crucially, supported by t he Li beral government of Britain, which was
dependent in Parliament on the support of these nationalists. No orders
had yet been given, so there was no ‘‘mutiny,’’ and the crisis was defused
when the War Office promised that they would not be ordered to do so
and refused to accept the resignations. However, there was no Cabinet
authorization for this assurance given by the Secretary of War and the
Chief of the Imperial General Staff, and they were both obliged to resign,
while the Prime Minister, Herbert Asquith, repudiated the assurance.
The crisis was a serious o ne as ma ny Ulster Protestants, encouraged by
the opposition in Britain, were preparing to resist Home Rule by force.
The outbreak of World War One shifted attention from Ireland, and Home
Rule was shelved, but, had that not been the case, the Curragh Mutiny
suggested that the government would h ave enco unt ered probl ems in
using the army to impose an unwelcome solu tion on Uls ter. This might
well have divided and politicized t he arme d forces, and, at the least, the
episode suggested the conditionality of military obedience.
Disaffection of a very different kind was pronounced in 1919, as wide-
spread anger within the m ilitary about delays in d emobilization after
World War One combined with left-wing opposition to intervention in
the Russian Civil War. This led to governme ntal anxiety abou t the mili-
tary, and concern within the latter concerning the impact of political
developments and agitation. The abandon ment of the interven tion, com-
bined with demobilization and the end of conscription in 1919, eased ten-
sions, but military loyalty remained a sens itive issue. In 1924, there was a
serious political controversy when John Campbell, editor of the British
Worker, published a piece pressing soldiers never to shoot at strikers.
The Labour government’s hesitation about p rosecution led to a vote of
no confidence in the House of Commons. In September 1931, pay cuts
imposed by the National Government led to the Invergo rdon Mutiny, in
which sailors of fifteen warships of the Atlantic fleet based at Invergor-
don, refused to go on duty. The Admiralty’s willingness to revise the cuts
ended the crisis in the fleet, but the episode helped cause a run on sterling
in the foreign exchange markets, and the currency had to come off the
Gold Standard.
Asid e from t hese detailed episod es, it c an be suggested that the social
structure and ‘‘politics’’ of the milita ry, and its gener al assumptions, had
detrimental consequences in both war and peace. For example, many
of the generals of Wo rld War O ne, such as Field Marshal Hai g,
Commander-in-Chief in Franc e from 1915, had a conviction of the value
of the attack that in part arose from their social and cultural attitudes;
although there were also important political and strategic reasons for such
a focus. Similarly, the Admiralty’s unwillingness to adop t A.J. Poll en’s
advanced gunnery system in t he 1910s has been attributed to political
and religious dislike for Pollen, as well as a more general distaste for the
108 A Military History of Britain