Division pin tends to be harder to earn since infantry Corpsmen spend a lot of time in the field without much time to study.
Another impressive aspect of being a Greenside Corpsman is that you’re entitled to wear most of the Marine uniforms except their legendary dress blues — provided you sign a “Page 2” document saying you’ll abide by all Marine Corps regulations.
This includes all uniform inspections and annual exercise tests.
The modified Corpsman dress uniform. That’s badass, Chief — look at the freakin’ stack!
Watch the Corpsman tribute video below, and brothers, stay safe out there. We salute your hard work and dedicated to the Corps.
Ahead of the premiere of “Solo: A Star Wars Story,” many critics have praised Donald Glover’s portrayal of Lando Calrissian in the film, despite the film’s lukewarm overall reception. But more importantly, Glover’s role seems to have won over the people behind the movie.
On May 16, 2018, Lucasfilm studio chief Kathleen Kennedy told the French publication Premiere that she would “love” to give Lando Calrissian his own spin-off movie.
“Solo” currently has a 72% critic rating on the reviews aggregator Rotten Tomatoes, but many reviewers, including Business Insider’s Jason Guerrasio, have heaped praise on Glover’s performance.
Guerrasio wrote in his review that Glover “completely knocks it out of the park as Lando Calrissian.”
In a review for The Atlantic, Christopher Orr wrote, “If you are not already a fan of Glover (and, let’s be clear, you should be), this ought to make you one.”
Critical praise for Glover’s role, along with Glover’s star rising from his Emmy-winning FX show, “Atlanta,” and his recent viral hit single as Childish Gambino, all rightfully have Lucasfilm encouraged to pursue a film with Glover in what would be his first blockbuster lead role.
UPDATE: After the publication of the original article by Premiere, Lucasfilm clarified to the publication that while the company would “love” to devote a spin-off film to Lando in the future, such a film had not been confirmed yet and would not be “next” (as implied by the original Premiere article).
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
In thinking about who to select as the Navy’s next generation of senior leadership, the Nation should be fully engaged, particularly with the increasing potential of war at sea against a peer competitor. The Chief of Naval Operations (CNO), Admiral John M. Richardson, who wrote an article for Proceedings Magazine in June 2016 entitled, “Read, Write, Fight,” understands this. So too does Admiral Scott H. Swift, former Commander, Pacific Fleet, who suggested a way to better prepare for a fight in his March 2018 Proceedings piece, “Fleet Problems Offer Opportunities.” Given the possibility of high-end warfare facing the nation now for the first time since the end of the Cold War, picking the right leaders will be key. The question is: Is the right leadership being picked today? Is there a different, better way to consider who will lead the Navy in war?
Since 1974, every Chief of Naval Operations (CNO) has come to the office with the following credentials: command of a carrier strike group (CSG); command of a fleet, and; an operational, four-star command, either Pacific Fleet (PACFLT), Atlantic Fleet/U.S. Fleet Forces Command (LANTFLT/FFC) or Naval Forces, Europe (NAVEUR). The one exception to this formula is that submariners do not command CSGs: Instead, they command submarine groups at the one-star level.
In the last 44 years, there have been only three anomalies: Admiral Jeremy M. Boorda, the 25th CNO never commanded a fleet. Then, in 1996, Admiral Jay L. Johnson, the Vice Chief of Naval Operations (VCNO) who had been scheduled to command Naval Forces, Europe, instead became the 26th CNO when Admiral Boorda took his own life. The current CNO, Admiral Richardson, is the third anomaly in that he has neither commanded a fleet nor had an operational four-star command.
Chief of Naval Operations Admiral Richardson.
