e that the recent innovation introduced into the new infantry
tactics by General Upton is admirable, for by it each regiment,
brigade, and division deployed, sends forward as "skirmishers" the
one man of each set of fours, to cover its own front, and these can
be recalled or reenforced at pleasure by the bugle-signal.

For flank-guards and rear-guards, one or more companies should be
detached under their own officers, instead of making up the guard
by detailing men from the several companies.

For regimental or camp guards, the details should be made according
to existing army regulations; and all the guards should be posted
early in the evening, so as to afford each sentinel or vedette a
chance to study his ground before it becomes too dark.

In like manner as to the staff. The more intimately it comes into
contact with the troops, the more useful and valuable it becomes.
The almost entire separation of the staff from the line, as now
practised by us, and hitherto by the French, has proved
mischievous, and the great retinues of staff-officers with which
some of our earlier generals began the war were simply ridiculous.
I don't believe in a chief of staff at all, and any general
commanding an army, corps, or division, that has a staff-officer
who professes to know more than his chief, is to be pitied. Each
regiment should have a competent adjutant, quartermaster, and
commissary, with two or three medical officers. Each brigade
commander should have the same staff, with the addition of a couple
of young aides-de-camp, habitually selected from the subalterns of
the brigade, who should be good riders, and intelligent enough to
give and explain the orders of their general.

The same staff will answer for a division. The general in command
of a separate army, and of a corps d'armee, should have the same
professional assistance, with two or more good engineers, and his
adjutant-general should exercise all the functions usually ascribed
to a chief of staff, viz., he should possess the ability to
comprehend the scope of operations, and to make verbally and in
writing all the orders and details necessary to carry into effect
the views of his general, as well as to keep the returns and
records of events for the information of the next higher authority,
and for history. A bulky staff implies a division of
responsibility, slowness of action, and indecision, whereas a small
staff implies activity and concentration of purpo