When President Kennedy sounded me out about becoming Chairman, I was of course pleased to be considered but, at the same time, felt a certain depression at the thought of returning to the bear pit of the Pentagon where I spent four less-than-happy years as Army Chief of Staff. However, I recognized that the atmosphere had changed and that the strategic heresy of Flexible Response which I had advocated to little avail had become the orthodoxy of the Kennedy Administration. Also, I had gotten to know Secretary McNamara and, in spite of the occasional differences of view, had a high regard for him as a man of decision who tackled fearlessly the tough problems of defense and refuse to yield to the temptation to sweep them under the rug. (Maxwell D. Taylor)

When President Kennedy sounded me out about becoming Chairman, I was of course pleased to be considered but, at the same time, felt a certain depression at the thought of returning to the bear pit of the Pentagon where I spent four less-than-happy years as Army Chief of Staff. However, I recognized that the atmosphere had changed and that the strategic heresy of Flexible Response which I had advocated to little avail had become the orthodoxy of the Kennedy Administration. Also, I had gotten to know Secretary McNamara and, in spite of the occasional differences of view, had a high regard for him as a man of decision who tackled fearlessly the tough problems of defense and refuse to yield to the temptation to sweep them under the rug.

Maxwell D. Taylor

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