=Theater Psychological Warfare.= The Japanese had superlative close-knit psychological warfare staff organization within metropolitan Japan. They possessed many first-class field operators, first among them the true-life master-mind Major General K. Doihara, whose dinner guests often woke up the next morning with bad hangovers and high treason on their consciences. But the Japanese did not have adequate channels of communication, supply, and control between their smooth system at the top, and the working propagandists at the bottom. The _Kempeitai_ (military-political gendarmerie) structure got in the way; Japanese propaganda lines lost touch with the strategic realities of their slow defeat. They did, instead, what any propaganda system does on the downgrade; they turned to repression instead of counterpropaganda with the inevitable result. In contrast, the American psychological warfare structure included Theater operating units, usually called PWB (Psychological Warfare Branch), although it became PWD (Psychological Warfare Division) in SHAEF and did not grow beyond TPWO (Theater Psychological Warfare Officer) in China Theater. The supreme authority was, of course, the Theater Commander, on whose responsibility the operation had to be carried out. When propaganda bungled and got into the field of political trouble, it was the Theater Commander and not the subordinates who took the blame. Every theater was under the command of a general, except for Central Pacific (under Admiral Nimitz, and he used an Army colonel as his propaganda chief). In most theaters, the Political Adviser was the buffer between psychological warfare and the commander himself; in Southwest Pacific and later the Headquarters of the Supreme Commander for the Allied Powers, Japan, General MacArthur instituted the office of Military Secretary and made this officer responsible for reporting to him personally the developments in the propaganda field. Subject to local variation, the Theater agencies faced similar problems. They had to serve in turn as a rear echelon to service the needs of combat propaganda, while working as the actual operating agencies for the bigger radio programs and the preparation of strategic leaflets. As the areas behind them became more consolidated, displays and films took their place beside news and leaflets as chores that had to be performed. Communications facilities were a problem. Purely military facilities could not, of course, be overloaded by the lightly coded transmission of hundreds of thousands of words of political and other news and guidance; the psychological warfare establishments had to jerry-build communications facilities out of what they could borrow from Army, or obtain from OWI supplies in the United States, or buy locally.