HP 
 
 8057 
 
 Y6 
 1920 
 
 UC-NRLF 
 
 B 3 lib 173 
 

 SUMMARY 
 
 OF THE 
 
 INDUSTRIAL CONFKPxENCE 
 
 ON 
 
 "HUMAN RELATIONS IN INDUSTRY 
 
 THK "OOOI) \^il.l. AM) SQLARK DEAL CONFERENCK" 
 
 INDKR THE AlSriCES OK 
 
 THE INDUSTRIAL DKPARTMKNT 
 
 OF THE 
 
 YOUNG MEN'S CHRISTIAN ASSOCIATION 
 
 S1L\ KR BAY, LAKE GEORC;i:, N. V 
 
 AUGUST 27-29, 1920 
 
INDEX 
 
 PAGi: 
 
 iiin'oductio ........ 
 
 Proprani .......... 
 
 The InditL.uual World Situation. Fred B. Smith . ■ . . i 
 
 The Coming American and the Resident Alien. Allen T. Burns . 
 
 ^•'"Cussion : 
 
 D;. Peter Roberts ... . • . . • 
 
 R6P°r W' ,. -Mir] others ...... 
 
 Mutual Reiau v., is ,-.,.. ,t„oi.iy. L. P. Alford ..... 
 Discussion : 
 
 E H. Betts 
 
 F. J. KingGbi.ry . . . . . . . " . 'i- 
 
 R. H. Booth and others . . . . . . . 2 
 
 The Engineer. Sai*! A. Lewisohn ...... 2'. 
 
 Experiences with a Cooperative Committee. S. H. Libb}^ . . 3 
 
 Constructive Adjustment of Industrial Relations. John Leitch 3( 
 
 Discussion . . . . . . . - . . 4(;: 
 
 ^ ,. . . ^ J i R. B. \^'olf ... . . 4';: 
 
 Kelife'iori in Industry. -,' - 
 
 • r S. W. Grafflin . . . , 4 i: 
 
 The Foreman. John Calder .,.-... 4! 
 
 Fundamentals of Prosperity. Roger W Eabson . oil. 
 
 ''Corr-rnents" on the Conference . . . . . G: 
 
r ^' 
 
 i 
 
 
 -^ 
 
 3: 
 
 Cr^c^-.1, -V - CL^t^.-^\Z^ . ^^ '■ - -" "-^u^w 
 
 SUMMARY OF THE INDUSTRIAL CONFERENCE 
 ON "HUMAN RELATIONS IN INDUSTRY" 
 
 THE CONFERENCE OPENED AT 3:00 ON FRIDAY, AUGUST" --T AND 
 CLOSED AT 9:00 ON SUNDAY NIGHT, AUGUST 29 
 
 THE PURPOSE 
 
 The greatest problems of the day are industrial. The most important 
 factor in industry is the human factor. Men dealing with the human 
 factor have been anxious to get together, exchange experiences, and dis- 
 cuss these matters of vital interest with experts from various fields. The 
 Silver Bay Industrial Conference, characterized as the "Good Will and 
 Square Deal Conference," presented an ideal opportunity. 
 
 AMONG THOSE ATTENDING 
 
 More than 600 intensely interested men and women. 
 
 Two hundred and fifty of these were representatives from the follow- 
 ing industries : lumber, iron and steel, mining, paper and pulp, silk, tex- 
 tile, shoes, tire and rubber, electric, hosiery, chemical, sugar, ink, shirts 
 and collars, automobile, and stoves. Of this number 12% were presi- 
 dents, vice presidents and general managers ; 24% were superintendents 
 and department managers; 64% foremen, personnel managers and other 
 representatives of industry. 
 
 Two hundred and twenty-five secretaries of the Young Men's Christian 
 Association in the field of industry. 
 
 One hundred and fifty others, including ministers, editors, lawyers, etc. 
 
 THE COMMITTEE 
 
 The conference was held under the auspices of the following Com- 
 mittee : 
 
 S. J. Carpenter, Lumber Manufacturer. 
 
 Sidney Blumenthal, President, Sidney Blumenthal & Company, Inc. 
 
 J. Parke Channing, Vice President, Miami Copper Company. 
 
Geo. E. Emnio«s.,/y-i'c<2;FreS'!deat, General Electric Company. 
 Louis S. ' Foulkes, 'Secretary, Rochester Stamping Company. 
 
 E. Kent Hubbard, President, Manufacturers' Association of Conn. 
 
 F. J. Kingsbury, President, Bridgeport Brass Company. 
 J. E. Otterson, President, Winchester Repeating Arms Company. 
 Sam A. Lewisohn, Adolph Lewisohn & Sons. 
 L. M. Tyler, Vice President, The Acme Wire Company. 
 W. H. Woodin, President, American Car & Foundry Company. 
 A Committee of Y. M. C. A. Secretaries cooperating. 
 
 FEATURES 
 
 Members of the Committee who were in attendance acted as chairmen 
 of the various sessions. 
 
 Charles R. Towson, Secretary, Industrial Department, International 
 Committee, Young Men's Christian Association, presided at the dis- 
 cussions. 
 
 Questions and discussions were given special emphasis and were en-i 
 tered into with enthusiasm. 
 
 Mass singing under the leadership of M. J. Brines of Boston enlivened 
 each meeting. The American Industries Quartet was present throughout 
 the Conference and made a large contribution, receiving hearty applause 
 at each appearance. 
 
 The play feature found full expression in mass activities, tennis, swim- 
 ming, baseball, launch trips, hikes, horseback riding and many other 
 forms of outdoor sport. 
 
 The Saturday afternoon visit to Fort Ticonderoga was a memorable 
 one. Over one hundred of the conference delegates were the guests at 
 tea of Mr. and Mrs. Pell, the owners of the historic old fort. 
 
 The "Art Gallery" of general and local industrial exhibits, and the 
 thrift exhibit, attracted much attention. 
 
 The adequate supply of literature, for free distribution and for refer- i 
 ence, supplemented the subject matter of addresses and discussions. 
 
 The latest improved motion picture machines showed methods of teach- 
 ing English to foreigners, various forms of safety and welfare work and 
 many industrial processes of interest to employers and employes. 
 
 Special sleepers were provided for return to New York. 
 
 The marked interest on the part of the delegates found enthusiastic 
 expression in the hope that such a conference will be called about the 
 same time next year. 
 
 The Conference opened at 3 :00 on Friday, August 27, and closed at 
 9 :00 on Sunday night, August 39. 
 
 2 
 
THIS SUMMARY 
 
 The lack of space does not admit of the presentation of the whole pro- 
 ceedings of the Conference. For this reason the Committee has taken 
 the liberty to give the main points from some of the addresses, believing 
 that the material here presented will be more generally and more care- 
 fully read than would be the case with a larger report. 
 
