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On a Job where on works largely on his ovn 

 responsibility the development of initiative cannot go hand 

 in hand with the fixation of precise working rules handed 

 down from above. The division superintendent of a rsi^roed 

 must not b told by his chief that h.e must inspect every 

 portion of the line quarterly, come what may. He must be 

 made responsible for the conditions on .his division and left 

 to get results by his owa ingenuity. A ranger ought not to 



* 



be told. that he must visit a lookout guard every week cr month. 

 He must know that he is tesponsible for the fttnctioning of that 



VvJ&amp;gt;JJt&amp;gt;-. 



guard, and how he redeem* that responsibility is left to him. 



There are always exceptions, but working by rale usually 



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destroys - or at least does not briag out * initiative. 



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Ttie ase of example I have mentioned above. I woald 

 not oftyry this to the point of sending out a sample plan of 

 work and telling the fieifcd we want plans Just like that* I 



would rather outline the objectives and scope of the plan and 







leave it to the ingenuity of the individual to balld his own 







st rue tare around, the funefejnental framework. 



m 



Competition; s s a stimulant to initiative has been 



:% 

 little -aaployed in tAe past in the Service, l&amp;gt;ut the use is 



&quot;*&quot; -??& &amp;gt; 



f. i*- St&amp;gt;.&quot; - ff &quot; 



grtowiag, and it has tremendous possibilities. A simple com- 



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parison of the expense of running Forests has led Supervisors 

 to devise meats of cutting costs. A competitive spirit in 

 keeping down fires is already having effect, and is one of the 



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