in a line about two hundred yards wide. Four hundred yards in his front was a machine gun. No cover was afforded other than the shell torn ground. Yet the platoon must be advanced so as to form a semi-circle not more than fifty yards from the gun. From such a position the gun crew could be rushed or bombed with hand grenades. Of course the difficulty lay in getting close enough without impossible casualties. The principle of so doing takes advantage of one of the inherent weaknesses of the machine gun. It can not be traversed in a lateral direction efficiently or quickly. If Barriger could guess in which direction the gun was pointed at any given instant he could advance whichever one of his squads was furthest from the line of fire a distance of about twenty yards before the gunners could traverse their piece and open fire. He also had one other advantage. As far as silencing the gun was concerned it didn't make any particular difference how many men were left to do it. Six men properly in position could rush the gun crew as effectively as six squads. Now Barriger had spent hours teaching his men this maneuver. All were alive to the necessity for prompt obedience. Here was the reason for the thing called discipline, instant and willing compliance with orders. The measure of success due the platoon was proportional to its training. The men owed him whatever chance they had. He had compelled them in the past on many drill fields to work out for themselves what was now their one salvation. Probably the question uppermost in his mind at this. time was whether his men would obey him in the test that was to come in spite of their prejudice against him

still hanging over from training camp days, or whether this dislike would cause them to quit when the strain was the hardest.

It was time to start. Barriger could see his corporals peering back at him. The enemy, knowing the range, was awaiting developments. The boy signalled attention. He indicated that the left squad was to advance. Eight men sprang up. They rushed onward till his shrill whistle brought them down a fraction of a second before the gun spoke. He tried a center squad next; then a right one; following it by the squad on the extreme left. He himself went forward to the new line with the last squad.

And so, play by play, they gained their distance down the field. But the gunners knew their business; distance was not gained cheaply. Three times. were Barriger's calculations incorrect. On these occasions he sent forward squads directly in line with the gun. The enemy gunner simply pulled the trigger. His targets lay a few yards to the rear looking like carelessly made up bundles of clothes, placed in line equally spaced five yards apart. There were casualties from high explosive. Perhaps fifteen remained, dotted about in shell holes near the gun, awaiting the final whistle. Discipline and training had carried them to this point. Yet there was still the question. Would these fifteen rise from their positions of relative safety and rush point blank at the gun on a signal from Barriger? Would the example of fearlessness and leadership which he had so well shown them in the past half hour counteract & hate that had endured over months? Was there such a thing as an officer unpopular and disliked in training

areas being respected and gladly followed by his men at the front?

Barriger paused an instant. A bit of shell, striking his helmet, dazed him. Then he loosened his pistol in its holster, raised his whistle and, standing erect, blew a long blast-the signal for the charge.

Barriger happened to be the target for the final burst that gun crew fired. But long seconds before he fell he knew that his question was answered. At the first note of the whistle the men were on their feet and the finish of the gun was assured.

And so the boy learned at the last a little item of psychology which others never learn: at the crucial test men will cast aside the minor element of popularity and follow those whom they can respect. We can not analyze further what the men thought during that half hour of cataclysm. how hate was turned to love. how the will to sacrifice themselves

Some

Some

was born within them. During that period Barriger lost the quality of remoteness which had always characterized him. He became one of them, sharing with them a common fear, but, like them, strong to rise above it. He represented law and order where otherwise law and order had vanished. To the men he suddenly became familiar, homelike, almost cheerful. As such, their first duty was obedience.

A sergeant took command and the remnants of the platoon went on till its mission for the day was done. This small group serves to justify the special trust and confidence reposed in Barriger by his commission. Two other things now remain to keep his having lived in mind. At the crest of the hill near the base of the flag pole of Saint Romaine cemetery is a cross which bears his name. In the Adjutant General's office is his efficiency report. On it is inscribed, "Fit for high command."

GENERAL order is

sued by Major General Charles P. Summerall, commanding the Hawaiian Department to the officers and enlisted men of his command is indicative of the fine spirit in which the Department is working to attain the highest point of military efficiency. The order reads as follows:

1. In order that the troops of this Department may attain the high state of efficiency that is essential for the fulfilment of their mission, it is necessary for every officer and man to give to the service a maximum of effort and ability. There is opportunity in the Department for great improvement in every element that constitutes military efficiency, training, discipline, deportment and morale, and there is a potential capacity in the professional qualifications and the high character of the personnel to effect the desired accomplishments. Every one can in some measure contribute towards the correction of deficiencies, the improvement of morale, or the elevation of standards in the varied fields of military activities.

2. It is the desire of the Department Commander that every officer and soldier shall select some particular subject for which he has special aptitude or qualification, or the need for the development of which is most evident to him, and endeavor during the coming year to distinguish himself or his organization by some signal accomplishment worthy of note in the selected field. Just as in business, advancement or retention of important positions depends upon the results achieved, so in the Army, merit is

measured by the contribution to the sum total of the efficiency of the service by the individual concerned over and above the requirements of routine duty. If every officer and man will consecrate himself to the accomplishment of a selected object to which he can point with pride as his individual achievement, the results will place the Department in such a high state of efficiency as to compel recognition and admiration by others and to make each element of the command more worthy of pride in being a member of it.

3. With a view to accomplishing these purposes, the command is informed that at the next annual inspection by the Department Commander, he will call upon the commanding officer of each post, regiment, battalion, company, and corresponding units, to state what distinctive service his organization or any member of his command has rendered to merit a rating of above average or superior, and in what way they have contributed to the betterment of the Department or to the elevation of standards, over and above. the requirements of routine duty. The simplicity of the achievement is not a criterion as to its importance.

4. The Department Commander is confident that his appeal will be heard and answered and that many officers, soldiers and organizations can and will show triumphant accomplishments that will enable him to realize in his last year in command all of the hopes that he has entertained and emphasized for the efficiency and soldierly ideals that will make the command superior in every way.

5. Full credit will be given on efficiency reports in every case which is shown to be meritorious.

6. A number of officers, soldiers and organizations have already attracted attention by the excellence of their performances and they serve as examples of what all may do in their own