America's Armed Forces Racial Inclusion Policies Began in 1948 Speech by Gen. Lloyd W. "Fig" Newton, commander, Air Forces Training and Education Command Thomas Jefferson said, "There is tremendous capability in each individual, given the opportunity." If you subscribe to this basic principle, you have the ability to maximize the potential of your people resource in any organization to which you may belong! Introduction As commander of Air Education and Training Command, I am responsible for recruiting, training and educating the quality people of our aerospace forces. My charge is to provide them with the skill and will to win America's wars. My primary challenge is to convert more than 33,000 young civilian recruits into military professionals by introducing them to the profession of arms. This cultural transformation introduces our recruits to a new social norm. In 1948, a new social norm was on the horizon with the signing of Executive Order 9981. Executive Order 9981 The immediate post-World War II era was a period of great change for America. During this period, several events occurred which had a profound impact on our nation. Consider the following: At the conclusion of World War II, the Allied victory left the United States in a joyful mood. We had emerged from this war as one of the most powerful nations on earth and this began a groundswell of hope. This euphoric mood permeated our society and that feeling began to spread throughout our nation. Its manifestation was evident in several areas in the period immediately preceding the signing of Executive Order 9981. In 1947, our armed forces were still in the throes of downsizing from a successful war, and the Republicans controlled the Congress -- not much has changed right? The Tuskegee airmen, that famous all-black flying group, had beaten the odds by breaking the barriers and showing their mettle during World War II. Their record of never having lost a bomber to enemy fighters under their escort stands today. According to an original Tuskegee airmen, Lt. Col. Herbert Carter, they proved that the "antidote to racism is excellence" (one of the Air Force's core values). In 1947, Jackie Robinson broke the color barrier in major league baseball, opening doors for black Americans by ushering in a new era of hope. A period of hope and promise that institutions previously closed to Americans of African descent would soon begin to open. In 1947, the U. S. Air Force was born creating a separate service focused on exploiting the airpower perspective. This birth ushered in a period where airpower advocates would be empowered with an institution that would exploit the capabilities of airpower, free from the encumbrances of land warfare doctrine. Finally, in 1948, President Truman embarked upon a bold initiative by signing Executive Orders 9980 and 9981 mandating fair employment practices in the federal establishment and equality of treatment and opportunity for all those who serve in our nation's defense. According to Alan L. Gropman in his book entitled "The Air Force Integrates," segregation had proven to be an inadequate personnel policy for the Air Force. This new service was thinking critically and innovatively, or outside the box as we say today. Segregated units underemployed blacks and Air Force leaders believed it was inefficient and wasteful. The logical answer was to desegregate. Mr. Gropman believed politics also played a role in the desegregation of armed forces. When President Truman decided to run for a second term in 1948, he needed the black vote, and one way to get it was to integrate the armed forces and take a stronger stance on civil rights. So on July 26, 1948, President Truman issued Executive Order 9981 requiring equal opportunity and treatment in the armed forces. Furthermore, Executive Order 9981 established the President's Committee on Equal Treatment and Opportunity in the Armed Services. President Truman appointed Charles Fahy as its chairman. Chairman Fahy received advice from the so-called "black cabinet" formed by the president to discuss racial inequities in the military. According to historian William C. Berman, Executive Order 9981 was one of President Truman's "greatest civil rights achievements and a racial breakthrough." He attributed its adoption to pressure from A. Philip Randolph, Walter White, the black press and others, as well as the overwhelming desire to win the black votes in 1948. Although some believe President Truman's actions were driven primarily by politics, others believe his motives were driven by a fundamental belief in equality. While serving in Congress, Senator Truman supported getting blacks involved in aviation. He learned of blacks excluded from the Air Corps by the cross-country flight by Dale L. White and Chauncy E. Spencer, to generate political pressure for black involvement in aviation training. Senator Truman subsequently helped to enact legislation that would ensure blacks the opportunity to train in the civilian pilot training program. He said to White and Spencer, "If you guys had the guts to fly this thing [an old Lincoln-Paige biplane] to Washington, I've got the guts enough to see that you get what you are asking!" With the help of Senator Truman, the Congress approved legislation that opened the door for training black aviators in the Army Air Corps. Without the support of the senator from Missouri, there may not have been a "Tuskegee airmen" story to be told. My perspective From the Fig Newton perspective, I believe the signing of Executive Order 9981 was a combination of politics as well as the fundamental American belief upon which our nation was founded. The belief that "all men are created equal, and are endowed by their creator with certain unalienable rights." This bedrock belief is required for each individual to reach his or her full potential, and for the nation to grow. The freedom and prosperity our forefathers sought would have proven elusive had America not taken one more opportunity for inclusion of all citizens and the chance to succeed. It's that chance that remains at the heart of the American dream. The promise of inclusion helps make that dream possible. Executive Order 9981 provided the impetus to make that dream a reality for all Americans. So, what is the impact of this executive order and the lessons it has for our nation? Impact of Executive Order 9981 One of the great strengths that our armed forces enjoy is that our people bring with them rich diversity. Throughout the last 50 years, our military has been out front as an institution to champion diversity and equality of opportunity. The key word is opportunity. More than half a century ago we realized the importance of ensuring all of our people are provided an opportunity to contribute. Executive Order 9981 helped to validate the fact that regardless to color, all properly trained individuals can contribute. This is critical in our business. Execution of our mission requires we create a climate in which everyone can achieve full potential, thereby enhancing unit cohesion and readiness. This is key because unit cohesion is an aspect of warfare that is of the utmost importance to the military. Executive Order 9981 paved the way for integration and the acceptance of diversity as a way of life in the Department of Defense. More minorities became involved in combat and front line jobs during the Korean War as a result of this executive order. Their numbers increased in