 THE PROGRAM 
 
 FRIDAY, AUGUST 27 
 
 3:00 P.:M. Opening Session — S. J. Carpenter, Lumber Manufacturer, 
 Presiding. 
 
 "The Industrial World Situation." 
 Fred B. Smith, Assistant to the President, H. B. Johns-Manville 
 Company. 
 
 7:30 P.M. Evening Session — Geo. E. Emmons, Vice President, General 
 Electric Company, Presiding. 
 "The Coming American and the Resident Alien." 
 
 Allen T. Burns, Director of Study of Americanization Methods, 
 Carnegie Foundation. 
 
 Discussion. 
 
 Dr. Peter Roberts, International Committee, Y. M. C. A. 
 
 Roger W. Straus, Assistant to the President, American Smelting & 
 
 Refining Company 
 And others. 
 
 SATURDAY, AUGUST 28 
 
 9:00 A.M. Morning Session — F. J. Kingsbury, President, Bridgeport 
 Brass Company, Presiding. 
 
 "Mutual Relations in Industry." 
 
 L. P. Alford, Editor, Industrial Management. 
 
 Discussion. 
 
 E. H. Betts, President, Earl & Wilson Company 
 
 F. J. Kingsbury, President, Bridgeport Brass Company 
 R. H. Booth, Bridgeport Brass Company 
 
 And others. 
 
 Afternoon. 
 
 Recreation and Trip to Fort Ticonderoga, 
 
 3 
 
7 :30 P.M. Evening Session — J. Parke Channing, Vice President, Miami 
 Copper Company, Presiding. 
 
 "The Engineer." 
 
 Sam A. Lewisohn, Adolph Lewisohn & Sons. 
 "Experiences with a Cooperative Committee." 
 
 S. H. Libby, Managing Engineer, Sprague Electric Works 
 
 And others. 
 
 "Constructive Adjustment of Industrial Relations." 
 John Leitch, President, The John Leitch Company. 
 
 SUNDAY, AUGUST 29 
 9:00 A.M. Morning Session and Discussion — Charles R. Towson. In- 
 dustrial Department, Y. M. C. A., New York City, Presiding. 
 
 10 :00 A.M. Special Service. 
 "Religion in Industry." 
 
 R. B. Wolf, Consulting Industrial Engineer. 
 
 S. W. Grafflin. Religious Work Director. West Side Y. ^I. C. A., 
 
 New York. 
 Dr. Byron C. Piatt and the American Industries Quartet. 
 
 2 :00 P.M. Afternoon Session — J. Parke Channing, Vice President, 
 Miami Copper Company, Presiding. 
 "The Foreman." 
 
 John Calder, Alanager of Industrial Relations. Swift & Company. 
 
 2 :45 P.M. Round Table Conferences. 
 
 1. "The ^Management — Some of the Problems of the President, Treas- 
 urer and Manager." — J. E. Nute, Presiding. 
 
 2. "The Foreman— The Man Next to the Men."— R. B. Wolf, Pre- 
 
 siding. 
 
 3. "Personnel Management — Employment, Service and Industrial Re- 
 
 lations Problems." — E. H. Betts, Presiding. 
 
 4. "The Coming American — The Foreign-Born W^orker." — J. Parke 
 
 Channing, Presiding. 
 
 5. "The *Y' in Industry — Practical Experience of Managers and 
 
 Shopmen." — S. J. Carpenter, Presiding. 
 
 7 :30 P.M. Closing Session — S. J. Carpenter, Lumber Alanufacturer, 
 Presiding. 
 
 Arthur Morey, General Manager, Commonwealth Steel Company. 
 "Fundamentals of Prosperity." 
 
 Roger W. Babson, President, The Babson Statistical Bureau. 
 
 4 
 
OPENING SESSION, FRIDAY, AUGUST 27, 1920, 3:00 P.M. 
 S. J. Carpenter, Lumber IManiifacturer, Presiding. 
 
 The Conference was formally opened by Mr. S. J. Carpenter, who, 
 speaking for the Committee in charge of the Conference, welcomed the 
 delegates and introduced the speaker of the afternoon, Mr. Fred B. Smith. 
 
 "The Industrial World Situation" — Fred B. Smith, Assistant to the 
 President, H. B. Johns-Manville Company, New York City: 
 
 Mr. Chairman and Gentlemen : I count it a real privilege to be here 
 and to participate in this very significant conference. I am not at all sure 
 that I shall be able to make any very great contribution to the Conference, 
 but I am sure that it will be one of rare profit to me personally. And I 
 would not feel that I had been just to myself or just to you, if I did not 
 state, in terms which cannot possibly be misunderstood, the fact that I do 
 not profess to be an expert upon the industrial question. But I do know 
 that we are called here today in conference upon the most difficult problem 
 which confronts, not only the American people, but the whole civilized 
 world. 
 
 The industrial problem is THE problem; standing right in the middle 
 of the road of the ivorld's progress and demanding solution. Anywhere 
 you turn your eye you are confronted with this fact ; and I may say that, 
 while a good deal has been done by way of experimentation and investi- 
 gation, I think we are nevertheless compelled to admit that we have not 
 gotten very far. 
 
 Life is growing more intense. The great geographical frontiers are 
 closing in, and with every passing year now life becomes more intense, 
 and with that intensifying there is a corresponding strain on industrialism. 
 And, I may add further, a solution must be found better than anything 
 yet discovered or else we may as well prepare for an explosion. That ex- 
 plosion has taken place in Russia ; it has taken place in Italy ; it has taken 
 place in Germany ; and they are on the verge of it on the British Isles and 
 in France. And in some form or other, modified though it may be, and 
 yet with similar manifestations, the same warnings are being given to us 
 in the United States. 
 
 There are two extreme views being brought constantly to our attention. 
 One is represented by what may be termed the red radical in the labor 
 world, who is saying that the only hope is for violent revolution, destruc- 
 tion of life and property. The other extreme may be classified as the 
 ultraconservative, standpat man of privilege who refuses to yield an 
 inch, but who says the fight has to come, he is ready, bring it on! Of 
 these two, little that is encouraging can be expected, and it seems to me 
 
 5 
 
this conference represents an earnest of a better day, in that we have met 
 here, not with our minds rigidly fixed, hut seriously and sincerely asking 
 what the next step is to he, 
 
 I do not wish to be indifferent to those efforts which have been made 
 and are being made, but I am going to pass most of these as being already- 
 pretty thoroughly accepted. I am sure every delegate in this conference 
 believes in every form of welfare work which makes for the betterment 
 of living and working conditions in the industrial realm. I believe every 
 delegate in this conference must be practically convinced that a new form 
 of democracy in control of industry is here to remain. I am sure every 
 delegate here is an apostle of the ideals of partnership between labor and 
 capital rather than the old doctrine of enmity and competition. But I am 
 bound to say that all these and others that might be named, splendid as 
 they are, will never solve the problem unless we get back behind the scenes 
 and deal with the sources of a lot of our trouble, and in this I wish to 
 name just three. 
 
