Gradually slipping the round pegs into round holes and the square pegs into square holes, floundering and stumbling, but keeping on, the process of organization continued, while the resolute will of the Commander-in-Chief laid down the lines of policy. For him to give an order, as I have said, did not mean that it would be carried out. He himself was the victim of the system: one man dependent upon others for the execution of his plans, and largely dependent too upon inspections by others for reports of progress. His adjutants could form chains of influence of which he was unconscious. "Insubordination" is the most glaring of military offenses, next to timidity under fire. It cannot be openly practised; but within the bounds of any closed society the effects of insubordination can be gained. To trace responsibility in time of action is laborious through channels where officers familiar with the craft of "passing the buck" may spin red tape endlessly, though on other occasions they cut it with facility. Yet the phrase, "the C.-in-C. wants it," was the shibboleth of power. In war a democracy is right to confer autocracy. This means efficiency in concentration according as the character of its people is sound and efficient. The C.-in-C. and all progressive officers had to fight the influences inherent in autocracy, which eventually make permanent autocracy effete through formality and intrigue. The leaven was working; we were passing through the inevitable evolution which had been foreseen. The officers who had come through the schools and training camps, watchful if silent, had learned their fundamentals thoroughly and up to date, without having to unlearn pre-war teachings. They were finding, as the Canadians and Australians found, that, once on the inside, the art of making war was not such a profound technical secret as they had thought. They were now able to judge their seniors by professional as well as human standards. Regulars, of the type who felt their feet slipping, were naturally tenacious in keeping up the mystery, which was the capital of the inefficient. Regulars who were sure of themselves--having learned more of war in six months than in all their service--gladdened at the prospect of the fulfillment of their dream of a great army, which was equal to any in the world. They felt the fewness of their numbers on the top of this tidal wave of the nation's manhood in arms, which they must ride. An army has its public opinion, that of the mass of officers and men. Great leaders realize that this is supreme. Moltke courted it no less than Napoleon; Hindenburg sought to hold it, and lost it. The American army was becoming the country's army--the country as a whole trained to arms. The youth and the brains of the country making war its business had too large resources in leadership, once it had learned the technique of leadership, to submit to class rule. Your old regular sergeant, your old regular colonel must yield to the