Not surprisingly, there are considered reasons in this successive, operational flag, command rule: First, the Navy exists to support the operational element of the fleet – the so-called, “pointy end of the stick.” It is believed that the leader of an organization whose mission is to “conduct prompt and sustained combat operations at sea,” should be a person who is closely acquainted with firing shots in anger, from ensign to four stars. Second, perhaps of even greater import, the CNO sits in the “tank,” with the other Joint Chiefs. It is imperative that he or she knows the score out in the various combatant commands, and this requires genuine joint expertise attained at a high level. This sort of experience comes in places such as the forward fleets, and especially to those who command PACFLT, NAVEUR, or FFC.
This is not to say that the formula works perfectly. By the turn of the century, Surface Warfare Officers dominated a majority of significant leadership positions in the Navy, and held the office of the CNO, without pause, between 2000 and 2011. It was also this generation of leaders which presided over the diminution of the entire surface community. Still, this may all say more about either the struggle against increasing budget restrictions or a misplaced spirit of selflessness on the part of these CNOs than it does about a faulty selection approach. Nor is this to say that those who were anomalous did not perform admirably as CNO. That is for others to decide, in time.
Either way, the questions are these: How does an officer arrive at the Office of the Chief of Naval Operations in the first place? What are the implications which arise when there are sustained and dramatic perturbations at the flag-level? And finally, what does (or should) the future hold in preparing the Navy to face a new era of potential conflict at sea?
A process defined
Sustained superior performance is essential, but beyond that, a careful choreography occurs in every community beginning at first command if not before. Selection to flag is seldom, if ever, accidental or unanticipated. This management becomes even more meticulous once flag officers are selected. At that point, there is a determination made as to who will be groomed for the three and four-star levels, and who will serve in other, still important flag positions. To effectively regulate this complex daisy-chain, a detailed, long-term, name-to-job interaction occurs between all of the warfare communities and the Navy’s (and ultimately government’s) top leadership.
There are really only a few, key, operational flag positions available, and they are earmarked for those bound for the top. This is important as the timing and positioning associated with getting the right officers through those wickets is not a matter of chance. Here is one example: In the surface community, presume that eight officers make flag each year. Of these eight, only four will go on to command a CSG. Of those four, only two will deploy. These deployers are those who have been selected for upward movement, and this is easily observed in a historical review of those who rose higher. Likewise, while there are any number of important three-star commands, they are in not all equal regarding carrying an officer to the office of the CNO.
The Arleigh Burke-class guided-missile destroyer USS Roosevelt (DDG 80) left,the guided missile destroyer USS Arleigh Burke (DDG 51) and the Ticonderoga-class guided-missile cruiser USS Philippine Sea (CG 58) transit the Atlantic Ocean.
(U.S. Navy photo by Mass Communication Specialist 3rd Class Scott Barnes)
Moreover, it is necessary to mention the one outlier in this job pecking order; Chief of Naval Personnel (CNP). A remarkable number of four-star admirals, some of whom achieved senior operational command, have passed through the CNP’s office, including Admirals Leon A. Edney, Ronald J. Zlatoper, John C. Harvey, Mark E. Ferguson III, and former CNOs Jeremy Boorda and James D. Watkins. Evidently, excelling in this position imparts a unique cachet, though it is neither joint nor operational.
The point here is that delicate timing and positioning are required to marshal those deemed to be most deserving to the top. Though off and on-ramps may be built into the process to allow for surprises and opportunities, the whole process is quite fragile. In recent years, this fragility has been demonstrated through two events; The “Fat Leonard” scandal, and the aftermath of the two warship collisions in Seventh Fleet.
Gutting the operational side in the Pacific
As every sailor knows, there are two sides to any chain-of-command – operational and administrative. The administrative side of the equation is responsible for the manning, training and equipping of units provided to the operational side of the chain. The operational side employs these “all-up rounds” in carrying out the nation’s business at sea.