 First of all, I have been long convinced that the solution of the vexed 
 question of industrialism, will never he zuhat we desire until our entire 
 educational processes are modified. I must protect myself here by saying 
 that I believe this country of ours has produced the best relations that are 
 knozvn in the history of the world betzvecn capital and labor. I also be- 
 lieve our public school system is the best known, and when I speak of 
 educational processes I do not mean schools alone. I mean all of those 
 forces which have to do with making public opinion, and by that standard 
 I am compelled to say that somezvhere zve have failed and failed furiously. 
 The finished product is urrong; the finished product as we have it today 
 only promises more trouble and yet more trouble in the future. 
 
 We are producing the idea that success in life is to acquire a lot of 
 money, and that when money is acquired the man who wins it has a right 
 to do about anything he wants to with it. Here is an illustration. I met 
 a man recently who had made a lot of "quick" money. He bought up ten 
 miles of water front of the most beautiful beach on the Atlantic Coast. 
 Then he put a fifteen-foot barbed wire fence around it with no gates and 
 went to Europe to spend two years. When I asked him why he did this 
 his reply was, "The wheels turned right with me and I may want that for 
 a playground when I get back." Within a twenty cent carfare ride, eight 
 million people are crowded in, hungry for the open air, the woods and a 
 look at the sea. That man evidently believes it is perfectly right for him 
 to fence off that ten miles and keep it for a possible playground for him- 
 self in the future, without any regard to his responsibility to folks. I 
 think I would rather have Emma Goldman for my next door neighbor 
 than a man of that kind, and I would feel quite certain that she would 
 
 6 
 
produce less of Bolshevism than that man who is without any conception 
 of his social obligation. 
 
 I met another man recently who asked me what it cost to send my 
 daughter to college for a year. I gave him approximately the figure and 
 then, with perfect surprise, he said, "Why, it cost me nearly $16,000 to 
 outfit my daughter to go." Here again is an illustration of a man who 
 had made a lot of money, and who felt that he had a perfect right to 
 spend it in that way. Now the educational processes have got to be 
 changed way back at their source if we are to get rid of that conception 
 of private ownership. Dr. Mackenzie King, in his wonderful book upon 
 Industrialism says, "The hour has come when there is no justification for 
 private ownership of property outside of social service for the welfare of 
 the community." Either we must get a new conception of the sacredness 
 of private ownership, or else get ready for state control and ownership. 
 
 In the second place, / am persuaded that zve have got to have a reorgan- 
 isation in the zvhole spirit of our legislative processes. In a growing 
 democracy we become increasingly dependent upon legislative functions, 
 and as the years pass now the legislative hall will admit as germane 
 topics which were never found there ten, fifteen and twenty-five years 
 ago. Legislative control will enter into the realm that a few years ago 
 was thought to be purely domestic, to say nothing of entering the com- 
 munity. And therefore it becomes of ever growing significance that the 
 spirit behind legislation shall be pure. I cannot help but say that observa- 
 tion now brings rather a pessimistic thought of the condition of our coun- 
 try at this time. 
 
 Our great political parties seem, at least upon the surface, to be doing 
 their very best to camouflage upon fundamental, moral and spiritual ques- 
 tions. Take as an illustration the attitude of both the great parties upon 
 the integrity of the Eighteenth Amendment and the Volstead Act. To all 
 evident purposes they would ignore this question, and throw dust in the 
 air upon other less important problems upon which there is not very much 
 difference of political opinion. We are in a bad fix with the kind of a 
 political system that is going stale, worn out by the want of idealism and 
 moral fervor. And this in a new democracy ! // we are to meet the strain 
 of industrialism zve need a nczv conception of the sacredness of the legisla- 
 tive function. 
 
 If we are to have a low standard of legislative power then I would a 
 great deal rather go back to the old days of autocracy, for in an era of 
 autocracy there is at least a gambler's chance to get, once in a while, a 
 decent autocrat. But once you have lowered the standards of legislative 
 power in an era of strong democracy, you have no chance at all for prob- 
 lems such as those confronting the industrial world. Here then we come 
 
to a field vast enough to command the greatest leadership of the nation if 
 we are to get the right solution. 
 
 In the third place, however, and with all the strength I can command, 
 I wish to say that I believe, finally, eventually and everlastingly, that the 
 solution of this problem involves the infusion of the right kind of religion 
 into it. When I say that, perhaps it is well to pause a moment and ask 
 whether there is such a thing as the wrong kind of religion. I think the 
 answer is, yes, there is stich a possibility. Russia had religion, but it 
 failed absolutely to touch this question, and Bolshevism is the result. 
 Germany had religion, but it never seemed to touch the German con- 
 science at this point, and the World War zvas the result. I once visited 
 a country where I was told ninety-nine per cent of all the people were 
 members of a Christian church, but in all my experience I do not remem- 
 ber anything more terrible than the condition of the poor, or the general 
 morals of all the people. So, by this and other illustrations which could be 
 added, it becomes quite apparent that there is such a thing as the wrong 
 kind of religion. 
 
 Passing that for a moment, however, / want to call your attention, gen- 
 tlemen, to three or four facts zvhich m,ake me certain that religion is the 
 last answer. First, among these, I would ask you to think of this truth : 
 religion leads men everyzvhere to think of a spiritual interpretation of life. 
 What is it after all that is causing this bitterness in the industrial world ? 
 What is it that leads one man to feel that the only way he can get his 
 rights in the world is to go out and do violence to life and property? 
 What is it, on the other hand, that leads another man to feel that all he 
 has to do is to get by with his own profit sheet? Is it not just a picture 
 of the intense materialism of the hour in which we live? Is it not there- 
 fore a fact that somewhere into this mooted question there must be 
 brought the influence of religion, which alone lifts men out of that mate- 
 rialistic conception of life, and leads them to interpret things upon a spir- 
 itual basis ? 
 
 In the second place I should like to have you remember that it is reli- 
 gion and religion alone zvhich really, truly knozvs the language of brother- 
 hood. Warren Stone, that great chairman of a great brotherhood, said 
 the other day, "I zvould like once in my life to join some group of men 
 who are organised for a real brotherhood." This was but another way of 
 saying that thus far in the history of the world we have not succeeded 
 very well in knowing what brotherhood actually means, and I am bold 
 enough to say today that we never will know that until we have learned by 
 the language of religion. 
 
 I wish also to ask you to remember in the third place that religion helps 
 men to take a very long view of life. No man has a right to tackle this 
 
 8 
 
industrial question ivhosc capacity is not great enough to think in genera- 
 tions. Restless, undue haste will set this cause back rather than forward. 
 Religion leads men to reckon with cooperation, and gives them patience 
 to wait the working out of the principles of God. 
 
