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Vietnam: Mr. Johnson's War—or Mr. Eisenhower's?

Published online by Cambridge University Press:  05 August 2009

Abstract

Conventional wisdom pins responsibility for the Vietnam War primarily on Lyndon B. Johnson. This essay presents a revisionist argument, attempting to shift primary responsibility for the war on President Dwight D. Eisenhower. The case rests heavily on John F. Kennedy's challenge to historians: “How the hell” can they evaluate presidential performances unless they know the “real pressures” and the “real alternatives” confronting the occupiers of the Oval Office. In assessing those pressures, this essay concludes that Eisenhower had the unique luxury of a clean break from President Truman's commitments, thanks to the Vietnamese victory at Dien Bien Phu, and a clear-cut alternative provided by the Geneva Accords. Unfortunately, Eisenhower chose to ignore the Accords, committed America to South Vietnam, and played a major role, during and after his presidency, in creating the heavy pressures that shaped Johnson's Vietnam decisions.

Type
Research Article
Copyright
Copyright © University of Notre Dame 2003

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References

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59. “[The Senators] just got the living hell scared out of them,” Johnson gloated to McNamara, after telling Senator Mike Mansfield he was willing to let Congress decide to declare war or “tuck tail and run.” Despite his anti-war fervor, Mansfield insisted that senators wanted nothing to do with a war decision. After hearing about the president's comment, Senator George Aiken, griped on the Senate floor that Johnson was sending them a war declaration to take himself ‘“off the hook.’” See Beschloss, , Reaching For Glory (New York: Simon and Schuster, 2001), pp. 350–51, n. 6, 351Google Scholar.

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63. Bundy, M. to The President, January 27, 1965, in Lyndon B. Johnson's Vietnam Papers, ed. Barrett, David M. (College Station: Texas A&M University Press, 1997), pp. 101103;Google ScholarMcNamara, , Retrospect, pp. 167–69Google Scholar. Bundy's memo urging Johnson to change course and the ensuing debates over military policy are hard to square with Kaiser's claims that Johnson never seriously considered an alternative to war and had already approved Pentagon plans for an air war against North Vietnam and “massive deployment” of American ground troops. “Few were as determined as Johnson” to solve the “intractable” Vietnam problem “without military escalation,” McNamara later recalled. See Kaiser, , American Tragedy, pp. 290, 397, 410–11, 443, 447–49;Google ScholarMcNamara, , Argument, pp. 154, 207208Google Scholar.

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67. The arrival of U.S. ground forces breached a major fire wall–Kennedy's sacrosanct line against sending American boys to fight Asian wars. Hanoi hardly encouraged a diplomatic solution with her demand, following Johnson's olive branch proposal in April, calling for America's unconditional withdrawal from Vietnam before negotiations could begin. See McMaster, , Dereliction of Duty, pp. 235–36,260Google Scholar.

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75. “Memorandum of Telephone Conversation [between the president and Eisenhower], by “‘LHB’,” [taking notes for Eisenhower], in Barrett, , Johnson's Papers, pp. 201202Google Scholar. See also, “Memorandum for the Record Re: Meeting with General Eisenhower, 16 June 1965 by: Gen. Goodpaster, in ibid., pp. 169–70. Eisenhower's hawkish advice in these months, does not necessarily mean he would have decided for war had he been president, involved in the prior advisory sessions and forced to make the actual decisions for war

76. Taylor, Maxwell D.,Swords and Ploughshares (New York: W. W. Norton, 1972), 347Google Scholar. Swelling the prowar crescendo was a group of distinguished retired leaders including former Secretary of State Dean Acheson—the “Wise Men” as Johnson dubbed them. Saigon's sinking fortunes required a “new role” for the U.S., they concluded at a July 9 meeting–taking a major part in the combat itself,” with “large additional forces and probably much heavier casualties.” Gilpatric, Roswell L. to Bundy, M., 07 9, 1965,Google Scholaribid., 205–06.

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78. McNamara, , Retrospect, pp. 191–92Google Scholar.

79. Meeting of President, McNamara, , Vance, Gen. Wheeler, Gen. Johnson, et al. , 07 22, 1965,Google Scholar in Barrett, , Johnson's Papers, p. 235Google Scholar.

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83. Miller, 413. Weighty studies have faulted Johnson for his flawed advisory system–his failure to develop a coherent forum for debating conflicting views, and his intimidating style which frequently dampened criticism. After banning Vice President Hubert H. Humphrey from advisory sessions for raising objections to Rolling Thunder, McMaster claims, even Ball “would no longer question the general direction of the policy.” McMaster, , Dereliction of Duty, pp. 241–42; 325331;Google ScholarBurke, John P. and Greenstein, Fred I., How Presidents Test Reality: Decisions on Vietnam, 1954 and 1965 (New York: Russell Sage Foundations, 1989), pp. 120–25, 284–85Google Scholar. According to Ball's own accounts and documentary evidence, however, he continued to pepper the president with memos opposing the drift toward war. Johnson always read them, after which he would call a meeting and call on Ball to present his views. Barrett also portrays a broader advisory process shaping Johnson's decision-making. Dovish voices commanded his attention even as hawkish advisers dragged him “kicking and screaming” toward escalation. Going beyond formal channels, he turned repeatedly to strong anti-war senators like Fulbright, Russell and Mike Mansfield to evaluate the drift toward war. Despite their substantial agreement with McMaster, Burke and Greenstein indicate that intensive consultation and a search for conflicting points of view was central to Johnson's operating procedure. Ibid., 243; Ball, , The Past Has Another Pattern, pp. 389403;Google ScholarBarrett, , Uncertain, pp. 24, 25,29, 33, 36,44–46, 50, 5960Google Scholar.