Following the collisions in Seventh Fleet in the summer of 2017, justice was meted out on behalf of the Navy, through the agency of a Consolidated Disposition Authority (CDA), Admiral James F. Caldwell Jr, Chief of Naval Reactors, appointed by the CNO, Admiral Richardson. Ultimately in this effort, the entire operational chain-of-command in the Pacific, from the ships’ officers of the deck, to CIC watch officers, to the command master chiefs, to the executive officers, to the commanding officers, and then up through their destroyer squadron commander, task force commander, fleet commander and all the way to the Commander, U.S. Pacific Fleet, was implicated and then either actually or effectively fired. It was a scorched earth approach never before seen in the Navy, and it appeared to be aimed at not only justice but at sending a message to the American people.
Though the punishment handed out to Commander, Naval Surface Forces (CNSF), Vice Admiral Thomas Rowden may seem to have been appropriate, particularly in view of the fact that he was the responsible administrative agent charged to provide fully ready ships to the operational commanders, the fact is that he was only a small part of the responsible administrative chain-of-command. Actually, CNSF relied on a universe of other administrative commands to carry out its mission effectively. For example, the Chief of Naval Personnel (CNP) was responsible for providing schools and personnel (both of which were in demonstrated to be in short supply), and the Office of the CNO was responsible for the provision of funding. U.S. Fleet Forces Command was the “parent” command of CNSF, just as Pacific Fleet was the parent of Seventh Fleet. So, while it may have been desirable, for whatever reason, to create a firewall between the operational commands and those administrative commands responsible for providing the necessary wherewithal to the fleet, it also meant that significant responsibility was evaded by nearly half the chain-of-command, top-to-bottom.
The long reach of Fat Leonard
A crisis was created when Admiral Scott H. Swift, then Commander, Pacific Fleet, was implicated in the Seventh Fleet collisions. Admiral Swift had long been expected to become the next Commander, Indo-Pacific Command, and his removal from the field meant that the Navy was in danger of losing control of its most historic and treasured combatant command to the Air Force. The solution hit upon was to send Admiral Phil Davidson, Commander, U.S. Fleet Forces, to command the U.S. Pacific Command. Not only was Admiral Davidson one of the few viable candidates with sufficient credential and seniority, but he was arriving fresh from completion of the Comprehensive Review (CR) of the collisions, and was unsullied by that disaster. Though that may have been good news regarding saving Pacific Command for the Navy, Admiral Davidson’s last and only tour in the Pacific was a single one as a commander, serving as a staff officer at Pacific Fleet headquarters. Whether a conscious part of the decision or not, his lack of Pacific-experience meant that he was beyond the potential taint of Fat Leonard.
Admiral Phil Davidson.
Numerically speaking, only a few flag officers have been caught in the Fat Leonard scandal. Nevertheless, there have been many more who were frozen in place while the investigation continued. This “freezing” caused some of these officers to miss their planned wickets, resulting in an extraordinary upset in the carefully mapped-out flag progression. As for the collision aftermath, it is impossible to know the exact impacts of those events on the “daisy-chain.” Certainly, the loss of ADM Swift and the shifting of ADM Davidson are significant.
Regardless, all of this begs the question of who may be the next CNO? Watchers had long considered Admiral Davidson to be a leading candidate for the position, and his shift to INDO/PACOM has stirred debate regarding who might be a viable relief for Admiral Richardson.
Based on the historical template, the next CNO likely will be one of the following:
Commander, U.S Pacific Fleet: Admiral John G. Aquilino
Commander, U.S. Fleet Forces: Admiral Christopher W. Grady
Commander, U.S Naval Forces, Europe: Admiral James G. Foggo III
Vice Chief of Naval Operations: Admiral William F. Moran
Each of these officers has all of the historical credentials of operational command and joint experience at the highest level, with the exception of Admiral Moran. However, Admiral Moran merits inclusion in that he would not be the first former Chief of Naval Personnel to become the CNO, though he has not had either fleet nor four-star operational command. Moreover, the current CNO, Admiral Richardson likewise arrived at the job with credentials other than the classic operational command/joint ones which have been common. In other words, a new template may have been set.
