commanders. After nearly six months of working together in the field, British headquarters officers and their II Corps counterparts found a new area of dispute in their respective missions. American commanders were unhappy with the abrupt mission changes ordered by British commanders, and the latter became at least temporarily disillusioned with American tactical capabilities. In order for the American-British partnership to remain functional, headquarters staffs of the two allies would have to do a better job of assigning missions and managing accomplishment, and American units would have to give better accounts of themselves tactically, a problem which they recognized openly and had begun to solve in the latter stages of the campaign.
At the beginning of the Tunisian battle the United States Army had in the Mediterranean Theater of Operations parts of four divisions which had acquired only limited experience at a cost of very light casualties in only four days of combat. The remainder of the force was completely "green." At the end of the battle the Army had five full divisions in the field, four of which had gained extensive experience although the cost had been high. American divisions carried out major and minor missions during the campaign in a generally successful manner, but notable failures occurred at Kasserine Pass and Fondouk el Aouareb. After these battles, they were given supporting roles to gain experience. Although American commanders chafed under this British- inspired practice, it allowed the divisions to recover from each setback, and all showed later improvement. Particularly satisfying to Eisenhower and Bradley, the 34th Infantry Division began snowing commendable tactical maturity in the final weeks of the campaign. Despite casualty levels that would enervate a green unit, the 34th skillfully coordinated air and artillery support to enhance the effectiveness of its infantry-armor team advancing along the II Corps southern flank.
All ground combat arms showed varying degrees of improvement during the campaign. American infantrymen deserve much praise for the persistence they showed against a skilled enemy, most notably on 23–24 April when the 2d Battalion, 18th Infantry, had to take the same objective three times before the enemy quit the fight. One week later the 1st Division continued the successful attack on Hill 523 despite crippling casualties in the 1st Battalion, 16th Infantry. The weakest aspect of infantry operations was coordination with other arms. Too often, gaps opened between troops and tanks, forcing armor to pull back and slowing the tempo of the attack. Some battalions had waited too long to advance after their artillery support was lifted, allowing enemy troops to resume fighting positions, largely nullifying
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