The Yale expositor., 1917-08-30
EXTENDED ORDER.

The purpose of the close order drill
through which we have just been put
with the company is threefold: In the
first place, it confers the benefits cited
at the beginning of this series, namely,
discipline and uniformity Of movement.
In the second place, by pleasing the
eye with the movements, 1t not only
teaches with concrete example the
fundamentals of military precision, but
contributes an important moral ele-
ment known as esprit de corps. A
company which is in the height OF
drilling or marching together has
vastly better spirit than one which.
however well trained as individuals,
has been assembled but a short time.
The third benefit is practical or me-
chanical expression of the second. This
is teamwork"
Teamwork is so important to troops
in combat that the infantry drill regu-
lations select this athletic term in pref
erence to the whole military glossary
to explain the combination of ele-
ments required by q unit for success
full action. Teamwork is Indispensable,
and teamwork can only be learned, to
begin with, I'm close order, just as
teamwork with a football squad can be
properly learned only by signal prac-
tlce. But well-developed teamwork is
the more indispensable with deployed
units because the comparatively wide
fronts increase the difficulties of con-
troll This brings us to the considera-
ton of extended order.
Because of the increased difficulties
of control, noncommissioned officers
are given great latitude in the execu-
ton of extended order work. We have
already seen, in the article devoted to
the corporal, how that individuals i'm.
portance increased the moment the
squad was deployed in line of skirmish-
ers. The success of the whole, in fact,
In the word of the regulations, "de.
ponds largely upon how well each sub
ordinate co-ordinates his work with the
general plan"
In further illumination of this state
ment, officers and men are instructed
that at is far better to do any intelli-
gent thing consistent with the aggres-
sive execution of the general plan
than to search hesitatingly for the
Ideal. This is the true rule Of conduct
for subordinates-who are required to
act upon their own initiative"
But subordinates are Immediately
warned that independence must not be-
come license. The subordinate officer
should at all times have the general
plan of action In mind and cause his
own acts to conform thereto. The test
is for him to ask himself whether he
Is reasonably sure that his superior
In the given circumstances would issue
the Identical order. If the order he
receives is obviously based upon an
incorrect view of the situation, is i'm
possible of execution, or has become
impracticable because of changes
which have occurred since its promul-
CATION, the subordinate is compelled to
use his own judgment and take the re-
sponsibility upon himself, II he is I'M
able first to communicate the situa-
ton to his superiors.
These instructions are directed to
officers primarily, but they are rela-
| lively true of the responsibility which
devolves upon the squad or platoon
leader, and for this reason have their
places In the consideration of the COM
pany when deployed in line of Skin
mishers.