That is the greater part of the task, but it is by no means all. Military systems reflect the limitations and imperfections of their human material. Whatever his station, and experience, no man is wise enough and all-seeing enough that he can encompass every factor in a given problem, take correct judgment on every area of weakness, foresee all of that which has not yet happened, and then write the perfect analysis and solution for the guidance of his subordinates. The perfecting of operations, and the elimination of grit from the machinery, therefore become the concern of _all_, directing their thought and purpose to the doing of whatever needs to be done to further the harmony and efficiency of the establishment, taking personal action where it is within their province, or calling the matter to the attention of higher authority when it is not. In this direct sense, every ensign and second lieutenant has a personal responsibility for the general well-being of the security structure of the United States. This is fact, and not theory. In World War II, many of the practical ideas which were made of universal application in the services were initiated by men of very junior rank. But the extent to which any man's influence may be felt beyond his immediate circle depends first of all upon the thoroughness with which he executes his assigned duties, since nothing else will give his superiors confidence in his judgments. It is only when he is exacting in small things, and is careful to "close the circuit" on every minor assignment, that he qualifies himself to think and act constructively in larger matters, through book study and imaginative observation of the situation which surrounds him. At this stage, an officer is well on the road to the accomplishment of his general mission. When an order is given, what are the responsibilities of the man who receives it? In sequence, these: To be certain that he understands what is required. To examine and organize his resources as promptly as possible. Fully to inform his subordinates on these points. To execute the order without waste of time or means. To call for support if events prove that his means are inadequate. To fill up the spaces in the orders if there are developments which had not been anticipated. When the detail is complete, to prepare to go on to something else. Lt. Gen. Sir Frederick Morgan, who planned the invasion of Normandy, put the matter this way: "When setting out on any enterprise, it is as well to ask oneself three questions. To whom is one responsible? For precisely what is one responsible? What are the means at one's disposal for discharging this responsibility?"