Reset the grid for war
If the Nation is moving from a “Profound Peace” into a period of “Great-Power Competition,” then every effort must be bent to ensure that America is fully preparing to meet what may well be an existential challenge. If, as suggested by Captain Dale Rielage, in his May, 2018, USNI General Prize-winning essay, “How We Lost the Great Pacific War,” the United States were to be defeated in a conflict with China – a conflict which would most certainly be primarily a fight at sea – the United States would, for the first time since World War II lose primary control of the sea lines of communication, in the vital Pacific. China would assume dominance of at least Asia and become a prime hegemon all the way to the Arabian Gulf.
In thinking about who the Nation selects for our Navy’s senior leader, it is understood that he or she must be fully and unselfishly engaged in preparing the Fleet for war at sea against peer competitors. What are the characteristics and experiences of peace-time Navy leaders (beyond the aforementioned operational positions)? Are these characteristics the same as those which might be sought leading into a major conflict? History suggests that they are different. One needs only consider the last, great war-at-sea. Many of the Navy’s leaders at the start of World War II were cast aside in favor of those who could bring fire to the enemy. For many of those officers, including Admirals Earnest King, Chester Nimitz, and William Halsey, it is fair to say that they might never have arrived at flag rank based were they measured against today’s standards. To win that war no one cared who was charming or polished or politically astute or properly connected. The question had nothing to do with who had attained a “zero-defects” record. It had everything to do with who could and would defeat the enemy.
More recently, there have been other “reaches” undertaken to identify the right person for the job. In 1955, President Dwight D. Eisenhower reached deep to select Admiral Arleigh Burke as the 15th CNO. At the time of his appointment, Burke was still a rear admiral (two-star). He was promoted two grades and over the heads of many flags of far greater seniority. In 1970, President Richard M. Nixon selected Admiral Elmo Zumwalt as the 19th CNO for very specific reasons and aims, despite his lack of “traditional” credentials.
Today, more than ever, modern war is a “come-as-you-are” affair. There will be no slow, years-long buildup allowed. Economies and modern weapon systems suggest that a real fight will ramp up to criticality almost immediately and that wide-spread, cannot-be-quickly-replaced/repaired damage will be done to the fleets in a matter of months, if not weeks. In other words, what the Navy has, regarding leadership and wherewithal, on day one, is the best that it may have throughout the conflict. The point is this: The right leadership needs to be found and selected, now.
Prove your readiness
Cast a wide net, and seek leaders who are determined to resist the self-interested pressures of outside agencies, prioritizing lethality in the Navy above whatever else may be prized. Who in today’s ranks is best equipped to lead the Navy in waging a high-end war?
An answer may lie in Admiral Swift’s March 2018 piece, “Fleet Problems Offer Opportunities.” Deeper opportunities may be offered to the Navy in this Fleet Problem concept. If, as he suggests in his piece, the new Fleet Problem is designed to do more than check a box, before the deployment of carrier strike groups…if Pacific Fleet is determined to truly test leadership in simulations which approach the real world…if officers will be challenged to do more than just go through the motions…if failure is an option, is this not a chance to really put officers, at a variety of levels, to the real test?
Ships from Carrier Strike Group 8 in the Atlantic Ocean.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Julia A. Casper)
And this test need not only apply to strike group commanders, and their respective warfare commanders. A variety of officers, all at different places in their careers, can be tested in this crucible. Is there any reason that an upward-bound submariner could not take command of the Maritime Operations Center (MOC) for the duration of the game? Stand up an exercise Joint Forces Maritime Component Commander (JFMCC). Stand up an exercise Joint Forces Command. Is there any reason for an officer under consideration for fleet command could not play fleet commander during the game?
