John W. Morris
General Heiberg's observation is not wrong, but determined leadership based on good clear
A
goals can move the organization. Perhaps based on my background and earlier assignments,
I was able to look farther down the road to identify goals for the Corps to evaluate what was
going to happen, based on trends and the warning signals of change, and then try to come up
with a plan or a concept which would allow us to turn those changes to our advantage, if
possible, at least to be prepared for them.
One of the things that happened during the decade of the 1970s was the various reorganization
plans for the Executive Branch. We really had to do some visionary thinking to get ourselves
onto a program which would allow us to walk the tightrope between not being insubordinate
to the commander-in-chief and yet protecting ourselves from being demolished. That
happened over and over again with the frequent reorganizations of the Executive Branch
while I was director of Civil Works. One approach was to form a Department of Natural
Resources as one of four super secretariats. The Corps was on the block. Later, of course,
President [Jimmy] Carter had even more serious plans for the Corps.
I like trends. I don't like snapshots of where we are as much as I like to see where we have
been to get here. From that background we can attempt to determine where we are or should
be going.
You asked about this transition. Once NEPA was passed and became law, and because of
General Clarke's leadership, I soon realized there was no need to fight the program. In fact,
the Corps needed to team with and support the program and, out of it, try to adopt a strategy
which would be best for our institution and, because of our belief in the institution, for the
country. I think that's what we did as best we could considering that every day we plowed
new ground.
The Corps could not be where it is today, in the public's mind or in its value to this country,
if it had fought or tried to stay with the pre-1970 culture. So the challenge was to detect the
need for change and react smartly. I don't think I've answered your question very well. For
sure, numerous excellent visionary people helped; and, together, given time and some good
luck, we found ways into the future which would accomplish those things.
Another related topic I need to add is training. While I was in Civil Works, as a follow-on to
my experience in Omaha, I was very much concerned about the training program in the Corps.
I thought there was a lot of duplication. Districts were often teaching the same subjects
differently. John Bryson, who had handled personnel in Omaha, was given a special
assignment to analyze the training program in the Corps. He issued his findings in a purple
book, you may remember. The sum and substance of that was to set up at Huntsville a
university-type training program. We eliminated duplication, saved many dollars, improved
training, and accelerated the move into the environmental program requirements. Cleaning
that up was, to me, a major management improvement in one specific field.
Q ..
Any more comments about being director of Civil Works?
A
I was very happy in Civil Works. In many ways, it's the best job I ever had. At the time I had
authorities that may not still be there. I had a staff that was outstanding, and I'm sure they still
are good staffs. I had good bosses. General Clarke was truly an outstanding man, as was
General Gribble. General Gribble gave us room to operate. I remember clearly, though, when
General Gribble was chosen to replace General Clarke, I received a call asking me if I'd like
to be on the Tennessee Valley Authority. I called my friend Don McBride, and he said, "Jack,
if there's any chance you're going to move up to deputy or Chief, I'd say turn it down." I did.
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