the 1960s and has continued to this day. This is not to say that there were not problems. During the Korean War, it took a long time to eliminate all-black units. In the 1960s, racial difficulties continued with riots at Travis, Laredo and Clark air bases. However, our brave leaders in the Air Force stepped forward and said,"Enough! We have been burying our head in the sand too long." There were racial problems in the military, and they dealt with them. We developed race relations courses and policy of equal opportunity for all. We began to teach our people that all human beings are important and we should judge individuals on their merit & ability not the color of their skin or where they came from. I am pleased with our success thus far -- I was a part of that era. No, we have not reached the mountaintop yet, but we are a long way up the hill from the days of Korea and Vietnam. There are some sporadic incidents and subtle discrimination that are still troubling us. But by and large, minorities have done well in the military and are now better represented than any other institution of its size in our society. Our armed forces are diverse from top to bottom -- perhaps the most integrated institution in our society and certainly the most integrated military in the world. And, more important, no one questions that we are the best military in the world. So much for the argument that excellence and diversity do not go hand in hand. Due in part to these executive orders and the way the DOD has dedicated itself to moral justice, we now have full integration in the armed services. The question we have to ask ourselves is why? Why has this been successful? Success in the DOD In my view, the answer is that the Armed forces are a value-based institution. Our goal is an organization where all members are valued, respected and treated fairly. There should be two primary goals. First is enhanced unit effectiveness, and the second is fairness to individuals. Trust, fairness, high morale and cohesion spell success for military units. The military team succeeds only when all members are accepted as equals. To fulfill these goals, the DOD has identified several basic principles that are necessary for a successful equal opportunity system. They are first, leadership commitment and accountability; second, responsive service systems; third, clear and concise policies; fourth, effective training; and fifth, prompt, fair handling of complaints. I emphasize again; command support is imperative. Values are also clearly identified in the Air Force. Our three core values are "integrity first, service before self and excellence in all we do" These values do not just happen. We teach them, nurture them and talk about them. With these clear standards, our people know what is required to be a member and to succeed. We don't leave our people to their own devices. We teach them and invest in them with education and mentoring. This commitment starts at the top. Air Force leaders live our core values. Our leaders also view people as our most important resource, and see them as the heart of military capability. Lessons for other institutions There are several lessons that can be taken from our model. Certainly, these ideals will not solve all our problems; however, they can be ignored at one's peril. One must determine what they expect from people and hold them to standards. Clear, written guidelines are required. Unwritten standards are difficult to adhere to and make effectiveness difficult to assess. One must teach and live those standards, and have a commitment from the top. One must value, be open to and accepting of people because we live in a different world today. One where competition is more intense, technology is more sophisticated and the demand for top quality people is higher. Economic success of our nation depends on benefits of diversity. One must embrace diversity given demographic realities. By year 2020, more than 30 percent of our nation will be people of color. Some predict no majority race will exist in America by next century. Diversity is not just good for business; it is also good for America. Final thoughts If our country -- indeed, our world -- is to continue to prosper, our rich human resource must be maximized. To do this we all must act! We must all act with the same spirit that resulted in Executive Order 9981. The former top personnel official in the DOD, Edwin Dorn, once said, "The military is a highly respected and widely supported institution in this country because of its proven ability to be inclusive. Americans support the military because it looks like America." I agree with him. According to a recent Harris poll, our armed forces have earned the American public's highest level of confidence -- higher than any other institution in this nation. And we must realize the public's trust is critical. The military is an extension of society, and we draw our strength from society. Conclusion Can we expect to ever live in a perfect world? Perhaps not. Racism may never be fully eliminated from our society. But it would never have been challenged if those who took part in Executive Order 9981 or the civil rights movement didn't have the courage and desire to make all of our lives better. We must work together, learn together, live together and serve together. With shared values, we can unite a diverse people in freedom and mutual respect both in war and in peace. We are many; however, we must be one! In closing, I am convinced that Executive Order 9981 worked, and we cannot reach our full potential without all of our resources. We must embrace a future where we're all going forward together. And when we reach that "promised land" we will all walk through the door together as one America with great diversity. GENERAL LLOYD W. "FIG" NEWTON Gen. Lloyd W. "Fig" Newton was commander of Air Education and Training Command, headquartered at Randolph Air Force Base, Texas. As commander, he was responsible for the recruiting, training and education of Air Force personnel. His command included Air Force Recruiting Service, two numbered air forces and Air University. Air Education and Training Command consists of 13 bases, more than 43,000 active duty members and 14,000 civilians. The general was born in Ridgeland, S.C., where he graduated from Jasper High School. He earned a bachelor of science degree in aviation education from Tennessee State University, Nashville, where he was commissioned as a distinguished graduate through the Reserve Officer Training Corps program in 1966. After completing pilot training at Williams Air Force Base, Ariz., in June 1967, he attended F-4D qualification training at George Air Force Base, Calif. He flew 269 combat missions from Da Nang Air Base, South Vietnam, including 79 missions over North Vietnam. The general was selected to join the U.S. Air Force Aerial Demonstration Squadron, the Thunderbirds, in November 1974. He held several positions including narrator, slot pilot and right wingman. From 1978 to 1982 he was assigned as an Air Force congressional liaison officer with the U.S. House of Representatives, Washington, D.C. He has commanded three wings and an air division, and held numerous staff positions. From 1993 to 1995 he was director of operations, J-3, United States Special Operations Command. The general is a command pilot with more than 4,000 flying hours. He retired Aug. 1, 2000.

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