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the Rational Forests with *\ meagre force, aoanty funds, 

 an outline of far-reaching objectives, leaving it to the 

 Forester to develop ways end means. Out of that tremendous 

 responsibility has grown the organization. If the enterprise 

 was to &quot;&quot;succeed initiative simply had to operate at high speed. 

 It was a case of sink or swim by one s individual efforts. 

 The same problem to a lesser degree faced every Supervisor OB 

 an undeveloped Forest when told by his chief to make something 

 out of it. And probably no one faced any more squarely this 

 sheer necessity, than the early rangers who had districts 

 larger than some of our present Forests and who had to get 

 results largely through their own genius. Kreutzer had to 

 find a way, at the actual risk of his life, to put over the 

 Idea in the turbulent Sapinero country, and no one to help him 

 do it. Jim Lowell had to sell the idea of grazing permits in 

 the wildest part of the Colorado cow country, end he found a 

 way to do It. A few years later the Hayden men, overrun with 

 hundreds of thousands of sheep at the counting pens, had to find 



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a way of systematl zing for their own protection, and they worked 

 out the counting schedule. Marking timber ia four feet of snow 

 first produced the marking nail and later a reorganization of 







methods to mark in the fall. 9 . 



This method of putting a man on a big job aad telling 

 him to get results has been e^moet universal la the Service. 

 It could not be otherwise with limited personnel to do unlimited 



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