The Gun (44 page)

This might have been a valid conclusion, had American industry been involved in assault-rifle development in any robust sense. But when the Pentagon went seeking an assault rifle that could hold its own against the AK-47, it was working from a position far behind that of its enemies. It had spent twenty years misapprehending the shift in the evolution of automatic arms. Now it was in an inexorably escalating war with almost no choices from the private sector. McNamara’s Pentagon was right on one point. The M-14 was not the best all-purpose rifle for what war had become, especially in a tropical delta or jungle. To compete against guerrillas armed with Kalashnikovs, the United States needed more firepower than the M-14 provided, and in a lighter rifle. It needed, in short, more lethality per pound, more ability to lay down suppressive fire, and more ammunition per combat load. It needed a rifle with which its soldiers would be mobile, quick, and deadly. The AR-15 offered all of these features, at least on paper. But none of this necessarily meant that the AR-15 was the best choice as a replacement. The AR-15 was, rather, the most well-known—and hyped—of the very few products available. It rose to the generals’ attention through neither a meticulous development cycle nor an expansive market competition. It arrived by default. The supporters of the AR-15, and its salesmen, insisted that it was ready for war. It was not.

It had not yet proven its reliability in objective field tests.
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Questions of its performance dogged it. As it was handed out, modified and renamed the M-16,
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many troops were not trained on it or equipped with the necessary equipment to clean it. Its proponents in the Pentagon first believed the most optimistic forecasts about the M-16’s suitability for battle. Then they dismissed reports of problems when its performance did not match the hype. Moreover, the M-16’s ammunition was neither fully developed nor subject to strict technical standards. For all these reasons, the M-16 was not a ready equalizer. It was the accidental rifle, pushed into service by a confluence of historical forces that left the United States military in a rush and unwilling to explore a wider set of options or a more careful course. These were conditions for disaster, as the Marines of Second Battalion, Third Marines were finding out.

An account of the M-16’s ascension from California curio to the American military’s standard firearm could begin in many places, but the conditions that gave the process its velocity began with the inauguration of President John F. Kennedy in 1961. Kennedy brought with him Robert S. McNamara as secretary of defense. McNamara was a graduate of Harvard Business School, a former top executive at Ford, and a believer in an approach to decision-making called “systems analysis,” which had been conceived in the 1950s at the Rand Corporation. Systems analysis centered on intensive study of problems and options, with examinations of costs, benefits, and risks of potential decisions. Its introduction to the Pentagon, along with a cadre of McNamara’s disciples, who called themselves the whiz kids, was a frontal challenge to the military establishment. McNamara’s followers saw themselves as a rarefied pool of talent, and they merged their boss’s aggressive management style with a Kennedy mandate to look past contigencies for nuclear war and develop the doctrine, organization, and equipment for flexible responses to conflicts overseas. This meant limited war, which in the context of the Cold War further meant the ability to counter the Eastern bloc in proxy fights. Several of McNamara’s officials turned their attention to the question of the rifle.

The rifle conundrum was a significant one. America’s military machine had entered the nuclear age with an array of fearsome killing tools. The air force had supersonic jets and intercontinental missiles. The army was fielding a new line of battle tanks to enhance its armored divisions that had settled into Western Europe. The navy had launched a nuclear aircraft carrier that steamed under the power of nuclear reactors sealed within its hull. Yet when it came to the most basic tool of empire and of war—the infantry rifle—the American military had sputtered and stalled. The government had spent more than a decade bringing forward the M-14, only to discover in simulations and in Vietnam that soldiers equipped with M-14s were outmaneuvered and outshot by opponents with AK-47s.

The early 1960s were an unsettled time in American small-arms development. A pair of discordant ideas guided the army’s plans. On one hand was the M-14, a rifle firmly rooted in past designs. But the M-14—for that matter, any rifle—was both a nod to the army’s sense of what a rifle was supposed to be and regarded as the last of its kind, the end of the line. The army was developing what it called the Special Purpose Individual Weapon, or SPIW. As conceived, SPIW was to be the automatic dart gun for the Cold War, James Bond supplants Rifleman Dodd. It would fire bursts of needlelike flechettes from one barrel and grenades out another. By the early 1960s the project had met delays, and a variety of engineering problems was giving it the feel of unattainable whimsy. Its lightweight darts seemed less than ideal for punching through helmets, windshields, and armor plates. They struggled even to resist deflection in vegetation or heavy rain. The optimists who supported SPIW said a fully functional version might be ready in the mid-1960s and would replace rifles altogether. In the interim, troops would have their new M-14s. In the matter of shoulder-fired arms, the United States Army in the early McNamara era was very strange indeed. It simultaneously upheld old ideas about rifles and hitched its future to a fantastic dream. Somehow it had missed the weapon that was both feasible and the direction in which small-arms evolution had actually headed: the assault rifle.