 In conclusion, however, I wish to add a word concerning this right kind 
 of religion, and I think I would put first that the religion that is going to 
 help most in tJiis must primarily be a religion of positive, unadulterated 
 sincerity. It must not be a religion that a group of capitalists underwrite 
 with a kind of expectation that it will have a quieting effect on their em- 
 ployes and let them reap unfair profits. On the other hand it must not 
 be an agitated type of religion which plays upon the emotions of men for 
 the sake of currying favor with the street mob. It must be absolutely 
 sincere. But I want to say again that it must he a religion based essentially 
 upon service to humanity. Not petty differences of theological belief does 
 the industrially strained world inquire for; not old traditions or past 
 promises. This problem you and I face today is asking for a religion 
 which conserves the needs of needy folks; a religion which is anxious 
 that children shall be zvell fed; a religion zvhich is anxious that children 
 shall be well clothed and housed; a religion which demands that every 
 man born in the image of God shall have a fair shozv for his life here as 
 well as in that zvhich is to be. 
 
 Ladies and gentlemen, in conclusion let me congratulate every one of 
 you who sincerely and earnestly is engaged in undertaking to solve this 
 problem. It is worth the best there is in your life and the best there is in 
 my life. 
 
 EVENING SESSION, 7:30 P.M. 
 Geo. E. Emmons, Vice President, General Electric Company, Presiding. 
 
 "The Coming American and the Resident Alien" — Allen T. Burns, 
 Director of Study of Americanization Methods, Carnegie Founda- 
 tion : 
 
 Fellow Americans, and fellow citizens ! In these days of changes it 
 would be rash for a speaker to talk about anything that is coming, whether 
 it is the Coming America or not. I believe so much in the past America 
 that I believe that we can do no better, in working for the coming Amer- 
 ica, than to understand very fully what the America of the past has been. 
 We will then surely build a suitable coming America. 
 
 What is the genius of America, out of which must come whatever we 
 may wish the future America to be? The spirit of the past America is 
 the spirit of the immigrant. The immigrant spirit today is essentially the 
 same as that three hundred years ago, for it takes a certain kind of effort 
 to he an immigrant , no less today than originally. The iinrnigrant needs 
 
 9 
 
self-assertion, self-determination to come to this country. We do not 
 need to have much imagination to realise zvhat it means to break home ties 
 and travel to a soil three thousand miles distant, for those early immi- 
 grants, and present immigrants, are made out of that sort of stuff. They 
 are people who are determined to be masters of their ozvii fate. Only 
 such can fully face the hardships they are facing to become Americans. 
 
 So the people who come to America at all times have been people who 
 have been unusually self-reliant; who have been moved by the spirit of 
 self-dependence, for the securing of whatever they may hope to secure 
 of the good things of life. America has become what she has become be- 
 cause of this unusual spirit of individuality and self-reliance. We see 
 this in a good many fields of life. Our employers pay the highest wages 
 in the world because our workmen can turn out much more than men of 
 any other countries. That spirit of independence, of responsibility, and 
 of self-reliance, has been making of the workmen of America a great 
 factor in competition. 
 
 The problem of coming America is the problem of how that intensive 
 individualism of ours is to be transposed into group action. Education 
 is needed that will teach us, as life becomes more and more complex, just 
 what individual rights we are to surrender ; how we are to realize our- 
 selves more fully in the joint action of the group that has come into being. 
 I doubt very much if the time is coming soon when our children's food 
 and clothes will be prescribed by law. America will be the last country in 
 the world to permit that sort of thing to take place because of that intense ' 
 self-reliance. But the thing Mr. Smith is driving at is the most signifi- 
 cant and important change that is taking place today — that increasing 
 complexity of life and the methods of coping with it. We are going to 
 have to take care of more and more things jointly, instead of separately 
 and individually. The problem of America is hozv our individualism can 
 be so transformed, by the spirit of cooperation and brotherlincss, that, 
 where our interests are in common, we can unite in common effort. 
 
 I might spend the evening in discussing how Americans are going to 
 express this same old fundamental spirit of self-reliance, self-expression 
 and self-direction, in the new form of united eflfort. If we stop to think 
 about some of the things already mentioned in connection with our politi- 
 cal campaigns, we will realize that this resident alien, in some directions, ' 
 has become much more capable of making himself heard than we native j 
 born seem to be able to do. Considering this inarticulateness of ours it | 
 is not strange that people who can hold together as do the Irish, should 
 get into our politics, or that those who have the solidarity of the Poles 
 should have their problems discussed, much more than some of the prob- 
 lems pressing in America. The question we are all asking today in con- 
 
 10 
 
ncction with our industrial unrest, and our political confusion, is the ques- 
 tion zvhether the resident alien can he made an intelligent factor in the 
 solving of our common problems. If the resident alien is to be a construc- 
 tive factor in the coming America, then he must become able to take an 
 intelligent and effective part in the solution of these common problems. 
 Is that possible ? Let me call to your attention a few instances that seem 
 to me to throw some light upon the question. 
 
 I went to a town in ]\Iassachusetts where there was a colony of Finns, 
 and saw how that group had worked out their problems, which are com- 
 mon to other American communities. Realizing that they could never 
 solve these problems as individuals, they formed themselves into groups, 
 organized recreational centers, and provided their musical and theatrical 
 entertainments under professional direction. They were the first group in 
 that town, that we knew of . to begin providing facilities for themselves to 
 learn English and civics. They gave it up only when the Y. M. C. A. went 
 them one better. They had a vacation farm for a week-end rest. They 
 had built the first community gymnasium, which also antedated the Y. M. 
 C. A. In this same building is the meeting place of all the labor organiza- 
 tions of the town. They established a chain of stores, operated on the 
 English cooperative basis of the profits being divided among the custom- 
 ers in proportion to the purchases. The stores developed into the best 
 stores in the city. They added a milk route, bakery and restaurant, and 
 they were solving their economic problems. I wondered what difference 
 it had made in their feeling towards America, so I asked the manager. 
 He said that it had interested thousands of Finns in their organization; 
 that their leisure was not now given to talking revolution, but that their 
 time was spent in zvorking out their immediate problems. Because these 
 men had learned, by actual experience in collective democratic action, to 
 solve their pressing problems, the desire for revolution has died out, and 
 democracy is real and practical to them. So that, in their group at least, 
 there appears to be the possibility of transmitting or transforming this 
 tremendous self-assertion of the immigrant in America into the group 
 action necessary to meet our common problems. The more I go among 
 immigrants the more I find the immigrant realizes that his resources with- 
 out those of the native are insufficient, but he also realizes equally well 
 that in the full solution he must be a partner on an equal footing. 
 
