ships off their coast. I recall—many of us recall—a well-known character in the service, "Bobby," who was a synonyme for inefficiency. He is long since in his grave, where reminiscence cannot disturb him; and the Bobby can reveal him only to those who knew him as well and better than I, and not to an unsympathetic public. Well, Bobby after much indulgence had been retired from active service by that convulsive effort at re-establishment known as the Retiring Board of 1854–55, to which I am coming if ever I see daylight through this thicket of recollections that seems to close round me as I proceed, instead of getting clearer. The action of that board was afterwards extensively reviewed, and among the data brought before the reviewers was a letter from a commander, who presumably should have known better, warmly endorsing Bobby. In consequence of this, and perhaps other circumstances, Bobby was restored to an admiring service; but the Department, probably through some officer who appreciated the situation, sent him to his advocate as first lieutenant—that is, as general manager and right-hand man. The joke was somewhat grim, and grimly resented. It fell to me a little later to see the commander on a matter of duty. He received me in his cabin, his feet swathed on a chair, his hands gnarled and knotted with gout or rheumatism, from which he was a great sufferer. Business despatched, we drifted into talk, and got on the subject of Bobby. His face became distorted. "I suppose the Department thinks it has done a very funny thing in sending me him as first lieutenant; but I tell you, Mr. Mahan, every word I wrote was perfectly true. There is nothing about a ship from her hold to her trucks that Bobby don't know; but—" here fury took possession of him, and he vociferated—"put him on deck, handling men, he is the d——dest fool that ever man laid eyes on." How far his sense of injury biassed his judgments as to the acquirements of his protégé, I cannot say; but a cruise or two before I had happened to hear from eye-witnesses of Bobby's appearance in public after his restoration as first lieutenant in charge of the deck. On the occasion in question he was to exercise the whole crew at some particular manœuvre. Taking his stand on the hawse-block, he drew from his pocket a small note-book, cast upon it his eye and announced—doubtless through the trumpet—"Man the fore-royal braces!" Again a pause, and further reference. "Man the main-royal braces!" Again a pause: "Man the mizzen-royal braces—Man all the royal braces." It is quite true, however, that there may be plenty of knowledge with lack of power to apply it professionally—a fact observable in all callings, but one which examination alone will not elicit. I knew such a one who said of himself, "Before I take the trumpet I know what ought to be said and done, but with the trumpet in my hand everything goes away from me." This was doubtless partly stage-fright; but stage-fright does not last where there is real aptitude. This man, of very marked general ability, esteemed and liked by all, finally left the navy; and probably wisely. On the other hand, I remember a very excellent seaman—and officer—telling me that the poorest officer he had ever known tacked ship the best. So men differ.

Thus it happened, through the operation of a variety of causes, that by the early fifties there had accumulated on the lists of the navy, in every grade, a number of men who had been tried in the balance of professional judgment and found distinctly wanting. Not only was the public—the nation—being wronged by the continuance in positions of responsibility of men who could not meet an emergency, or even discharge common duties, but there was the further harm that they were occupying places which, if vacated, could be at once filled by capable men waiting behind them. Fortunately, this had come to constitute a body of individual grievance among the deserving, which counterbalanced the natural sympathy with the individual incompetent. The remedy adopted was drastic enough, although in fact only an application of the principle of selection in a very guarded form. Unhappily, previous neglect to apply selection through a long series of years had now occasioned conditions in which it had to be used on a huge scale, and in the most invidious manner—the selecting out of the unfit. It was therefore easy for cavillers to liken this process to a trial at law, in which unfavorable decision was a condemnation without the accused being heard; and, of course, once having received this coloring, the impression could not be removed, nor the method reconciled to a public having Anglo-Saxon traditions concerning the administration of justice. A board of fifteen was constituted—five captains, five commanders, and five lieutenants. These were then the only grades of commissioned officers, and representation from them all insured, as far as could be, an adequate acquaintance with the entire personnel of the navy. The board sat in secret, reaching its own conclusions by its own methods; deciding who were, and who were not, fit to be carried longer on the active list. Rejections were of three kinds: those wholly removed, and those retired on two different grades of pay, called "Retired," and "Furloughed." The report was accepted by the government and became operative.

This occurred a year or two before I entered the Naval School: and, as I was already expecting to do so, I read with an interest I well recall the lists of person unfavorably affected. Of course, neither then nor afterwards had I knowledge to form an independent opinion upon the merits of the cases; but as far as I could gather in the immediately succeeding years, from different officers, the general verdict was that in very few instances had injustice been done. Where I had the opportunity of verifying the mistakes cited to me, I found instead reason rather to corroborate than to impugn the action of the board; but, of course, in so large a review as it had to undertake, even a jury of fifteen experts can scarcely be expected never to err. In the navy it was a first, and doubtless somewhat crude, attempt to apply the method of selection which every business man or corporation uses in choosing employés; an arbitrary conclusion, based upon personal knowledge and observation, or upon adequate information. But in private affairs such decisions are not regarded as legal judgment, nor rejection as condemnation; and there is no appeal. The private interest of the employer is warrant that he will do the best he can for his business. This presumption does not lie in the case of public affairs, although after the most searching criticism the action of the board of fifteen might probably be quoted to prove that selection for promotion could safely be trusted at all times to similar means. I mean, that such a body would never recommend an unfit man for promotion, and in three cases out of five would choose very near the best man. But no such system can work unless a government have the courage of its findings; for private and public opinion will inevitably constitute itself a court of appeal. In Great Britain, where the principle of selection has never been abandoned, in the application the Admiralty is none the less constrained—browbeaten, I fancy, would hardly be too strong a word—by opinion outside. P. has been promoted, say the service journals; but why was A. passed over, or F., or K.? Choice is difficult, indeed, in peace times; but years sap efficiency, and for the good of the nation it is imperative to get men along while in the vigor of life, which will never be effected by the slow routine in which each second stands heir to the first. P. possibly may not be better than A. or K., but the nation will profit more, and in a matter vital to it, than if P., whose equality may