84. Kearns, Doris, Lyndon Johnson and the American Dream (New York: Harper and Row, 1976), pp. 251–53Google Scholar. McMaster links Johnson's Great Society program to his Vietnam failure. His thesis faults Johnson, not for going to war, but for failing to act on the real message from his military advisers: their call for a “hard blow” commitment to the war as the only effective strategy. Fearing that he might alienate Congressional hawks or doves supporting his program, he evaded his duty to make the hard choices: full commitment to war or disengagement from Vietnam. Clinging to a disastrous middle ground, he lied his way gradually into war then pursued a strategy guaranteed to lose it. McMaster, , Dereliction of Duty, pp. 107–108, 277, 298–99, 323–34Google Scholar. See also Beschloss, , Reaching, pp. 178, 292, 403;Google ScholarMcNamara, , Restrospect, p. 206Google Scholar. Politics certainly influenced LBJ's Vietnam policy, but his middle course diplomacy, owed much to other factors-his penchant for working toward consensus, for example, and the widespread repugnance for both horns of his dilemma: the dread of either surrendering South Vietnam to the Communists with probable retribution impending or sending American boys into war.

85. Beschloss, , Reaching, pp. 168, 394, 426Google Scholar.

86. PP, 3:476–77.

87. McNamara, , Retrospect, p. 206Google Scholar.

88. Anderson, , Shadow, p. 87Google Scholar.

89. Taylor, , Swords and Ploughshares, p. 174Google Scholar.

90. Ibid.

91. Quoted in Lind, , Vietnam: The Necessary War, p. 135Google Scholar. Kennan was the major architect of Truman's Containment policy launched in 1947. Pulling out of a war in progress was far more difficult than avoiding it in the first place. For Nixon, the only other president to grapple with that problem, it took four more destructive years and 27,000 American lives to fulfill his 1968 campaign pledge to end the American fighting.

92. Even the sympathetic Ball fingered Johnson's character as a significant factor leading to the Vietnam tragedy. Boasting that he was “not going to be the first President to lose a war,” Ball observed, he lacked the inner strength to “face the consequences of withdrawal.” Ball, , The Past Has Another Pattern, p. 422Google Scholar.

93. In 1967, Ellsberg put the “hard question” to Bobby Kennedy: “Would JFK really have been willing to accept defeat, to see Saigon go Communist, as the alternative to sending the troops?” ‘“Nobody, can say for sure what my brother would actually have done, in the actual circumstances of 1964 or ‘65,’” Kennedy replied. Even President Kennedy “‘couldn't have said that in ‘61.’” Ellsberg, , Secrets, pp. 193–98Google Scholar. By many accounts, Kennedy was psychologically more disposed than Johnson to accept a Communist victory over sending American troops into battle. On the other hand, by 1965, he would have been in a deeper hole than Johnson, having been responsible, since 1961, for the descent into the Vietnam quagmire.

94. The “sharp break,” in this context, refers to the political rupture in 1954, which dictated a new political order for the Vietnamese and the U.S. Ideological and political pressures remained. Given the “loss of China,” the Korean stalemate, the global cold war, the successful covert operations in Iran and Guatemala and Eisenhower's “New Look” diplomacy, Anderson argues, “abandoning South Vietnam to the communists” was an unrealistic option for him. Anderson, , Trapped, pp. 21–22, 66–67Google Scholar. His perspective reminds us that alternatives are clearer to historians with 20-20 hindsight than to political leaders grappling with the dilemmas of the day.

95. Quoted from Excerpts from Speech Given by President Johnson at Johns Hopkins University,” 04 7, 1965, in Moss, Vietnam Reader, pp. 84–85Google Scholar. McMaster (like many historians) emphasizes Johnson's congenital lying in his blistering critique of LBJ's Vietnam folly. Significantly, his comments on Johnson's oft quoted Johns Hopkins address, completely ignored the warped history at the heart of his war rationale: North Vietnam's aggression against “the independent nation of South Viet-Nam … is the heartbeat of the war.” See McMaster, , Dereliction of Duty, 259–60Google Scholar. By 1965, Hanoi's increasing intervention certainly reinforced that perception for most Americans, including Ellsberg–until he studied the Eisenhower documents. As an insider, he had participated in the deception pervading Johnson's defense department. (One of his assignments was a rush order for six “alternate lies” for a McNamara press conference.) Only after examining the pre-1960 documents, did he conclude “that the pattern of executive deception” had shaped America's Vietnam policy from the beginning. Ellsberg, , Secrets,, p. 41, 414Google Scholar.

96. Ellsberg, , Secrets, p. 274Google Scholar.

97. Quoted in Ambrose, , The President, 2: 662–63Google Scholar.

98. Ball, , The Past Has Another Pattern, p. 375Google Scholar.