Spot on, Fuchs!!!
Any organisation that finds itself full of yes-men and followers in in trouble. When I teach lessons learned material as part of organisational learning, I use the example of the US forces that went into Iraq, which on D Day were (in my external perception) very much conformist, 'no black or even grey marks on my unit', etc because that is how one advances in a peacetime force. However, within a year of the insurgency erupting across Iraq, there was clearly a fundamental change where the philosophy became driven by the need to share (certainly at the tactical level) cock-ups and screw-ups so that others might learn and avoid the same errors. For a ling time, I think that the UK MOD was happy to sit back on its imaginary laurels from Malaya, Kenya and Northern Ireland and snipe at US COIN efforts when it should have been taking notes and getting with the programme for contemporary operations...
Those senior officers have a duty to speak out, just the same as they do if the issue was a simple criminal matter, and to not do so so that they might continue to enjoy the Queen's coin is a betrayal of the ethos and culture of service...
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