I created a new office on the spot, that of "Control Boss," and appointed Ned Garlin to the post, turning over his former responsibility as Plants Boss to his assistant. I needed someone, I felt, to tie in the records of the various functional activities of the campaign, and take over from me the task of keeping the records of them up to the minute. I received reports from the bosses of the ultrophone unit, and those of food, transportation, fighting gear, chemistry, electronic activity and electrophone intelligence, ultroscopes, air patrol and contact guard. My ideas for the campaign, of course, were somewhat tinged with my 20th Century experience, and I found myself faced with the task of working out a staff organization that was a composite of the best and most easily applied principles of business and military efficiency, as I knew them from the viewpoint of immediate practicality. What I wanted was an organization that would be specialized, functionally, not as that indicated above, but from the angles of: intelligence as to the Sinsings' activities; intelligence as to Han activities; perfection of communication with my own units; co-operation of field command; and perfect mobilization of emergency supplies and resources. It took several hours of hard work with the Council to map out the plan. First we assigned functional experts and equipment to each "Division" in accordance with its needs. Then these in turn were reassigned by the new Division Bosses to the Field Commands as needed, or as Independent or Headquarters Units. The two intelligence divisions were named the White and the Yellow, indicating that one specialized on the American enemy and the other on the Mongolians. The division in charge of our own communications, the assignment of ultrophone frequencies and strengths, and the maintenance of operators and equipment, I called "Communications." I named Bill Hearn to the post of Field Boss, in charge of the main or undetached fighting units, and to the Resources Division, I assigned all responsibility for what few aircraft we had; and all transportation and supply problems, I assigned to "Resources." The functional bosses stayed with this division. We finally completed our organization with the assignment of liaison representatives among the various divisions as needed. Thus I had a "Headquarters Staff" composed of the Division Bosses who reported directly to Ned Garlin as Control Boss, or to Wilma as my personal assistant. And each of the Division Bosses had a small staff of his own.