The Committee of Strategy Making in the First World War

War in 1914-1918 became so complex that no one body and no single agency could control all its elements. The committee structure which emerged as a result produced division not least along the civil military fault line, but the imperatives of war forced the members to resolve their clashes through consensus. In 1957 Samuel Huntington's treatise on soldier and state treated the notion of military subordination as a defining characteristic of professionalism. This put in jeopardy the very source of creativity in strategy making which the Allies had uncovered through the First World War.