A lifetime ago, American fighting men experienced one of the most humiliating defeats an army can endure.
A lifetime ago, American fighting men gained one of the greatest victories in the history of arms.
What is the proper view of the Battle of the Bulge – military disaster, or glorious triumph? Both are correct in some fashion, but each by itself is incomplete. By the time the great battle drew to a close, the heroic defense of Bastogne by the 101st Airborne Division had already become the stuff of legend. Second only to that was the astounding winter counteroffensive by General George Patton’s 3rd Army. The exploits of men and women who were just doing their duty dealt a crushing blow to Germany’s warmaking ability.
Yet the heights of these great deeds cannot be appreciated apart from the depths of defeat suffered by the United States Army in the early days of the battle. When the German attack began on December 16, 1944, the troops thinly spread across Belgium and Luxembourg had little warning, and little chance of standing firm against Hitler’s last great offensive in the West.
I first learned of the Battle of the Bulge as a child, when it was still a vivid memory to veterans who fought through it. Yet it was not until I had been a soldier for many years that I finally read Charles MacDonald’s A Time for Trumpets, a comprehensive account of the Bulge. That was where I learned how serious the situation had been.
Nothing conveyed that lesson more vividly than the story of the 106th Infantry Division. Newly assigned to the sector, the men had hardly become familiar with the terrain of the Schnee Eifel in Belgium when they were pressed to defend it. The task proved beyond them; after two days the 106th was encircled and quite literally cut to pieces. Most of those who had survived the initial onslaught surrendered on December 19, including the bulk of the 442nd and 443rd Infantry Regiments. From that point on, the 106th ceased to exist as an effective fighting force.
Such clinical descriptions say nothing of the horrendous human cost. One statistic helps put it in perspective. The 442nd Infantry Regiment began the battle on December 16 with nearly 1,000 men. Less than a week later, only 79 of them had eluded death or capture.
Since learning the battlefield story of the 106th Division, I have given the unit little thought. They were, after all, the losers; the unfortunate sacrifices to the gods of war. It is not that they were poor soldiers or cowards, but that they just happened to be in the way when forces beyond their ability fell upon them. As I studied the battle, the soldier in me took note of the loss, but quickly went on to assess the mission still at hand, the resources left to accomplish it, and the best way to apply those resources to achieve success. The men of the 106th Division became for me just another footnote in history.
On December 4, 2015, the B’Ney Yosef Region 35 Conference convened at Camp Copass in Denton, Texas, for the purpose of bringing together people in the central part of the United States to seek YHVH’s direction about His Kingdom work at this time. The initial concept was to continue in the spirit of the First B’Ney Yosef National Congress in the interest of building Ephraimite (Israelite) identity among believers in Messiah Yeshua. The Holy Spirit quickly expanded that concept into a call for repentance within the Hebrew Roots/Two House movement and reconciliation with other parts of the body of Messiah, particularly with our Christian brethren. That was the motivation for this address which opened the conference.
The best boss I ever had was the man under whose supervision I served the last time I was in Iraq. He was also the most profane man I have ever met. The name of Jesus Christ was for him but one weapon in a formidable arsenal of expletives. Not a single day passed that some outrage did not fall from his lips, causing my ears to burn and my heart to wonder how long I would have to endure such offense. And yet I continued in his service, not merely because I had no choice (both of us, after all, were soldiers assigned to serve together), but because God gave me grace to look beyond the offense to see and benefit from the substantial qualities he possessed. Those qualities included an encyclopedic knowledge of intelligence functions and procedures based on decades of hard experience. He possessed as well a dogged determination to persevere through all opposition and achieve success in whatever goal he or his superiors established. That determination sprang from his undying loyalty to the United States of America, and to his belief in the ultimate good of our mission in Iraq. Yet none of that would have mattered in the least had this man lacked the greatest quality of all: he regarded every person as having intrinsic value, and as a potential ally in achieving the goals set before him. He may have spoken roughly, and even in private moments vented his frustration and anger, but he never diminished the value of the human beings in his charge, nor of those under whom he served.
We had occasion to work with military and civilian officials from a number of services and agencies. Whether they were Army like us, or Marines, Air Force, or Navy, they were all “great Americans” in my boss’s opinion – if for no other reason than because they had volunteered to wear the uniform and be deployed to a Middle Eastern war zone. He could not call our British, Australian, and German colleagues “great Americans”, but he did hold them in high esteem – while at the same time recognizing that the highest priorities for each of them were the interests of their own nations, not those of the United States. The true professionals among us, regardless of nationality, recognized this. We knew that at times there would be questions we could not ask and answers we could not give, but whenever and wherever possible we helped one another.