 Recently I had a call from the head of the Ukrainian Social Settlement 
 which had erected a building at a cost of $75,000. They had reached the 
 limit of their wisdom and wanted some advice. I replied, "It is strange 
 that you come to me ; why don't you go to the Settlement Federation ?" 
 The answer was, "Because they don't cooperate with us on an equal 
 footing." 
 
 11 
 
At an Italian picnic in Chicago, held July fourth of last year, 132 socie- 
 ties met for the purpose of establishing a federation. Many of their 
 problems of hygiene and financial relief had become too big to handle as 
 separate units, so they formed a union for mutual support and strength. 
 But in addition one Italian said : "I have seen them in Chicago organizing 
 health campaigns, and we notice that they make their plans for these cam- 
 paigns and proceed to put them over without consulting those for whose 
 benefit they are intended. Perhaps if we form a federation we shall 
 appear important enough to be taken into partnership." 
 
 Polish immigrants invaded one of the old historic towns in New Eng- 
 land. They came in and unsettled the life and morale of that town. The 
 American spirit came to the rescue. There were only a Congregational 
 and a Catholic Church and together they ran the town. It was proposed 
 that the Poles build a Catholic church, assisted by the whole community. 
 That church began to he an equal pozver zvith the other churches in town 
 affairs and that tozcn has outstripped other tozvns and villages in commu- 
 nity progress because they found some zi'ay of taking Poles in as equal 
 partners. 
 
 At the end of the first Liberty Loan a German-American v/ent to the 
 Treasury Department and said, "You are not getting returns from the 
 immigrant population. They do not respond to this individual method, 
 but if you will take the foreign societies and make them active partners, 
 you will be surprised at results." The recommendation of this German- 
 xA-merican was put into efifect, and that man was put at the head of the 
 Foreign Language Division. The census tells us that thirty-three per cent 
 of our total population zvere born abroad, or have parents zvho zvere born 
 abroad. The returns of all the succeeding liberty loans shozved that forty 
 to fifty per cent of all the subscribers came from the Foreign Language 
 Division. Cooperation must permeate that intensive individual enterprise 
 of the new America, if America is to do its part in bringing brotherliness 
 and democracy to the world. 
 
 Discussion. 
 
 Dr. Peter Roberts, International Committee, Y. M. C. A., New York 
 City: 
 
 I heartily endorse all Mr. Burns has said as to assimilation of the for- ' 
 eign born in the United States. I believe in the analysis he gives of the 
 development of America. I would add to that the fact of national crys- 
 tallization. Whenever a people colonizes a new country, they are acted 
 upon by new forces, such as new physical conditions, new neighbors, new 
 lines of development and new institutions to fit new social and industrial 
 
 12 
 
problems. This crystallization has taken place in America, and there is a 
 distinct American spirit, a distinct American type of civilization. IVhat 
 we ask the immigrant of today to do is to fall in line with this democracy 
 as evolved in America. Those zvho come into the country now have some- 
 thing to contribute and much to learn. It is a process of giving and tak- 
 ing. The immigrant zvho cannot do this ivill not be assimilated. 
 
 Every one of us has three windows at which we may stand : the window 
 facing the past, the window facing the present, and the window facing the 
 future. Every one of us, especially as we grow older, delights to stand 
 at the window facing the past and look back to the days of our childhood. 
 We see the fields in which we played ; the church in which we worshiped. 
 We remember the evenings when our father told us of the nation's life 
 and the heroes of our people. We recall the days our mother taught us 
 to sing the songs of our people. We remember the national history, the 
 epochs of the life of our people, and we know its philosophy, its poets, 
 its singers. We all stand before that window and look into the past, and 
 it gives us much joy. Every foreigner who comes to the United States 
 does the same. You will never be able to take him away from that win- 
 dow. No true American is anxious to have him forget the past. Let him 
 sing his songs; let him remember his heroes, his philosophy, his childhood 
 days, — we all love to do it, and we will let the foreigner do so. 
 
 There is another window, — that which faces the present. Some immi- 
 grants come to the United States and persist in standing at the window 
 of the past. That is where they make a mistake. They cling to their own 
 institutions, use only their mother tongue, never depart from the customs 
 or the philosophy of their fathers, sing their own songs and have no de- 
 light in any others. That is wrong. I want the foreigner to come to the 
 window that faces the present. This country to which he has come has 
 a claim upon his mind as zvcll as on his body. When a group of immi- 
 grants insist upon talking their ozvn language and zvill not learn English; 
 zvhcn they have no sympathy zvith America and only use the country to 
 get the means of subsistence and enrich their possessions in the old coun- 
 try, I do not think they are doing right by America. The immigrant is 
 very keen for his economic interests. He looks after that. I would have 
 him go further. He should study something about the history and insti- 
 tutions of this country, the spirit of the nation and that crystallization 
 which has taken place in national life. The immigrant himself must do 
 this. He must look into American institutions, understand the men zvho 
 made America, know what American democracy means, and what forces 
 have been at work to make this great nation of ours. That is what I be- 
 lieve the immigrant, standing at the window facing the present, should do. 
 
 The Dutch of Pennsylvania have stood at the window of the past to 
 
 13 
 
their own loss. They are a splendid people, but they have not been assim- 
 ilated. I do not think it is good for any people to live here in America 
 and think in terms of their own people's interests in the Old World. The 
 French Canadians have done that too long. They have been here for two 
 centuries and the majority of them have not been assimilated. There are 
 some foreigners in the United States tvho believe they can raise another 
 flag than the Stars and Stripes. We want to serve notice on them that 
 they had better not try it. It ivas tried once and it failed. The vast 
 majority of foreigners are kindly disposed to America, and I wish it were 
 possible to tell all of them : "Gentlemen, there is an American history 
 and there are American heroes. This Government of ours is not an 
 accident ; it has back of it divine providence. We want you gentlemen to 
 participate with us and find out what this America stands for." That is 
 the window we want every immigrant to stand at. 
 
 The third window is that facing the future. I want every immigrant 
 to stand at this, for it concerns him more than any other group in the 
 United States, because of the large families they have. For every two 
 children born to a mother of native parentage, five are born to the foreign 
 born. The future of America and the welfare of the children of the for- 
 eign born are inseparably involved, and I would that every immigrant 
 should stand at this window and penetrate into the future. 
 
 When men grow old they like to stand at the window of the future and 
 see how things in the mist take shape. We all feel like Moses — we want 
 to climb up i\It. Nebo ; we want to look forward into the America that is 
 to come. This nation has had its trials, but the trials of the United States 
 in the past are as nothing compared with what is to come. The con- 
 flicts of the past will seem petty when compared with those to come. We 
 hope for days of peace, but we are far from reaching the stage when there 
 will be no more wars. The art of war must still be practiced, and the 
 equipment of armies must not grow rusty. 
 
