Military Conflict.(The Talk of the Town)(need for more American soldiers)

General Richard A. Cody graduated from West Point in 1972, flew helicopters, ascended to command the storied 101st Airborne Division, and then, toward the end of his career, settled into management; now, at fifty-seven, he wears four stars as the Army Vice-Chief of Staff. This summer, he will retire from military service.

In 2004, in a little-noted speech, Cody described the Army's efforts to adapt to its new commitments. (It was attempting to fight terrorism, quell the Taliban, invade and pacify Iraq, and, at the same time, prepare for future strategic challenges, whether in China or Korea or Africa.) The endeavor was, Cody said, like "building an airplane in flight."

Last week, the General appeared before the Senate Armed Services Committee and testified that this method of engineering has failed. "Today's Army is out of balance," Cody said. He continued:

The current demand for our forces in Iraq and Afghanistan exceeds the sustainable supply, and limits our ability to provide ready forces for other contingencies. . . . Soldiers, families, support systems and equipment are stretched and stressed. . . . Overall, our readiness is being consumed as fast as we build it. If unaddressed, this lack of balance poses a significant risk to the all-volunteer force and degrades the Army's ability to make a timely response to other contingencies.

In 2006, the Army granted eight thousand three hundred and thirty "moral waivers" to new recruits, meaning that it had accepted that number of volunteers with past criminal charges or convictions. The percentage of high-school graduates willing to serve is falling sharply from year to year; so are the aptitude-exam scores of new enlistees. To persuade soldiers and young officers to reenlist after overlong combat tours, the Army's spending on retention bonuses increased almost ninefold from 2003 to 2006.

In normal times, when an active four-star general implies in public that the Army is under such strain that it might flounder if an unexpected war broke out, or might require a draft to muster adequate troop levels, he could expect to provoke concern and comment from, say, the President of the United States. Some time ago, however, George W. Bush absolved himself of responsibility for his Iraq policy and its consequences by turning the war over to General David H. Petraeus, Cody's four-star peer, and the champion of the "surge" policy, who will testify before the Senate Armed Services Committee this week.

Petraeus, too, is a loyal Army man, but he has distinctive views about military doctrine; he has long advocated a change in orientation by the Army, away from preparations for formal warfare between governments and toward the challenges of counter-insurgency and nation building. ("Learning to Eat Soup with a Knife" is the title of a book co-written by one of Petraeus's advisers, Lieutenant Colonel John A. Nagl.) To buy time in Iraq, Petraeus has lately argued within the Pentagon that the Army must buck up and accommodate his need for heavy troop deployments, despite the strains they are creating, and he has publicly fostered an unedifying debate about how to most accurately assess failure and success in Iraq, as if such an opaque and intractable civil conflict could be measured scientifically, like monetary supply or atmospheric pressure.