That “great American” description did extend to the civilian intelligence professionals we encountered. Those men and women represented nearly all of the 16 agencies of the U.S. Intelligence Community. The ones you would expect were all there: each of the agencies of the military services, the Defense Intelligence Agency (DIA), the Central Intelligence Agency (CIA), the National Security Agency (NSA), the National Geospatial Intelligence Agency (NGIA), the Federal Bureau of Investigation (FBI), and the State Department. Our office dealt mostly with the CIA, whom my boss lovingly called, “Klingons”. Like our foreign counterparts, they, and all the other intelligence agencies, had their own priorities which were not necessarily the same as ours in the Department of Defense. Their vision of how to support the national interests of the United States sometimes clashed with ours, and the means and resources at their disposal often put them at an advantage over us. We had much reason to distrust them, but we had even more reason to work with them – just as the Start Trek heroes found reason to cooperate with the Klingons to defeat their common enemies.
We laugh at the description of the CIA as Klingons, but long before I arrived in Iraq I understood exactly what my boss meant. Early in my tenure in Washington, DC, I had occasion to work with the CIA on a joint project. Most of the people with whom I worked were intelligence analysts, people not very different from myself. They were well educated, often from privileged backgrounds, highly academic (a reflection of the CIA culture), and professionally courteous. As part of our project we had to consult with a different type of CIA employee. This person was not an analyst. Intelligence analysts look at information from various sources and put it together in different ways to understand what it means. They are the friendly face of the CIA. There is another face, however, and it is not very friendly. That face belongs to the operators, the men and women who go about the difficult business of collecting the information. They are consummate professionals, very good at what they do, but they are not the kind of people you would want in your social circle. Quite often the name by which they introduce themselves is not the name their parents gave them at birth. In the course of their duties they will have to do some questionable things, and perhaps even some very unpleasant things, to acquire information their agency has commissioned them to gain.
This was the kind of person with whom we met in that office on the CIA campus in Langley, Virginia long ago. He was an impressive man, and one whom I admired for his courage and devotion to his country. I could tell without asking that he had suffered much personal loss in service to the nation, and that my own poor service paled in comparison to his. Yet we could not be friends, and we would have difficulty working together as colleagues. His world was one I could not enter, and my world was one he would not find comfortable. Nevertheless, my work could not continue without him, and without me his work would have no meaning. That is why I have never forgotten the man, although our paths have never crossed since that day.
What would happen if this vast intelligence community in the service of the United States of America ceased to function as designed? What if the various individuals and organizations within it forgot that they were all Americans, and instead placed their own personal agendas, or the name and reputation of their own agencies and services, above the interests of the country? That is not a rhetorical question; I can tell you what would happen. I have seen it. What happens is a fragmentation of the national intelligence establishment.
For the most part that establishment consists of good, honest people trying to do the best they can with limited resources and time. They have a tendency to focus exclusively on the work right in front of them, whether it is office administration, counterterrorism analysis, national technical means of information collection, the number of tanks in the Russian Far Eastern Military District, or poppy production in Afghanistan. They forget that there is a wider world out there, and that their work is but one small piece in a very, very big puzzle. It does not take much to convince them that their piece is the most important. Once convinced, it is but a small step toward competing with others to gain a greater share of attention and resources. Having entered that arena, it is nothing to begin pushing others aside in ever more aggressive ways, taking resources and people away from them so that one’s own piece of the puzzle grows in size and importance, and the competitors’ pieces shrink, or disappear altogether. In time the picture that emerges is distorted at best, magnifying certain things to the extreme, diminishing others, and ignoring important bits that would otherwise tie together the seemingly contradictory reports from various sources. That is the picture which goes before high level decision makers like the commanders of our forces in the Middle East, and even the President himself. Is it any wonder, therefore, that we have national disasters such as the terrorist attacks of September 11, 2001?
My lesson from this should be clear. National defense is a team effort. I know my part of the effort, and my job is to do it to the best of my ability. I do not know most of the millions of others involved in the effort, nor do I understand what they do. I could not do what most of them do, nor could most of them do what I do. Very few of them could be considered my friends, and most of them would probably never want to associate with me anyway. Nevertheless, we need each other: every warrior, every clerk, every mechanic, every technician, every lawyer, every cook, every aviator, every logistician, every sanitation worker. If we do not find a way to cooperate, then this living, breathing organism we call the National Defense Establishment will fail, and with its failure the United States of America fails.
Is this any different from the living, breathing organism known as the Body of Messiah?
One of the compelling images I recall from childhood is the opening scene of Branded. This Western TV drama starred Chuck Connors as a United States Army officer unjustly charged with cowardice. Week after week the series opened with Jason McCord, Connors’ character, being drummed out of the service at a remote post in the American West. As the garrison assembles, McCord is marched to the front and center of the formation, where his commander removes from him every vestige of his connection with the Army – his hat, rank insignia, and even the buttons on his coat. Last of all the commander removes McCord’s sword from its sheath, breaks it over his knee, and tosses the broken hilt out of the fort’s gate. The shamed officer then walks out of the fort as the doors close behind him. Now on his own, branded for life with the mark of a coward, he must find a way to clear his name.
What if someone had exonerated Jason McCord? Such things have happened before. There is provision in the law to excuse an offender, either when the accusation is proven unjust, or when a duly constituted authority bestows clemency in an act of mercy. The law, however, remains in effect. Should another man, or even the same man, desert his post in an act of cowardice, he would be guilty of the same offence. Even if the entire United States Army deserted, requiring the President to recruit an entirely new force, the deserters would still be guilty according to the statutes and regulations governing the military service. And should the law change somehow, perhaps refining the definition of cowardice and clarifying the penalties, the law would still be in effect, and those subject to it would be wise to learn the changes lest they find themselves inadvertently in error.
