Where the unit does include a Psychological Warfare team, a duality of control arises. This requires good sense to keep in balance. The commander possesses absolute command and responsibility for the movement, protection, and operations timing of the team which happens to be attached to his unit. He should not presume to interfere in the special propaganda instructions flowing down to the team from superior Psychological Warfare echelons. Because of the pressing needs of propaganda operatives for news and for order-of-battle intelligence, it is normally desirable that they have their own signal facilities and that their routine operational communications short-circuit normal military channels. Otherwise, the unit's signal facilities will be overloaded with messages important to the Psychological Warfare team, but useless to the unit as a whole. Such absurdities as the encipherment and decipherment of routine enemy news digests should by all means be avoided. On the other hand, the command and administrative messages should go through normal military channels. In the Galahad operation against the Japanese in North Burma, in which Merrill's Marauders participated, such a double set of communications channels took a long time to develop. Where the small-unit commander does not possess professionally trained and equipped Psychological Warfare facilities, he should no more expect to engage in offensive Psychological Warfare than to undertake chemical warfare with improvised materials. It becomes his responsibility to turn to liaison. =Field Liaison.= One of the new roles developed within the Army during World War II was that of "Psychological Warfare Liaison Officer." Such men were either commissioned officers, usually of company grade, who had been given appropriate training, or were uniformed civilians detailed from OWI or OSS. It is the job of the liaison officer to become acquainted, as far down the echelon of command as may be necessary, with the commanders whom he is to service. He must at the same time retain an intimate knowledge of the personnel, procedures and facilities of the Psychological Warfare unit from which he is detached. His position must be compared to that of a salesman, who should know his product, his company, his sales manager, and his customers, all equally well. The liaison officer should be able to explain to small-unit commanders what Psychological Warfare can do for them, and he should learn to discriminate between high-priority and low-priority requests for PW materials.