 The future I want the foreigner to consider is that in which he and his 
 children shall do all they can to make the nation strong and right, for "the 
 people that do know their God shall be strong and do exploits." I have 
 children growing up and I try to turn their faces to the future. I try to 
 tell them that there are big problems coming and that I want them to stand 
 on the side of truth and light and God in coming days. I wish the same 
 message were carried to every foreign-speaking colony in the land, to 
 every boy and girl of foreign parentage in the country. The result of 
 coming conflicts ztnll depend more upon the manhood and womanhood of 
 America than upon the amount of gold we have. It will depend upon 
 their faith and their confidence in the right more than on the product of 
 our mills and mines, factories and shops. If America has sons and 
 
 14 
 
daughters who^are sound in mind and body, God-fearing and brave for 
 the right, I know she will need fear no foe. If, however, they are want- 
 ing, then the future is ominous, clouds and darkness will come upon the 
 people, and the ways of peace and prosperity will be changed to paths 
 filled with thorns and briers. 
 
 Roger W. Straus, Assistant to the President, American Smelting & 
 Refining Company : 
 
 The first speaker, Mr. Burns, has very clearly outlined the cooperative 
 spirit necessary between the native born and the foreign born in this 
 country to secure the greatest results, and Dr. Roberts has shown that our 
 citizens are the real decisive factor in America. All this is true. But 
 when zve think of the future of America zve are not thinking of its build- 
 ings nor of its production, hut of the ideals of the country. Those ideals 
 depend entirely upon the character of its citizens. 
 
 There are two sources of citizenship in the United States, — our native- 
 born youth, and the foreigner. We must see that the character of both 
 has an opportunity to develop, and that this character, by proper educa- 
 tion, is given an opportunity of being eflfective. 
 
 The importance of character is well realized by any group called to- 
 gether by the Y. M. C. A. It is the guiding principle that is absolutely 
 essential if this country is to continue to take its part in the world. We 
 do not wish, in the future, to look back to 1917 and 1918 as America's 
 golden era. We do not wish then to say, "That was a great time !" There 
 are some countries that have to do that, — to look back to their golden eras. 
 
 In the future America, we want our citizens to say, "No ! Our fathers 
 gave us an opportunity to see what was right, and we made progress." 
 We must now see to it that the foreigners in America are Americanized. 
 Then in years to come, we, too, can say, "We did not stand still ; we 
 forged ahead." However, zve cannot guard nor develop character in the 
 foreigners zvho come here, unless our native horn themselves are citizens 
 of fine character. 
 
 Question : Why is it so difficult to Americanize the French Canadians? 
 
 Dr. Roberts : 
 
 I fear we never tried to solve it as it ought to be solved. I started in 
 this work thirteen years ago, and I met great opposition on the part of 
 Americans who did not want to assimilate the French Canadians, as well 
 as other immigrants. They had a positive prejudice against the native 
 traits of the foreigner. It took the war to change all of this. Seven years 
 ago we tried in vain to get Government action. Then the war came and 
 
 15 
 
men ran to and fro shouting Americanization. In the last ^ew years there 
 has been a steady approach and some splendid results are being obtained. 
 
 Mr. Ulysses J. Lupien : 
 
 I am a French Canadian. What we need is God-fearing school-teach- 
 ers. If there were enough God-fearing teachers, the French Canadian 
 children would become Americanized. A good policy would be to begin 
 by Americanizing our own young Americans. It is a lack of God-fearing 
 men and women that permit these conditions to go on. A good many 
 young Americans in this country need to be taught American ideals. 
 This is true in Lowell where we have 25,000 French Canadians who can- 
 not speak English. 
 
 Mr. Richards: 
 
 In Americanization to what extent is Dr. Roberts guarding against the 
 intense nationalism of the immigrant ? 
 
 '&' 
 
 Dr. Roberts : 
 
 We have lectures on seven different nationalities, Poles, Greeks, Slavs, 
 etc. We have tried to show what is done in those nations to interest the 
 foreigners as well as the native born. We have, tried to sweep this spirit 
 of nationalism away by bringing together all the nations. Mr. Demberg 
 has brought twenty-four nationalities together in Philadelphia, and has 
 given a cosmopolitan concert where each nationality sings its own songs, 
 dances its own folk dances. This is done in order that we may develop 
 a consciousness on the part of all that every nation has a contribution to 
 make to civilization. 
 
 Mr. Palmer: 
 
 A large number of people here perhaps have had the same experience 
 as we have had. that when we made advances to the foreigners with well- 
 intentioned plans for Americanizing them, we have not had a very en- 
 thusiastic response. I believe that everyone will agree that the assimila- 
 tion of foreign groups requires a great deal of patience on our part. We 
 have invited the foreign-speaking groups to take part in picnics and we. 
 did not succeed in getting them the first year. But we invited them again 
 the next year. All of us must understand that it takes time for the for- 
 eigners to learn what our motives are and to realize that we are well 
 intentioned when we make these overtures to them. 
 
 16 
 
SATURDAY MORNING, AUGUST 28. 9:00 A.M. 
 F. J. KiXGSBURV, President, Bridgeport Brass Company, Presiding. 
 
 The theme, "Mutual Relations in Industry," was to have been pre- 
 sented by Mr. John Golden, General President, United Textile Workers 
 of America. 
 
 The chairman announced that Mr. Golden had not arrived and he was 
 at a loss to explain his absence. The engagement was definitely made and 
 confirmed by Mr. Golden, and no information had been received con- 
 cerning his non-arrival. 
 
 "Mutual Relations in Industry" — L. P. Alford, Editor, Industrial 
 ^lanagement : 
 If Mr. Golden had come here he probably would have presented the 
 position of the trade-union in regard to mutuality. In his absence I shall 
 endeavor to state the essentials of the trade-union viewpoint, those of the 
 manufacturer, and to turn to the public's interests as evidenced by a few 
 things that happened last year. 
 
 Trade-Uxioxism. 
 
 Last December ]\Ir. Gompers met a small group of engineers in New 
 York City. Three men then present are in the audience this morning. 
 He had been attracted by some of the statements made by one of the en- 
 gineering societies. ]\Iost of the discussions dealt with principles. ]\Ir. 
 Gompers declared for the principle of the strike, that is, that the worker 
 has the inherent right to strike, providing conditions are not to his liking. 
 Mr. Gompers recognized that the employer has a parallel right to do 
 business or to cease to do business as he pleased. When he was asked 
 about a third point — that of the right of the public to have industry con- 
 tinuously operated — he would not commit himself fully, and, in the belief 
 of the engineers, clouded his opinion in a mist of words. He admitted the 
 right of the employe to strike, of the employer to cease to operate, but 
 would not admit a right of the public, which might overshadow the rights 
 of the other two opposing forces. 
 
