nowledge of human affairs, supported by
specialized knowledge of professional techniques, than any other great
responsibility. Those who get to the top have to be many-sided men,
with skill in the control and guidance of a multifarious variety of
activities. Therefore even the young specialist, who has his eyes on a
narrow track because his talents seem to lie in that direction, is
well advised to raise his sights and extend his interest to the far
horizons of the profession, even while directing the greater part of
his force to a particular field.

After all, variety is the spice of life, as well as a high road toward
perfection. Of Princeton's 1932 class, 161, or 59 percent, were in the
armed services during World War II. Questioned after the war 70
percent of the total number replied that military service was
interesting, broadening, and profitable. But the main point was that
they said in overwhelming number that its great lure was that _they
were doing something new_. They liked it because it gave them a
legitimate excuse to quit their jobs and attempt something different.
In the services, a man may give vent to this natural desire without
impairing his record, and if he is young and not at all certain what
is his favorite dish, the more he broadens his experience, the more
likely it becomes that he will sharpen his view of his own
capabilities.

The possible hard consequence of looking at service opportunity
through any one lens is epitomized in one paragraph of a
reclassification proceedings on an officer relieved during World War
II while serving as assistant division commander:

"Through no fault of his own, General Blank has never served with
troops since he was a captain during World War I. He has been
unable to keep pace with the problems of a commander on the
battlefield of today. He is unqualified for command of troops due
to lack of practical experience."

It is hard to imagine a more dismal ending for a career than that of
the man who aspires to rank, without having any honest concept of its
proportionate moral responsibilities, particularly when the lives of
others are at stake.

So when we say that "career planning" is a springboard to personal
success within the military establishment, it is not with the narrow
meaning that any officer should proceed to limit his field of
interest, decide quickly and arbitrarily where he will put his plow
and run his furrow, and then sit dow