Admiral Swift offers a key point in all of this: “We have to guard against the natural byproduct of this training reality, which is an aversion to the risk of failure that is associated with learning at the leading edge of knowledge. We had to convey to the operational leaders that failure during the Fleet Problem was not just tolerated but expected. Without pushing our operational art to the point of failure, learning would be subdued and subtle, not stark and compelling. High-velocity learning happens at the leading edge of knowledge, not at its core, and certainly not at its trailing edge.”
Learning yes, but also testing. Officers at every level can be regularly assigned to the game, and throughout their careers, to test whether they possess skills beyond administrative? The Navy needs lions for leadership in war. The Navy also needs able administrators. Certainly, there are officers in the ranks who are both.
The Navy regularly pulls officers out of their employment to serve in a wide variety of boards. Is there any reason to think that this proposal would not be infinitely more valuable to the service, both in developing the entire officer corps for real, war-time thinking at the operational and strategic level? Let officers merit their promotion beyond unit-level by demonstrating the skill necessary to fully grasp that which is imperative in fighting a war…and that which is chaff.
The next CNO has, in all likelihood already been selected. The process of selection and vetting in long and complex and it is unrealistic to think that ADM Richardson approaches the end of his tenure without a relief already having been selected. The question is, and should be, this: Is the next CNO equipped to lead in war-time?
In 1952, the Green Bay Packers drafted “Chargin’ Charlie” Beckwith from the University of Georgia. But seeing as how the Korean War was already in its second year, Chargin’ Charlie declined the offer for a different green uniform.
Commissioned as 2nd Lieutenant, Charles Beckwith served a few years on the Korean Peninsula, in war and later peacetime. It was after Korea that he joined the 82d Airborne, and later, U.S. Army Special Forces.
Beckwith’s first mission was to train the Royal Lao Army in 1960 but his mission to deploy with British SAS to Malaysia as they fought a Communist insurgency is one that forever changed military history.
It was there that Beckwith came down with a mean case of Leptospirosis — a bacterial infection that causes kidney failure and pulmonary hemorrhaging. Doctors did not expect Beckwith to survive.
He survived the infection and his time with the Special Air Service inspired him to develop the American Army’s version of such an elite unit. In 1963, he formed the specialty unit code-name Project Delta, personally selecting the men best suited to conduct long-range recon operations in Vietnam.
But his time in Delta — and on Earth — was nearly cut short in Vietnam in 1966. Beckwith was shot in his abdomen with a .50-caliber round. He was taped up, but essentially left for dead.
But death still didn’t come.
Beckwith not only recovered, he continued with his military career, fighting in a series of battles from the Tet Offensive in 1968 until the end of the war in 1973.
It was in the mid-70s that Beckwith’s elite unit idea finally became a full reality. He was given the authority and formed the 1st Special Forces Operational Detachment – Delta in 1977. The new elite unit focused on anti-terror and hostage recovery ops, based on the model of the British SAS.
Unfortunately for Beckwith and Delta, their first mission was Operation Eagle Claw, the doomed hostage rescue of Americans held in Iran. After the catastrophic failure of Eagle Claw, Beckwith retired from the Army.
The night is dark and cold in the French countryside. The sky is moonless and your headlights are dimmed to hide you from enemy planes. You’ve never driven this route before, but the troops at the front desperately need the supplies you’re carrying, so you hurtle down the bumpy dirt road at 60 mph in your 2.5-ton truck. As the sounds of battle ahead grow louder, you realize you’re nearing your destination; and greater danger.
Overhead, the thunderous roar of airplane engines add to the cacophony of gunfire. You pray that the planes are friendly and that you won’t be strafed or bombed, and drive on into the night.
Red Ball Express trucks move through a Regulating Point (U.S. Army photo)
To streamline the flow of supplies, two one-way routes were utilized between the port at Cherbourg to the forward logistics base at Chartres, near Paris. The northern route brought supplies to the front while the southern route was used by returning trucks. These roads were closed to civilian vehicles and both the trucks and the route were marked with red balls. Outside of the designated route, the red balls also gave the trucks priority on regular roads.