 The great battles of labor have been fought mainly over two issues — 
 ivages and hours of labor. The individual worker is in a much weaker 
 position strategically than that of his employer. He lacks training, ex- 
 perience, breadth of viezv and vision. He has no opportunity to meet his 
 employer as mun to man, and cannot bargain on an equalitx. The trade- 
 union saw that some agency must be brought in to strengthen this individ- 
 ual worker, and to assist him in making his bargains, and now says that it 
 is the agency which, through its historical experience, is in a position to 
 recognize that viewpoint of the worker, to present his demands and needs 
 
 17 
 
to the employer, to reach a conclusion, and to bring about a mutual basis 
 that will be acceptable. 
 
 The strike has been used as a weapon in forcing agreements. It has 
 been used by the trade-unions and also, many times, by mob action bring- 
 ing unauthorized and outlaw strikes. But %ve must recognise that during 
 the period of struggle betzveen trade-union and employers there has been 
 a steady increase in zvages, and a marked improvement in the working and 
 living conditions of the wage earner. 
 
 If you go back in history to the time of Queen Elizabeth, you will find 
 the requirement on the statute books that the laborers and artisans of 
 Great Britain must work from five in the morning until eight at night, 
 from April to October, with two and a half hours off for breakfast, 
 dinner and drinking. During the other months they worked from sunrise 
 to sunset. In case the artisan failed to work he had to forfeit a penny to 
 his employer. These laws codified in 1662 must have had the sanction of 
 the public to be held for nearly two centuries. What a great change for 
 the better has come, brought about to a considerable extent by the fighting 
 attitude of the labor unions, supported by public opinion. 
 
 The Manufacturer's Viewpoint. 
 
 Three things are necessary from the manufacturer' s viezvpoint: First, 
 the manufacturer needs a dependable supply of labor upon zvhich he can 
 draw and with which he can m<ike bargains that will hold. If he cannot 
 do this he is in serious difficulty in making contracts zvith his customers. 
 Second, he needs somebody or some organisation, zvith zvhom he can 
 negotiate, zvho has responsibility to accept a contract, and zvho zvhen it is 
 accepted zmll stick to it. And, third, he requires that the individuality of 
 his zvorking people shall not be invaded, so that they shall have full pozver 
 for the development of themselves and their self-expression. 
 
 In working toward the satisfying of these three needs, during the last 
 two or three years there has grown up in the United States about three 
 hundred examples of what are called shop councils, or employes' com- 
 mittees. Most of them are in the larger industries to be sure, but 
 nevertheless there are three hundred of these attempts to establish a basis 
 of mutuality. 
 
 The Public's Attitude. 
 
 The public demand is simple, — it is for service. It demands that the 
 great industries of this country shall continue to operate. If modern 
 industry breaks down, the civilization of today will break down, for we 
 are living in an industrial civilization. Industry must be carried on, must 
 continue to operate, and mutual relations must continue, or we all suffer. 
 
 18 
 
Light on this subject is brought out by three things that happened last 
 year. First, the strike of the Boston pohce. The Boston pohce went out, 
 the National Guard came in. backed by public opinion, and remained for 
 several months until the Police Department could be rebuilt. Second, 
 the coal strike of the Kansas miners brought out 15,000 men, including 
 manv college students, who volunteered to operate the mines. Third, the 
 outlaw strike in the vicinity of New York, a few months ago, caused 
 hundreds of young men to volunteer to work on the locomotives and in 
 the yards, in order that traffic might be kept going and the suffering of the 
 people might be minimized. In these emergencies the public brushed 
 aside the ordinary agencies, which had been operating these three essen- 
 tial industries, and operated them themselves. 
 
 As a result of the situation in Kansas we have the Kansas Industrial 
 Court, which was brought into being through the leadership of Governor 
 Allen, whereby both employers and workers are prohibited from shutting 
 down the industries of that state, provided public interests are threatened. 
 
 Another event of last year zvas the meeting of the President's Second 
 Industrial Conference. It declared for the principle of voluntary arbi- 
 tration, and outlined machinery for bringing that arbitration into effect, 
 thereby establishing the basis of reaching mutual relations in American 
 industry by using only one tveapon, public opinion. 
 
 There are among consulting engineers those wdio say that two-thirds, 
 or three-fourths, of the responsibility for present conditions rests upon 
 the shoulders of employers and managers in industry, that is, upon the 
 men who are at the head of our great industries. The responsibility is 
 upon the managers because they are in a position of strength ; they are 
 men of wider education, of broader vision. 
 
 The Engineer's Viewpoint. 
 
 I turn now to the development of the point of view of the engineer. 
 \\'hat is the objective of industry? What is industry for? We are told 
 industry exists to make men. We had men before we had industry. 
 Trade-union activities indicate that workers believe that industry exists 
 to pay wages. Many employers say that industries are to produce profits. 
 The engineer says civilization rests upon industry. People must have 
 manufactured goods, therefore the great objective of industry is the pro- 
 duction of goods. If that is the objective of industry, all of the agencies 
 of productivity must be directed toward that one aim, which, essentially, 
 is a service aim. The particular motive the engineers of today are empha- 
 sising is service. Listen to this statement by Mr. C. E. Knoeppel, one of 
 our great industrial engineers: "In the last analysis, all business and in- 
 
 19 
 
dustrial activities are for the public service. All products of industry are 
 for the direct or indirect use of the people of the country. Service to the 
 community is no less an obligation on the part of labor than on the part 
 of management and capital. Service at a profit, not profit alone, is to be 
 the motive in the nezv order of things." 
 
 Appreciate the significance of this clear statement, written by Mr. 
 H. L. Gantt, last fall just before his death : "We have proof, in many 
 places, that the doctrine of service, which has been preached in the 
 churches as religion, is not only good economics and eminently practicable, 
 but because of the increased production of goods obtained by it, promises 
 to lead us safely through the maze of confusion, into zvhich tve seem to be 
 headed, and to give us that industrial democracy zvhich alone can afford 
 a basis for industrial peace." 
 
 For the last two years there has been a desire to develop an all-embrac- 
 ing engineering organization. On the third and fourth of last June in 
 Washington there was held a meeting participated in by representatives 
 of seventy-one engineering societies. One hundred and fifteen organiza- 
 tions with some 150,000 members were asked to send delegates. The 
 seventy-one responding included ninety per cent of the total membership 
 of the entire group. The first item of business, after the preliminaries of 
 organization, was to introduce a resolution declaring, that if this nezv 
 organisation should come into being it should be for service alone. Quite 
 naturally, the opposing view was brought into the discussion, that of in- 
 creasing the salaries of engineers and securing better working conditions. 
 After tzvo hours of debate not a dissenting vote zvas recorded against the 
 service basis. 
 
