times it was great -- the fault was mine alone. No principal
executive can be expected to divine issues that are not presented.
Clairvoyance is no proper attribute of a leader.

Some of the things for which I should have fought and did not
seemed at the time not worth a quarrel. Others were and I knew
they were. I shall call attention to each such incident in this
narrative.

On five several occasions I felt that I should resign from NRA
and on four I tried to do so. Toward the end my personal affairs
were in such state that I had to do so. All this resides in black
and white on the face of the record so that my leaving or not
leaving NRI is no part of this argument. I had to leave.

Nor is the outward form of reorganization any part of the
argument because that form is almost exactly as I had planned
it.

The whole difference of opinion is that I believed that what
NRA required was adherence to its principles and reorganiza-
tion only for the purpose of passing from the phase of Code
making to the phase of Code administration and I did want to
stay long enough to see that change complete. The idea that
pervailed was not a change from phase to phase but a paralysis
of NRA with an apparent attempt to make a new one.

On this I had no chance to make an issue as shall be related
in Chapter XXIX.

I did not realize all this when I laid down my charge. I
thought the reorganization was to proceed on developed prin-
ciples. I was even a little enthusiastic about it. It has only re-
cently become clear that such is not the case. It is for this reason
the latter part of this book had to be recast in fighting chapters
instead of just remaining a narrative philosophy.

-xii-