88 



was not happy serving under Greeley. Subsequently 

 Silcox left the Service and evidently became very 

 successful in the field of labor-management relations. 



Silcox had a magnetic personality, high ideals 

 and a fine concept of public service. His experience 

 in the arbitration field intensified his sense of 

 fairness and he insisted on a full hearing of com 

 plaints against the Forest Service. If we showed 

 any tendency toward bureaucratic decisions he would 

 bring us up short and see that the other fellow got 

 all he was entitled to. 



On the other hand, Silcox was the poorest admin 

 istrator of all the chiefs I served under. He often 

 dealt directly with the regional foresters in matters 

 that should have been handled by or through the assis 

 tant chief concerned. He established Chris Rochford 

 as his right-hand man and the tv/o of them sometimes 

 made decisions without bringing the assistant chiefs 

 into the picture. For example, they decided on a 

 chief of my division of Wildlife Management and then 

 told me who it was to be. 



It was harder to get to see Silcox than any other 

 chief during my time in Washington. 



