He found the S. O. S. working in a series of compartments rather than departments. Though each was most conscientiously striving for coördination, different chiefs were in a mood that meant friction. Projects whose immediate completion was vital were not as far along as those whose completion could wait. Many were being constructed on too elaborate and lavish a scale by chiefs who had won a disproportionate amount of authority to carry out their ideas. They were enjoying the building of a plant that would last for twenty years, when the war might be won in another six months. Harbord did what Pershing would have done if the C.-in-C. had come to Tours; he was Pershing's man, as he had said. He grasped his problem, made his plan, and then set his adjutants to driving. "The first time I went in to see Harbord," said one of them, "I knew that he knew his own mind, and that he was going to tell me what to do; and that I was going out to do it with the confidence that he would back me up. His 'no' to my suggestions was as convincing as his 'yes' that we were to have team-play--and that he was master." His faculty of drawing men together was put in full play in some of the obvious methods of leadership which had been somewhat neglected in the S. O. S., where there had evidently been a policy that if you honestly follow the regulations all will come out well in the end. All the chiefs gathered at his house once a week for luncheon, where they found one another to be human. Instead of remaining at Tours, he left routine to his Chief of Staff, and spent three nights out of four on his railroad car in going and coming, with his office on board always in touch with Tours, while his inspections kept him informed of progress and aroused the enthusiasm of subordinates. The feeling passed that you were derelict if fate sent you to work in the S. O. S. The S. O. S. began to have the fighting spirit of corps of the front--that of an ambitious business concern. Harbord had not been a week in command before the S. O. S. was feeling a new force emanating from headquarters. They were calling to the fighters: "We're with you. Take more prisoners, so that we can set them to work. It means more supplies for you." That new commander who now had under him more than four hundred thousand men, and activities exceeding those of the largest of our trusts, would make every worker feel that he was contributing his part, not for his wage envelope, but for winning the war which had brought him to France.