Inasmuch as strategy, however, includes all the means taken to make a navy effective, it is obvious that a good strategical direction will be more likely to result in good discipline and good material than would a poor strategy. But this is not necessarily so, for the reason that a strategy may be in the main faulty, and yet be good in certain ways--especially in attention to details, for which a high degree of mentality is not required. In the same way, an individual who is short-sighted and imperfectly educated may be a most excellent and useful member of society, provided he is not permitted to use power in matters beyond his vision. An illustration of how an incorrect point of view does not necessarily injure, but may even benefit in details is shown by certain militia regiments, which are able to surpass some regiments of the regular army in many details of the drill, and in general precision of movement. In fact, a very wise strategical direction has as one of its most important functions the division of study and labor among various lines of action, and in deciding which lines are important and which not: and for this reason may--and often does--limit labor, and therefore perfection of result, along lines which a less wise strategy would not limit. Illustrations of the casting aside of rigid and difficult forms of drill during the past fifty years in armies, and the substitution of more easy methods are numerous. This does not indicate, however, that a wise strategy may not encourage rigid forms of drill, for the army which is directed with the greatest strategical skill is the German, and no army has more precise methods, not only of procedure, but of drill. The Prussian army of Frederick William which Frederick the Great inherited was not more rigidly drilled in some particulars than the German army of to-day, fought by Frederick the Great's great-great-great-grandnephew, William II. So we see that a wise and far-sighted strategy does not necessarily either frown on or encourage attention to details; it merely regulates it, deciding in each case and for each purpose what degree of attention to detail is best. The most obvious work of naval strategy, and therefore the work that impresses people most, is in directing naval forces against an enemy in war. But it is clear that before this can be done effectively strategy must first have made plans of preparation in time of peace; and it is equally clear that, previous to this, strategy must first determine the units of the force and their relation to each other: it must, in other words, design the machine. Evidently, therefore, _the work of strategy is three-fold: first, to design the machine; second, to prepare it for war; and, third, to direct its operations during war_.