An MP waves on a Red Ball Express convoy next to a sign marking the route (Photo from the U.S. National Archives and Records Administration)
At the height of its operation, the Red Ball Express consisted of 5,958 vehicles carrying about 12,500 tons of supplies a day. In order to staff this massive logistical effort, soldiers were drawn from other support units and trained as long-haul drivers. For some, it was their first experience behind the wheel. A majority of these men came from the Quartermaster Corps and 75% of Red Ball Express drivers were African-American.
Soldiers of the Red Ball Express make quick repairs to their deuce-and-a-half truck (U.S. Army photo)
One such driver was James Rookard who was just a teenager when he was assigned as a Red Ball Express driver. “I’ve driven when I couldn’t hardly see, just by instinct. You sort of feel the road,” Rookard recalled. “There were dead bodies and dead horses on the highways after bombs dropped. I was scared, but I did my job, hoping for the best.” In the midst of all the danger, Rookard and other drivers endured a 54-hour long round trip to the front and back with very little rest between trips.
Rookard with a display case of his medals and mementos from the war (Photo by Brian Albrecht)
To increase their efficiency, drivers often removed the governors from their carburetors which normally restricted their speed to 56 mph. Some drivers even learned to switch seats with their relief driver on the move. “When General Patton said for you to be there, you were there if you had to drive all night,” Rookard attested. The drivers of the Red Ball Express had an important job to do and they got it done.
Soldiers of C Company, 514th Truck Regiment. From left, James H. Bailey, Clarence Bainsford, Jack R. Blackwell, and John R. Houston, father of late singer/actress Whitney Houston (Photo from U.S. Army Transportation Museum)
Their exemplary performance drew the attention and respect of Allied commanders. “Few who saw them will ever forget the enthusiasm of the Negro drivers, hell-bent whatever the risk, to get Patton his supplies,” one British brigade commander wrote. Even Hollywood took notice, and in 1952, the film Red Ball Express was released. However, the film was not without controversy.
Promotional poster for the film (Universal Pictures)
During production, the Department of Defense sent a letter to director Budd Boetticher and Universal insisting that the presentation of race relations be modified and “that the positive angle be emphasized.” Boetticher was displeased with the interference.
In 1979, Boetticher explained, “The Army wouldn’t let us tell the truth about the black troops because the government figured they were expendable. Our government didn’t want to admit they were kamikaze pilots. They figured if one out of ten trucks got through, they’d save Patton and his tanks.”
A soldier fills a tire with air alongside the Red Ball Express highway (Photo from the U.S. Army Transportation Museum)
By November 1944, the port facilities at Antwerp, Belgium were open and enough French rail lines were repaired that the Red Ball Express was no longer required. After shifting 412,193 tons of supplies, the Red Ball Express was shut down on November 16, 1944.
The men of the Red Ball Express were given an enormous task. Only through their enthusiasm, determination, and many sleepless nights were they able to bring their comrades at the front what they needed to fight. The next time you watch Patton, remember the brave men who brought him the supplies to keep his tanks rolling. After all, bullets don’t fly without supply.
Whenever soldiers go on leave, it always plays out exactly the same:
“O! You’re in the Army? My friend from work’s brother is in the Navy, so I know allllllll about it…”
This is followed by a in-depth one-sided discussion about what people think they know about the Army, usually followed by some uncomfortable questions.
Here’s a list of assumptions we get that leave us sitting there thinking, “No, dude. Not even close.”
6. “You’re exactly like the other branches of the Armed Forces.”
This one stings.
It’s not that it’s entirely wrong. There is plenty of overlap between soldiers and other branches. But we still have our own mission and they still have theirs. Especially the stupid Navy.
The best analogy you can use is like the relationship between EMT, nurse, and doctor. They all have a very similar purpose in life, but they each have a different part to play in the grander scheme of things.
5. “You’re all hard ass SOBs with who can ‘John Wick’ someone with a pencil.”
