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work, and little time for training. Most of our ranger&quot; 

 have been put IB charge of a district with a ware Oi. the hand 

 by the Supervisor to indicate the limits of their sovereignty, 

 and told to go -to it. 



This method has its disadvantages, but they are out 

 weighed by the accomplishments. Perhaps we have come to the 

 place where this means should be supplemented by a littlo 

 stimulation through example. Tor example, instead of turning 

 a new ranger loose to experiment with his district, we may help 

 him and the work greatly, shorten the period of training 

 materially, and yet not stultify his will to find better ways 

 by furnishing him with a pln of work telling h&amp;lt;ra Just where 

 and what his job is, and the best ways his predecessors found 

 to do the work. I would have the Supervisor say to his incoming 

 ranger about this: &quot;Here is your district, here your anuipmentj 

 you have so much money for expenses end improvements; I have 

 told you briefly of the Service Ideals and the fundamental 

 objectives; hefe is a plan which tells you In detail what and 

 where your Job ia, and gives you the methods which experience 







has shown successful. I shall expect you to do the work up 

 to the Service standard of cuality, using these methods or such 



. 



improvements on them as you care to &quot;employ, and I shall Judge 

 you by results. I want you to look upon your district ae a 

 tremendously valuable piece of property for which you have signed 



up to me, with an engagement to turn it back in better shape 



/ 



than you receive it.&quot; 



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