As this had been my first service in the field as part of a larger command, I was keenly alive to the opportunity of comparing the progress we had made in discipline and instruction with that of other brigades, so that I might cure defects in my own methods and improve the soldierly character as well as the administration of my own command. I was gratified to see in my troops evidence of a pride in their own organization and a wholesome emulation, which made them take kindly to the drill and discipline which were necessary to improvement. I was particularly interested in observing Rosecrans's methods with the men. His standard of soldierly excellence was high, and he was earnest in insisting that his brigadiers and his staff officers should co-operate vigorously in trying to attain it. His impulsiveness, however, led him sometimes into personal efforts at discipline where the results were at least doubtful. He would sometimes go out through the camps in the evening, and if he saw a tent lighted after "taps," or heard men singing or talking, he would strike loudly on the canvas with the flat of his sword and command silence or the extinguishment of the light. The men, in good-humored mischief, would try different ways of "getting even" with him. One that gave much amusement to the camp was this: the men in a tent thus attacked pretended to believe that their regimental wagon-master was playing a practical joke on them, and shouted back to him all sorts of rough camp chaff. When the exasperated general appeared at the door of the tent, they were, of course, overwhelmed with the most innocent astonishment, and explained that that wagon-master was in the habit of annoying them, and that they really had not heard the "taps." I have been with the general in approaching a picket, when he would hotly lecture a sentinel who showed ignorance of some of his duties or inattention to them. I thought I could see in all such cases that it would have been wiser to avoid any unnecessary collision with the privates, but to take the responsible officer aside and make him privately understand that he must answer for such lack of instruction or of discipline among his men. An impulsive man is too apt to meddle with details, and so to weaken the sense of responsibility in the intermediate officers, who hate to be ignored or belittled before the soldiers. But if Rosecrans's method was not an ideal one, it was at least vigorous, and every week showed that the little army was improving in discipline and in knowledge of duty. CHAPTER VII COTTON MOUNTAIN