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We had a custom if the Department of Dabor of having about once a month - it wasn't perfectly regular, but about once a month - a luncheon of what we called the executive staff, which meant not only the heads of bureaus and divisions, but their principal operators. There would be about sixty or seventy people. There was a private dining room that would just hold that number. We had that once a month, or once in six weeks. It usually coincided with some situation where a person, either a member of the Department, or a member of some other department working closely with us, had just had some new experience, made a new report, had some new knowledge of an unknown field, or sometimes we'd have a visiting person who was visiting from another country, or visiting from one of the states. I would ask that person to speak at this luncheon, for perhaps fifteen minutes, and then there would be a kind of general conversation about it. We had done that rather regularly for a year or so. It was pleasant. It developed acquaintanceships between the members of the Department who didn't always work together, because they worked on very separate projects. It developed a kind of espirt de corps, pride in the Department, which was what I was trying to build up, of course - a willingness