Readers of the comics know Private Beetle Bailey as a soldier who often is on the receiving end of his sergeant’s wrath for dodging work. Private Schwartz was an adroit work-avoider with whom the geezer served in the U.S. Army in the late 1950s.
Beetle Bailey and Schwartz had one thing in common—neither
ever advanced beyond buck private, the lowest rank in the army.
Schwartz might have designed a broom assembly line |
Beetle apparently has failed to earn even a single stripe during his long cartoon career because of inept soldiering. Schwartz never rose above buck private because he was a conscientious objector.
I don’t recall Schwartz’s first name, and with good reason—I
never used it. GI’s in the 1950s seldom referred to fellow soldiers by their first
names unless they were the closest of buddies. I was stationed at Fort Sill, Oklahoma, assigned
to the Artillery and Missile
School for 22 months, and
only remember addressing two pals by their first names in all that time.
Schwartz and I never became “old army buddies,” although we lived in the same
barracks room with about 25 other men for more than a year. Nevertheless, I was
reasonably well-acquainted with Schwartz.
Private Schwartz was a New Yorker who had a master’s degree in
engineering from the Massachusetts Institute of Technology. He was a
fast-talking charmer who managed to wriggle his way out of disciplinary
actions, although he was questioned about shirking his duties numerous times. Those
of us who tried to stay out of trouble by doing our jobs fairly diligently marveled
at Schwartz’s ability to drop out of sight for hours at a time and yet usually stay
in the good graces of his superiors.
What was a conscientious objector (CO) doing in the
army? Mature adults are familiar with
the COs who were morally opposed to serving in
the military. When conscription was in effect, throughout much of recent American
military history, COs were drafted along with other young males and assigned to
alternative civilian duties, usually in health care fields. A little known fact
is that many of these COs volunteered for
arduous nonmilitary duties to prove they did not lack courage. For example,
several hundred fulfilled their service obligations doing tough work for the
U.S. Forest Service as smoke jumpers parachuting from low-flying aircraft to fight
fires in remote areas during World War II.
Schwartz was among a different group of draftees who
objected to using weapons but were not opposed to serving in military units
that did not have combat roles. Our unit’s mission was training, not fighting.
Schwartz served as sort of a general flunky. He helped the unit carpenter on
occasion, kept the grounds around the barracks clean, and handled various other
menial jobs assigned by a sergeant responsible for building maintenance.
Our unit did have weapons locked up in an arms room. The
rifles and pistols were signed out to men required to guard prisoners or the
payroll (I got both those assignments occasionally) or to stand guard near
missile sites. Schwartz was exempt from those duties, as was another CO whose
sole responsibility was to run the unit coffee shop. Apparently, part of the army’s
handling of the non-combat draftees included a policy to never promote them.
Schwartz and our coffee shop operator were the only two buck
privates among the 850 men in our battery, one of the largest artillery units
in the army. Everyone else outranked them, including several hundred master
sergeants who had key roles on instruction teams or in administration. A
lieutenant colonel commanded our unit.
Schwartz displayed the kind of creativity shown by Private
Bailey in the cartoon reproduced here shortly after our commander got a new
superior officer—a “full bird” colonel named Hardman. He lived up to his name. Col. Hardman
decided almost immediately that everything about our unit was sloppy, and we
needed to shape up or face unpleasant consequences.
The shape-up orders came quickly, and all sorts of actions
followed. Every decrepit wall and foot locker in the barracks was repaired and painted
a uniform green. All the cots and lockers were rearranged into precise order.
We started having daily formations at sunrise to count heads and weekly spit
and polish inspections with everything we owned on display.
Just when things seemed in order, Col. Hardman told our
commander he had two weeks to get every boot and shoe out from their
usual resting places beneath our cots and into proper “military display”
positions. The ultimatum included no advice about what proper military positions
for shoes and boots were, or how to create them. About 300 single men lived in
the barracks, so a lot of footwear was involved.
Several meetings in our commander’s office produced no
useful ideas. Then Private Schwartz came to the rescue. He devised a plan for a
combination foot locker and footwear display stand that could be positioned at
the foot of every cot. Schwartz talked the unit carpenter into making a
prototype. Our commander approved.
The building maintenance crew and a few special recruits went
to work in the basement. They produced ten display racks in their first full
day of labor. Having 290 more racks ready for Col. Hardman’s inspection 12 days
away appeared to be a pipe dream.
Two days later, a happy unit commander appeared in the Sergeant
Major’s office where I worked. “Sergeant Wesner,” he said to the top kick,
“your men are doing a helluva job on this display rack project. They’ve got it
whipped. Col. Hardman is in for a surprise.”
I sneaked down to the basement a while later to see exactly
how any crew could have an impossible task “whipped.” There was Schwartz
sitting in a swivel chair supervising three specialists, four privates first
class, two buck sergeants, and his own supervisor, a sergeant first class, as
they sawed boards and assembled display units in perfect order, one after
another, in a line around the room. A completed unit was carried to the next
room for painting at ten minute intervals.
Everyone was hard at work except Schwartz. After all, he had
set up an assembly line, and would anyone expect Henry Ford to labor on his own
lines? Private Schwartz clearly had assumed command of the display rack
operation, and no one was disputing his authority. Schwartz was honorably discharged about eight
months later, still without a single stripe.