McNamara sensed at least this much. In October 1962, after his aides had examined the gun gap, he wrote a secret memorandum to Cyrus R. Vance, the secretary of the army. The memorandum was a marker of bureaucratic exasperation. “I have seen certain evidence,” he wrote:

... which appears to indicate that: 1. With the M-14 rifle in 1962, we are equipping our forces with a weapon definitely inferior in firepower and combat effectiveness to the assault rifle with which the Soviets have equipped their own and their satellite forces worldwide since 1950.

This was a painful declaration for the United States’ most senior military official at the height of the Cold War—a frank admission that the Soviet Union had leaped ahead of the United States in an important way. McNamara left no room for the army to equivocate. He knew that the army had rejected the AR-15 in tests. He also knew that the M-14, an army darling, was vulnerable to criticism. It had been created according to old ideas, after long delays and at steep cost overruns. It was heavy and long. Its ammunition was burdensome. It was difficult to manage on automatic fire, enough so that most M-14s issued to troops were configured to fire one round at a time.
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And tactically it felt obsolete. Tests at Fort Ord and at the Hunter Liggett Military Reservation in 1958 and 1959 had discovered that five to seven soldiers armed with AR-15s produced more firepower and were more dangerous than eleven soldiers provided with M-14s.
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Small automatic rifles with little recoil and lighter ammunition allowed soldiers to move and shoot more quickly and accurately and over a longer period of time.

The defense secretary’s disdain for the M-14 could hardly have been more bluntly expressed. As far as he could determine, he wrote, the AR-15 appeared “markedly superior to the M-14 in every respect of importance to military operations.” McNamara’s displeasure with the M-14 was well placed. But it led to narrow thinking—
the M-14 is not the best rifle, therefore the AR-15 is.
A more systematic view would have recognized that the AR-15 was not necessarily the best option. It was, by any reasonable assessment, only the beginning of an American effort to design an assault rifle. Rifle manufacturers in the United States had not yet invested heavily in developing small-caliber, lightweight assault rifles, judging correctly, at least in the short term, that there was no government
customer for them. The AR-15 was not the product of full competition within its class. It was almost the only rifle of its sort. The industrial base had not been tapped.

But McNamara’s pan came with orders that pushed the Pentagon on its course. He asked the army to share with him its views on the “relative effectiveness” of three rifles: the AK-47, the AR-15, and the M-14. And if the M-14 was not the most effective of these three, he wanted to know what action the army recommended taking.
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The instructions were implicit and strong. Prove that the M-14 was superior to the AK-47 and the AR-15, or plan to make changes.

For those trying to sell the AR-15, McNamara’s Pentagon was the break they had gambled on. The new rifle had sprung from ArmaLite, a private concern in Southern California. In business terms, ArmaLite was an infant and an upstart, a company that began as a workshop in the Hollywood garage of George Sullivan, the patent counsel for Lockheed Aircraft Corporation. Sullivan was an aeronautical engineer fascinated with the possibilities of applying new materials to change the way rifles looked and felt,
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and he had collaborated with an inventor and arms salesman, Jacques Michault, to develop plans for rifles that departed sharply from existing designs in the West. In 1953, Sullivan met Paul S. Cleaveland, secretary of the Fairchild Engine & Airplane Corporation, at an aviation industry luncheon.
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The pair talked about lightweight firearms and new techniques that might be applied to manufacturing them. Cleaveland mentioned the conversation to Richard S. Boutelle, Fairchild’s president, who was an aviation-minded gun buff, too. Boutelle and Sullivan soon agreed to collaborate under Fairchild’s sponsorship, and the company was founded in 1954 as a small Fairchild division. From the beginning, ArmaLite had energy, optimism, and curious possibilities for sales. Boutelle was a glad-handing dreamer hooked up to the jet age. A former major in the Army Air Corps and a passionate big-game hunter, he carried himself as an engineering visionary and salesman, and brimmed with ideas for bold modern products that might make Fairchild a global powerhouse. Boutelle spoke of his intention to manufacture “a lightweight train, a gasoline-filled aerial tanker, even a mechanically operated wild-turkey call.” His core business was in aircraft. He hoped a Fair-child turboprop passenger plane—the F-27 Friendship—would unseat the DC-3 as the dominant civilian air frame of the time.
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Not long after forming, the company hired a former Marine with a background in aviation ordnance, Eugene Stoner, as its senior design engineer. ArmaLite’s tastes reflected those of its parent company. Stoner worked not with traditional steels and wooden stocks, but with aircraft-grade aluminum, new alloys, and plastics—materials that made firearm traditionalists cringe. Fortunately for ArmaLite, the Fairchild
executives had a sales approach as novel as their weapons. Boutelle’s long-standing friendship with General Curtis LeMay of the air force gave ArmaLite unusual access to an alternative market inside the Pentagon. By 1956, the air force had taken an interest in the AR-5, a collapsible rifle that ArmaLite proposed for inclusion in survival kits for air crews. The rifle weighed two and a half pounds and could be disassembled and stored inside its own plastic stock. According to ArmaLite, it even floated. The AR-5 never entered mass production. But it made ArmaLite, a firm that emerged from almost nothing at all, a contender for contracts in a business in which new firms usually met closed doors.

