research data and can talk the language of the philosopher
and modern social scientist is little more than a twentieth century
conceit. To seek and use all pertinent information is commendable, but
truth comes of seeing all things in their natural proportion. To know
more than is necessary blunts one's own weapons. The application of
common sense to the problem is more vital than the possession of an
inexhaustible store of data which has no practical bearing upon the
matter at hand. As was said by a philosopher three centuries ago: "It
is remarkable in some that they could be so much better if they could
but be better in some thing."

CHAPTER TWELVE

GROUP NATURE

In the same way that knowledge of individual nature becomes the key to
building strength within the group, an understanding of crowd nature
is essential to the preservation of the unique power within the group,
particularly under conditions of extreme pressure.

Whereas the central object of a training discipline is to raise a
safeguard against any military body reverting to crowd form under
trial by fire, history shows that paralysis both of leadership and of
the ranks, obliviousness to orders, forgetfulness of means of
communication, disintegration and even panic are the not uncommon
reactions of military forces when first entering into battle.

From Bunker Hill and Brandywine down to Pearl Harbor and the fight at
Kasserine Pass, the American battle record shows that our own troops
are by no means immune to these ill effects, and that our peace time
training needs, therefore, always to be reappraised with a critical
eye to the main issue.

Any of these unsteadying reactions can be prevented, or at least
minimized, by training which anticipates the inevitable disorders of
battle--including those who are of material sort as well as the
disorders of the mind--and acclimates men to the realities of the
field in war. All may be averted if leadership is braced to the shock
and prepared to exercise strong control. Indeed, it is a truth worthy
of the closest regard that the greater number of the disarrangements
which take place during combat are due to leadership feeling a
tightening of the throat, and a sticking of the palate, and failing to
do that which the intellect says should be done.

To take any action, when even to think of action is itself difficult,
is the essential step toward recovery and the surmounting of all
difficulty. It is not be