Our divisional commanders are independent and in direct touch with troops; but they also are overburdened with routine correspondence, and as they are frequently appointed to command the summer camps, it happens that they are more often present at the exercises of the troops as spectators than actually in command. In field operations where there are two sides, the divisional general rarely finds it possible to take command of one, partly owing to an exaggerated idea of his own abilities, and partly to the scarcity of officers of sufficient seniority to be umpires. Consequently, he only gets practice in commanding troops in the field during concentrations of large bodies of men. This is not enough. Commanders of infantry divisions, in particular, do not know nearly enough about the other arms, owing to the little practice they get in commanding mixed forces. So, while giving greater powers to brigade commanders, it will be also advisable to delegate to divisional generals the powers now exercised by corps commanders (with the exception of disciplinary powers). Divisional commanders should always remember that the 16,000 rifles which they command are a number that can decide the fate of any action. With the inclusion, in divisions, of artillery, sapper, and cavalry units, exceedingly instructive exercises can be arranged within these units both in summer and winter, and the troops and their commanders thereby trained for war under modern war conditions. The four[32] officers of the General Staff who would be with each division should be relieved of all routine, except that relating to operations, and they should devote the whole of their time and energies to preparing work for the brigade and divisional commanders in the training of the troops for battle. IV.