No matter what a soldier did while serving, when they get out they probably won’t correct someone if they hear, “You don’t want to upset him man, he was in the Army! He could snap you in half!”
Many soldiers are required to go to Combatives Level 1 and eventually Level 2 (depending on their unit.) And yes, physical training is a thing everyone does in the morning, and many soldiers also enjoy going to the gym after work ends.
While it’s definitely frowned upon, we still have soldiers that look like they should have cheeseburgers slapped out of their hand to make height and weight regulations. Even on the other end of the spectrum, there are also plenty of scrawny soldiers in the Army as well.
4. “You’re all wounded and fragile shells of who you once were.”
War is hell. There’s no denying that. But very rarely are soldiers as truly broken as the civilian world thinks we are.
When civilians think about soldiers and PTSD, the worst-case-scenario comes to mind. While there are veterans who suffer from acute PTSD symptoms, most service members have the tools to treat their service-related conditions, and nearly all are still functional members of society.
3. “You’re free to make decisions like where you want to live.”
Back to the lighter and funnier side of things, it is always hilarious whenever people say things like, “Why can’t you just call in sick?” or “You’ll be able to take this day off, right?”
Sure, you have the occasional “Army of One” jerk who thinks he can get away with skating. But no. We don’t choose whether or not we want to go to work. We don’t choose days off without a long drawn-out process. And even if you reenlist for a new duty station, chances are, you won’t get to decide where you live in the world.
That’s just the way things are and soldiers get used to it.
2. “You’re a master of foreign affairs and know what the military is doing constantly.”
Most soldiers couldn’t even tell you what their Joes are currently doing, let alone what the Special Forces are doing in [Country Redacted]. Even if you were talking with a senior advisor at the Pentagon, they still couldn’t even tell you what every little detail of the Army is up to.
The Army is just way too big and way too diverse, even within itself. When civilians start throwing our opinions into it we’ll either stare blankly or make something smart up.
Also, we don’t like talking about work during leave.
1. “You’re all constantly training.”
Nothing blows a civilian’s mind quite like the fact that there actually is down time in the military and that we do more than just shoot weapons and practice kicking in doors.
Want to hear what 75% of a lower-enlisted’s day looks like?
Wake up to work out with the platoon at the weakest guy’s level. Pretend to check our equipment that hasn’t been touched since the last time we pretended to check on it. Quick hip-pocket training by a sergeant that was just reminded that they’re a sergeant (“How to check that equipment you just checked,” or “Why DUIs are bad”.) Then wait that for same sergeant to get out of a meeting where they’re told that nothing happened but they should watch out for their Joes getting in trouble. Finally go back to the barracks to do all the things their sergeant was warned about.
There’s nothing better to do while you’re out camping with the people you tolerate love than to crack open a beer and roast some marshmallows over a nice fire. I mean, who doesn’t love a little puffed sugar that’s slightly caramelized?
As everyone knows, the entire state of Hawaii has collectively forgotten the last time they gave a f*ck. Many people are taking the recent volcanic eruption with far less seriousness than natural disasters deserve — unlike here in Los Angeles, where a light drizzle brings the entire city to a terrified stand-still.
Many Hawaiians have reacted to the flow of lava by taking photos of the incoming molten rock and, generally, taking the whole thing in stride. Twitter user @JayFurr was trolling the official United States Geological Survey — Volcanoes twitter account and asked if it was okay to roast marshmallows in the heat given off by the lava.
Erm…we’re going to have to say no, that’s not safe. (Please don’t try!) If the vent is emitting a lot of SO2 or H2S, they would taste BAD. And if you add sulfuric acid (in vog, for example) to sugar, you get a pretty spectacular reaction. — USGS Volcanoes? (@USGSVolcanoes) May 29, 2018
Which is all legitimate advice. Sulfur dioxide is, essentially, air pollution and hydrogen sulfide is what gives volcanoes that farty smell (hence the joke in Shrek). The sulfuric acid within the vog (or volcanic fog) actually has a really kick-ass reaction when met with sugar. Check the video below for example.