Stoner kept working. By 1956, ArmaLite was showing the AR-10—an automatic rifle that fired the standard NATO cartridge but ditched traditional lines and dress. If the AK-47 was stolid and proletarian, the AR-10 had the sleek look of 1950s modernity itself. Its receiver was forged aluminum alloy. Its stock and hand guards were molded plastics. It had a large handle at the base of its barrel that let it be carried like a briefcase. And it weighed less than automatic rifles under the U.S. Army’s review. Like the AK-47, the AR-10 could be fired on automatic or on single-shot semiautomatic fire. Its self-loading features were made possible by putting to work the same excess energy harnessed in the Kalashnikov: It diverted gas from burning propellant through a port in the barrel and back toward the shooter, where its energy was used to keep the rifle moving through its firing cycle. But rather than drive a piston, the expanding gases were routed through a narrow metal tube that blasted gas directly against the housing that held the bolt. This energy was sufficient to drive the bolt carrier and bolt backward and clear the chamber of the freshly emptied cartridge case. A return spring slowed the rearward motion of the bolt, then reversed it and forced the entire assembly forward again.

A prototype AR-10 failed spectacularly when its barrel burst in army tests. The timing of ArmaLite’s offering was serendipitous nonetheless. An advanced prototype of the M-14, known as the T44, was on an inside track to become the military’s new standard rifle. But within the bureaucracy, an insurgency was afoot. Several senior officers believed that an automatic rifle based on a smaller-caliber cartridge brought more benefits than those offered by the T44. They were examining the possibility of taking the German and Soviet intermediate cartridges a step further, with an even smaller and lighter round that could be propelled at velocities previously unrealized in any standard arm. The concept was known as small-caliber, high-velocity, or SCHV. One of the idea’s supporters, General Willard G. Wyman of the Continental Army Command, observed an AR-10 demonstration. ArmaLite, if nothing else, had an innovator’s spirit. Wyman arranged a meeting with Stoner, at which he asked him to design a version of his AR-10 to handle a .22-caliber round. Stoner and ArmaLite agreed. This informal compact marked a turning point in American rifle design.

ArmaLite faced a significant technical hurdle. It was one thing to make a smaller rifle, and another to make a smaller rifle that would be accurate and deadly at great range. The United States Infantry Board, an organization responsible for testing new tactics and equipment, had initially accepted the notion that the rifle should be accurate out to three hundred yards. But the army set a more demanding standard: The miniaturized AR-10 was to be able to strike and penetrate a steel helmet at five hundred yards.
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This was an arbitrary requirement, more suited to presentations in conference rooms than related to the conditions of most warfighting. But ArmaLite had no choice. Stoner redesigned a .222 Remington round, a commercially available cartridge well suited for long-range varmint shooting. For a rifle round that would be fired at men, the .222 Remington was, in a word, tiny—at least by existing military standards in either the East or the West. It was 2.13 inches long and fired a bullet that weighed only fifty-five grains,
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roughly one-tenth of an ounce, which was less than half the mass of the Soviet bullet. Stoner altered the cartridge so it was slightly longer and could be filled with more powder. The result was a new round: the .223 (and later, the 5.56-millimeter round), the lightweight but high-powered ammunition for ArmaLite’s new project. The company dubbed its new weapon the AR-15.