How interesting that such a principal gleaned from a 1960s TV Western is actually a principal of the Word of God. While some may argue that the Law of God has no application at all in an age when Messiah Yeshua has won forgiveness for all who believe on Him, in actuality His work of redemption secured a prophesied change in the Law, not its abolition.
Walking Through The Open Gate
An Enduring Standard
We see from Scripture that the Creator’s processes are lengthy, thorough, and often completely different from what humans desire or expect. This should not be a surprise. YHVH says quite plainly that His ways are not our ways and His thoughts are not our thoughts. Nevertheless, He does tell us what we need to know, and He reveals things at the appointed times to those who bother to seek Him. What we often learn is that the answer has been there all along, but we have never understood it correctly until the right time and until we approach with the right heart. When it comes to the purpose of the Lord’s processes regarding His people Israel, the answer has been staring at us for about 3,000 years. He spoke it through Moses to prepare the people for their first great meeting with Him at Sinai:
In the third month after the sons of Israel had gone out of the land of Egypt, on that very day they came into the wilderness of Sinai. When they set out from Rephidim, they came to the wilderness of Sinai and camped in the wilderness; and there Israel camped in front of the mountain. Moses went up to God, and the Lord called to him from the mountain, saying, “Thus you shall say to the house of Jacob and tell the sons of Israel: You yourselves have seen what I did to the Egyptians, and how I bore you on eagles’ wings, and brought you to Myself. Now then, if you will indeed obey My voice and keep My covenant, then you shall be My own possession among all the peoples, for all the earth is Mine; and you shall be to Me a kingdom of priests and a holy nation.’ These are the words that you shall speak to the sons of Israel.” (Exodus 19:1-6 NASB, emphasis added)
Managing Expectations: Case Studies in God’s Processes
Ancient Hair Care
One of the most colorful characters in the Bible is Samson, the Judge of Israel from the tribe of Dan. His story is in Judges 13-16. It begins like this:
Now there was a certain man from Zorah, of the family of the Danites, whose name was Manoah; and his wife was barren and had no children. And the Angel of the Lord appeared to the woman and said to her, “Indeed now, you are barren and have borne no children, but you shall conceive and bear a son. Now therefore, please be careful not to drink wine or similar drink, and not to eat anything unclean. For behold, you shall conceive and bear a son. And no razor shall come upon his head, for the child shall be a Nazirite to God from the womb; and he shall begin to deliver Israel out of the hand of the Philistines.” (Judges 13:2-5 NKJV, emphasis added)
On a certain winter’s day early in my Army career a distinguished visitor stopped by our office. This gentleman was Chief of Staff of 24th Infantry Division, the third highest ranking officer of the division and our senior supervisor. His rank of colonel, his position as Chief of Staff, and his 30 years of service as a warrior of the United States conferred on him a high degree of honor and respect. The occasion of his appearance in our office was his farewell visit to the staff. Not only would he be leaving us, he would be retiring from the Army. As usual with such events, we had received word ahead of time that the Chief would be in the area. When he arrived we jumped to our feet, stood at attention, and waited patiently as he made his way around the room, shaking hands and speaking to every person. Whether we had known the man long or not, all of us understood the protocol required to honor a person of his rank and position.
Except for one soldier. For some reason it never occurred to her to stand up and come out from behind her desk when the colonel approached her. She sat there and allowed him to reach over the desk to shake her hand, and then returned to her work when he walked away. In all fairness, she was very young – not more than 19, and accustomed to the easy standards of her rural upbringing that regarded all people as social equals. The rigid rank structure of the Army, with its pomp and circumstance, was yet foreign to her. Nevertheless, her carefree demeanor and lack of respect for the colonel horrified me as the officer responsible for her conduct, and my warrant officer, the man who supervised our younger soldiers. We knew that the fault lay not with this ignorant young soldier, but with us who should have taught her better.
The people of God should also be taught better about our attitudes toward the Creator Who breathed life into us.
No Idle God
Fast, Cheap, or Good?
Let us step back a bit and consider why the Creator of the Universe would allow this people He has chosen to languish in exile for a seemingly indeterminate period of time. Better yet, let us consider why the Creator created the people on this earth in the first place. Judging from the numerous references in Scripture about God taking a bride it would seem that He is seeking a co-regent to help Him run the universe. At the very least, the Bride of our King has a destiny to have dominion over the earth. That, after all, was the first instruction YHVH gave to our ancestors in His Garden. Beyond that, there is very little to tell us what He really wants. We know quite a bit about this seven thousand year experiment called human history, both how it has unfolded in the six millennia that have preceded us, and how it is to take shape in the last millennium under Messiah’s direct rule. But then comes eternity, with a new heavens and a new earth. What would God want us to do in eternity? Sit around and play harps, stuffing our mouths with whatever tastes good and with no fear of consequences? Probably not.