for operating and I did nothing. The same with therapy, and the same thing with nuclear medicine. I had my ownlab for radiation biology. So I considered myself a rental agent, unlike most directors of laboratories, who operate quite differently. The thing I was most interested in going to Harvard -well, there were two things. First, you must understand that the Harvard Medical School has a numberof hospitals in its community, so to speak, where the heads of department, say radiology or medicine or whatever, are all members of the Harvard faculty. So the Harvard Department,of lets say Radiology, consists of the members of radiology of the Massachusetts General, the Beth Israel hospital, the Brigham so forth. Soit's a large establishment. In the case of radiation therapy, there were these five or six units andall of them were included under the rubric of Department of Radiology. There were not separate departments of radiation therapy and of diagnostic radiology. [tape ended; end oftape1, side 1] KOHN: Furthermoreall the units were acting independently. Now, to judge the results of treatment by radiation therapy, requires thestatistical analysis of large numbersof patients, and none of these institutions had a large enough, in my opinion, a large enough population of radiation therapy patients to make such investigations valid. And what I wanted to do, in going to Harvard, wasto establish a department of radiation therapy which would transcend the individual hospital. All would be part of a single department which had one head and would act in concert. And I wanted to call it the Conjoint Center for Radiation Therapy. The treatment of the patients could be in the various hospitals, there's no problem aboutthat. It wasthe coordination of the results. When I started this movement I think Harvard had maybealtogether, I don't know, perhaps four hundred patients a L5