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five o'clock when he got back to his office he had a second thought that was much better, and by evening he had a third thought that was much better. He would forget entirely about what he said at two o'clock. In other words, his commitment hadn't been binding so far as he was concerned. It wasn't binding because he had a better thought - a really better thought. I think he probably is a disorderly thinker, but he has flashes of real brilliance, and his second and third thoughts were often very good.

He didn't have the diplomatic finesse of remembering that he had said at two o'clock that this was okay, and remembering that you might have gone away from that committee, made your plans, given commitments, and started things going on the basis of the agreement at two o'clock, and that what he thought of at eight o'clock in the evening might throw you out considerably. He just might forget to tell you a bout it and just pick up where he left off.

I think he always had the feeling that wherever he was he was in charge. He never took account of other people's responsibilities. I think that's pretty nearly true. That was his trouble as an adminstrator. He was thoroughly in charge of OPA in his mind and it wasn't so much that he didn't know how to delegate power, but that he forgot that he delegated, or didn't remember it. He wasn't aware of the