The USGS took the trolling in stride, even if nearly every news outlet insists they took it seriously. For obvious reasons, getting close to lava is a dumb idea and, from the get-go, it was obvious this Twitter user was kidding — Jay Furr’s account even says he’s from Vermont.
But this wasn’t the only time the idea of cooking marshmallows over a pool of magma has come up. Storytrender on YouTube did it a while back in New Zealand. There’s no audio, but you can kind-of see the guy wince while he eats the roasted marshmallow.
The US Navy is having its sailors train on an aircraft carrier weapon system that the service is planning to rip out of its Nimitz-class carriers due to its ineffectiveness.
Sailors continue to train on the Anti-Torpedo Torpedo Defense System (ATTDS), a weapon system that was designed to counter one of the single greatest threats to an aircraft carrier — torpedoes, The War Zone reports, noting that the Navy recently released images of sailors aboard the USS Dwight D. Eisenhower training on the ATTDS for a Board of Inspection and Survey.
The most recent training, which involved firing the weapon system, took place in late July 2019. The material survey for which the crew was preparing requires proficiency with all onboard systems, and that they are functional and properly maintained.
The ATTDS, part of the broader Surface Ship Torpedo Defense (SSTD) system, is installed and operational aboard the Eisenhower, as well as the USS Harry S. Truman, USS George H.W. Bush, USS Nimitz, and USS Theodore Roosevelt. But that doesn’t mean it actually works to intercept incoming torpedoes in time to save the ship.
Sailors stow an anti-torpedo torpedo aboard the aircraft carrier USS Dwight D. Eisenhower.
(U.S. Navy photo by Mass Communication Specialist Seaman Joseph T. Miller)
The Navy has abandoned its plans to develop the SSTD and is in the process of removing it from the carriers on which it has been installed, the Pentagon’s Office of the Director of Operational Test and Evaluation said in a report released earlier this year.
The anti-torpedo system was a 0 million project that never really went anywhere.
In principle, the Torpedo Warning System (TWS), a component of the ATTDS, would detect an incoming threat and then send launch information to another piece, the Countermeasure Anti-Torpedo (CAT), an interceptor that would be launched into the water to neutralize the incoming torpedo.
The DOTE report noted that the “TWS demonstrated some capability to detect incoming torpedoes,” but there were also false positives. It added that the “CAT demonstrated some capability to defeat an incoming torpedo” but had “uncertain reliability.”
The report also said that the anti-torpedo torpedo’s lethality was untested, meaning that the Navy is not even sure the weapon could destroy or deflect an incoming torpedo. The best the service could say is that there’s a possibility it would work.
Fire Controlman 2nd Class Hector Felix, from Atlanta, fastens a bolt on an anti-torpedo torpedo aboard the aircraft carrier USS Dwight D. Eisenhower.
(U.S. Navy photo by Mass Communication Specialist Seaman Joseph T. Miller)
Despite having plans to remove the SSTD from its carriers, a project that should be completed by 2023, the Navy continues to have sailors train on the system, even as the service reviews training to identify potential detriments to readiness.
“The Navy is planning to remove ATTDS from aircraft carriers incrementally through fiscal year 2023 as the ships cycle through shipyard periods,” Naval Sea Systems Command (NAVSEA) spokesperson William Couch told The War Zone.
“The Navy is sustaining the ATTDS systems that are still installed on some vessels, where it is necessary for the sailors to train with the system to maintain their qualifications in preparation for future deployments,” he added.
In other words, it appears that the reason for the continued training is simply that the system is on the ship and won’t be removed until ships have scheduled shipyard time, making the ability to operate it an unavoidable requirement.
INSIDER reached out to NAVSEA for clarity but has yet to receive a response.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.