The Army's "Brief on Practical Concepts of Leaderships," published 1 January 1950, well points out the desirability of leaders realizing it is vain to expect that training can bring men forward uniformly. The better men advance rapidly; the men of average attainments remain average; the below-average lose additional ground to the competition. In consequence, the chance for balance in the organizational structure depends upon the leader progressing in such close knowledge of his men that those who are strong in various aspects of the team's general requirements compensate for the weaknesses of others, irrespective of MOS numbers. It is not less essential that the followers know each other and prepare themselves to complement each other. Obviously, this cannot be done when personnel changes are so frequent that those concerned have no chance to see deeper than the surface. Even when to do any labor meant sapping the small store of energy deriving from a few ounces of food each day, Greeley's men kept alive the spark of morale and mutual support by maintaining a work schedule, until the day came when there was no longer a man who could stand. To fight off despondency, they held to a nightly schedule of lectures and discussions in their rude shelters, until speech became an agony because of throats poisoned by eating of caterpillars, lichens and saxifrage blossoms. In their worst extremity, Private Fredericks, unlettered but a man of great common sense and moral power, became the doctor, cook and forager for the party. Men do not achieve a great solidarity, or preserve it, simply by _being_ together. Their mutual bonds are forged only by _doing_ together that which they have been made convinced is constructive. Their view of its importance is usually contingent upon what others tell them, and upon a continuing emphasis thereof. _Unity is all at one time a consequence of, and a cause and condition for great accomplishment._ Toward that end, it is neither vital nor desirable that all members of the group coincide in their motives, ideas and methods of expression. What is important is that each man should know, and to a reasonable extent incorporate into his own life the thoughts, desires and interests of the others. Such sentiments, fixed by repetition, remain as a habit during the life of the group, and provide the base for disciplined action. But when men are not thus drawn together and the cord of sympathy remains unstrung, there is no basis for control, nor any element of contact by which the group may identify itself with some larger entity and profit by transfusion of its moral strength.