Commentary
by Dr. Pierce from National Alliance Bulletin, 1997:
The
Meaning of Loyalty
An often made comment by students of human behavior
is that soldiers in combat do not fight for their general or their country or
their god or any other impersonal entity; they fight for each other, for those
with whom they are in immediate, daily contact.
This comment certainly is correct for most, though not all,
soldiers. Their mental horizon, normally
very limited, becomes even smaller in the face of death. All abstract principles fall away, and only
the most primative instincts remain.
When fear of imminent death looms large, all impersonal loyalties lose
their meaning, and the individual is controlled only by his bond to his
immediate fellows in the same situation.
He may risk his life to protect one of his fellows, but not to comply
with an order from headquarters. He
would rather take a bullet in the gut than be seen as a coward or a shirker by
those immediately around him, but he doesn’t really care what headquarters
thinks.
All successful armies are organized with this facet
of human nature in mind. The structure
of the army must be such that headquarters can count on the individual soldier
doing what headquarters wants him to do rather than what he is inclined to do
by his instincts. That is accomplished
by training and by having a well designed chain of command. The army’s noncoms are a cut above the rank
and file; they have somewhat more distant horizons. They are close enough to the men in their squad
or platoon to bond with them and demand loyalty from them, but they also are
able to identify their interests with those of the lieutenant and the
captain. And the officers must be a cut
above the noncomes, with even more distant horizons. And so it goes, all the way up to
headquarters.
This behavior undoubtedly is something we have
inherited from our ancestors who belonged to hunting bands a million years
ago. Success and survival depended on a
strong bonding among the dozen or so members of the band. Because this behavior is natural, we cannot
deplore it – but, like any army, we must understand it and take it into account
in planning for any objective bigger than bringing down the next wooly mammoth
we encounter.
We don’t have some of the advantages that an army
has. Our members are much more widely
dispersed, and our organization is much less developed than any army’s, with a
much more tenuous chain of command: relatively few of our members out in
foxholes have any noncom to whom they can bond. Furthermore, we cannot throw people in the
brig or put them up against a wall when they don’t behave the way I want them
to.
We have to make up for these disadvantages by having
members with somewhat broader horizons than those of the average citizen. We need members with at least the expanded
sinse of loyalty of a noncom. Until we
have developed a structure much more like that of an army, we need to be beware
of having too many members whose loyalties are limited to their drinking
buddies.
This expanded sense of loyalty is mentioned on page
11 of our Membership Handbook*, and it
would behoove every member to re-read that page now. This is not merely a theoretical matter; it
is something which affects us whenever we engage in any activity with other
members, and every day we can see the destructive consequences of ignoring it.
************************
*"[A] member is expected to put his loyalty to the Alliance above
any assumed obligations to another individual member..."
************************
The only reason that the Alliance has survived and
continued to grow while other organizations have self-destructed is that we do have members who are a cut above the
average White person: more intelligent,
better disciplined, more racially conscious, and with a more impersonal sense
of loyalty. But this is true only on the
average. Inevitably we also recruit
people lacking in maturity, responsibility, self-discipline, and the ability to
be loyal to the Alliance and the purpose which it serves. We see this whenever a member observes some
destructive behavior on the part of a fellow member which is of such a serious
nature that I or someone else in the National Office needs to know about it,
but the member observing this behavior doesn’t tell me about it because he
doesn’t want to “rat on a buddy.” He
places his loyalty to the misbehaving member with whom he is in immediate,
personal contact above his loyalty to the distant and impersonal Alliance. We simply cannot afford very much of that,
because we are not a neighborhood gang, for which such a limited concept of
loyalty might be appropriate.
I have been prompted to bring this subject up now,
because I recently was obliged to expel several members from the Alliance whose
very limited sense of loyalty had led them to engage in activity harmful to the
Alliance. We are a diverse organization,
with many types of people among our members.
But one thing every member must have if he is to remain with us is a
sense of loyalty to the National Alliance and the idea served by the National
Alliance which is above his loyalty to any other entity, including his
“buddies.”
W.L.P.
No comments:
Post a Comment