The voluntary US military is, in many ways, a social engineer- ing project. The public understands the military as a service organization, dedicated to protecting the country’s interests. Yet, when recruits sign up, they are promised training and job opportunities. Individual motivations vary tremendously, but many are enticed by the opportunity to travel the world, partici- pate in a cause with a purpose, and get the heck out of Dodge. Everyone expects basic training to be physically hard, but few recognize that some of the most grueling aspects of signing up have to do with the diversification project that is central to the formation of the American military.
When a soldier is in combat, she must trust her fellow sol- diers with her life. And she must be willing to do what it takes to protect the rest of her unit. In order to make that possible, the military must wage war on prejudice. This is not an easy task. Plenty of generals fought hard to fight racial desegregation and to limit the role of women in combat. Yet, the US military was desegregated in 1948, six years before Brown v. Board forced desegregation of schools. And the Supreme Court ruled that LGB individuals could openly serve in the military before they could legally marry.
Morale is often raised as the main reason that soldiers should 10 not be forced to entrust their lives to people who are different than them. Yet, time and again, this justification collapses under broader interests to grow the military. As a result, commanders are forced to find ways to build up morale across difference, to actively and intentionally seek to break down barriers to teamwork, and to find a way to gel a group of people whose demographics, values, politics, and ideologies are as varied as the country’s.
Tons of money was poured into defense after 9/11, but the number of people serving in the US military today is far lower than it was throughout the 1980s. Why? Starting in the 1990s and accelerating after 9/11, the US privatized huge chunks of the military. This means that private contractors and their employees play critical roles in everything from providing food services to equipment maintenance to military housing. The impact of this on the role of the military in society is significant. For example, this undermines recruits’ ability to get training to develop critical skills that will be essential for them in civilian life. Instead, while serving on active duty, they spend a much higher amount of time on the front lines and in high-risk battle, increasing the likeli- hood that they will be physically or psychologically harmed. The impact on skills development and job opportunities is tremen- dous, but so is the impact on the diversification of the social fabric.
Private vendors are not engaged in the same social engi- neering project as the military and, as a result, tend to hire and fire people based on their ability to work effectively as a team. Like many companies, they have little incentive to invest in helping diverse teams learn to work together as effectively as possible. Building diverse teams—especially ones in which members depend on each other for their survival—is extremely hard, time-consuming, and emotionally exhausting. As a result, private companies focus on “culture fit,” emphasize teams that get along, and look for people who already have the necessary skills, all of which helps reinforce existing segregation patterns.
The end result is that, in the last 20 years, we’ve watched one of our major structures for diversification collapse without anyone taking notice. And because of how it’s happened, it’s also connected to job opportunities and economic opportunity for many working- and middle-class individuals, seeding resent- ment and hatred.