Monday, April 26, 2010

Band of Brothers

The response can only be called incredible. On December 17 alone, 11,000 trucks and trailers carried 60,000 men, plus ammunition, gasoline, medical supplies, and other material, into the Arrdenes. In the first week of the battle, Eisenhower was able to move 250,000 men and 50,000 vehicles into the fray. This was mobility with a vengeance. It was an achievement unprecedented in the history of war. Not even in Vietnam, not even in the 1991 Gulf War, was the U.S. Army capable of moving so many men and so much equipment so quickly. (174)

As to be expected from reading a war novel, I find myself examining the book through the historical lens. It seems as though my original prediction about the book was indeed correct, although the reader-response lens has taken a back seat. Perhaps this is because I can no longer relate as well to the soldiers' war experiences. The novel claims to provide a history of Easy Company in World War II, however the author's description of the war in general seems extremely detailed, as evidenced by this passage. The author's extensive research shines through his writing in spots like these.

Tuesday, April 13, 2010

Band of Brothers (1-76)

This book follows Easy Company and their training and history during World War II. The first chapter details their training under their sadistic and seemingly incompetent Company Commander, Sobel. This excerpt describes Sobel and his effect on the company.

"I asked every member of Easy that I interviewed for this book if the extraordinary closeness, the outstanding unit cohesion, the remarkable staying power of the identification with Easy came about because of or in spite of Sobel. Those who didn't say 'both,' said it was because of Sobel. Rod Strohl looked me in the eye and said flatly, 'Herbert Sobel made E Company.' Others said something similar. But nearly all hated him." (26)

I have spent the majority of my life on athletic teams and a few of them had clueless and cruel coaches. The team always unifies around the universally hated coach arguably faster and better than we would around a kind coach. Nothing builds camaraderie like wind sprints. Therefore I can relate to Easy Company’s situation. Thus far in the book I have read through the reader-response and historical critical lenses and believe I will continue reading through these, especially the historical lens.