 From that meeting came a new definition of engineering: "Engineer- 
 ing is the science of controlling the forces and of utilising the materials 
 of nature for the benefit of man, and the art of organising and of direct- 
 ing human activities in connection therezinth. As service to others is the 
 expression of the highest motive to which men respond and as a duty to 
 contribute to the public welfare demands the best efforts men can put 
 forth, NOW, THEREFORE, the engineering and allied technical socie- 
 ties of the United States of America, through the formation of The Fed- 
 erated American Engineering Societies, realize a long-cherished ideal, a 
 comprehensive organization dedicated to the service of the community, 
 state and nation." 
 
 That is the crux of the engineering viewpoint today, as expressed 
 through the act of this professional organization. The engineer is offering 
 it as his contribution to the solution of the problem of establishing a basis 
 of mutual relationship as the motive which should inspire the carrying 
 on of industry. To that he is adding the engineering attitude of willing, 
 
 20 
 
eager obedience to natural law and the engineer method of attack, which 
 is based upon known facts. First detcniiine zvhat is so, eliminate chance, 
 get dozen to basic facts, and upon these facts establish your decision. The 
 engineer believes that once that attitude is created there will have been 
 laid the foundation for zvorking out our present conditions. But he has 
 no thought for immediate results, though he keeps in mind that great 
 promise — "Behold, I make all things new." 
 
 Discussion. 
 
 E. H. Betts, President, Earl & Wilson Company, Troy, N. Y. : 
 
 Last year I made up a beautiful collection of welfare work pamphlets, 
 telling what other companies were doing along welfare lines. Next day 
 I went to a meeting addressed by a woman and heard her refer to welfare 
 as "hellfare." I took the collection with me but did not have as much 
 confidence in the pamphlets as when I collected them. I went to another 
 meeting addressed by Mr. Calder where he remarked "there are no pink 
 pills for pale industry." / cannot take anyone's zi'elfare zcork out of his 
 plant and use it in the company in zvhich I am interested. We must have 
 our ozvn. We cannot take our mutual relations out of a box, but zue can 
 take them out of our hearts. We have got to take them out of our brain. 
 
 We had four or five representatives from Troy at last year's confer- 
 ence. This year zee have fifty. We were sold on the Silver Bay idea. 
 Last year's conference kept working up to the idea of the Golden Rule in 
 industry. This year Mr. Fred B. Smith advanced the Golden Rule idea in 
 the very first address that was made. 
 
 Last year the American Industries Quartet was with us, as it is again 
 now. I\Ir. Clarence Howard, president of the Commonwealth Steel Com- 
 pany, made this remark : "They got our conference to singing ; I believe 
 they can get our industries to singing." So they started out on the road. 
 They came to Troy and worked hard for a week. Our experience at the 
 first noonday meeting in our factory was interesting. I am the third 
 generation in our plant and we had never had a noonday social meeting 
 until the Quartet came. The Quartet made a hit. Our factory men 
 wanted more. That afternoon the girls came down and wanted to organ- 
 ize a sing every week. This was done and is being continued regularly. 
 One of the foremen said, "This recreational singing has greased the 
 wheels again and the work has gone along better than I have seen it in 
 many a month." We never could have put this over on them. It was 
 spontaneous ! 
 
 A number of interested men met early in the fall and decided to sug- 
 gest that the Y. M. C. A. in Troy employ an Industrial Extension Secre- 
 
 21 
 
 \ 
 
 I 
 
tary. The Association very graciously said, "We will be happy to do so 
 if you will pay the bill." We had no trouble financing the undertaking. 
 In the extension work of the Association nobody is asked to give ; they are 
 asked to take a share in the investment. Out of that have come splendid 
 results. 
 
 Mr. Smith said any company which did not have organized shop com- 
 mittees was a back number. If they work more than forty-eight hours 
 they are behind the times. I represent a back number. We work fifty 
 and a half hours. We haven't mueh machinery in our industrial rela- 
 tions; the basis is an honest-to-goodness, common-sense employment man- 
 ager. All doors to executive offices are wide open. Suggestions are i)i- 
 vited and are freely given. We employ i,ooo people. We have happy 
 family relationships in our factory, and we are not alone in Troy in this 
 happy condition. 
 
 It is the spirit that counts; the machinery is of second importance. I 
 do not care what scheme of zvelfare zvork is introduced, hozuever good; 
 if the spirit behind it is not right, it might better be left out. If we do not 
 take home from Silver Bay the spirit of inspiration we will have missed 
 something that would have contributed to the success of industry. And 
 if we cannot go home and interpret that high spirit — the spirit of stew- 
 ardship of property, the spirit of true brotherhood, — then I say we are 
 heading toward anything but success in industry. 
 
 I read in the newspapers about the woolen mills of New England shut- 
 ting down, shoe factories working on part time, automobile business quiet, 
 and help becoming more efficient because there are two men for each job. 
 There is no doubt that many working people have become narrow and 
 inefficient and selfish, but just as many employers in the past have suc- 
 cumbed to the same vices. The reactionaries are saying that labor has had 
 its turn and now it is our turn. You will see the type of man who snaps 
 his teeth like a steel trap and says, "We will show them !" It is a wrong 
 attitude, an attitude that will bring trouble. I appeal to every manager 
 here to be on his guard lest, if opportunity present, that spirit creep into 
 his organization, — that spirit of getting back at labor, of retaliation. Be- 
 ware! beware of it, not only in your own minds, but in those of your 
 superintendents and other men in your industry. 
 
 / want to say to the workers here, do not seek your employment on the 
 basis of where you can get the most money the first week, but remember 
 that that industry is sound zuhich is just in its labor policy, and you zirill 
 be financially better off. To stockholders and directors and men who have 
 responsibilities of that kind, be sure that your managers are liberal, and 
 forzvard looking. Business must be profitable if it is to continue, but let 
 us also bear in mind that our investment is safest in the industry that is 
 
 22 
 
represented by management which is based upon the conception of bring- 
 ing the Kingdom of Heaven to pass here and now. The management that 
 upholds reason and justice has the confidence and not the suspicion of the 
 worker. 
 
 F. J. Kingsbury, President, Bridgeport Brass Company : 
 
 I have always felt that "welfare" was an unfortunate term. The work- 
 men do not like it. They want to avoid anything that savors of paternal- 
 ism. The best substitute I have found is "social service," which is 
 broader. 
 
 No matter zvhat the plan is that you introduce in industry for paving 
 your zca\ to closer relations, unless the management back of it is abso- 
 lutely sincere, I do not think it is going to be a success. You must really 
 feel it in your heart ; you must place yourself in the attitude that you want 
 to get next to the fellows and give them every opportunity for develop- 
 ment. When we speak of the Golden Rule, we are really talking about 
 religion. There are many people in industry who believe in religion but 
 who are afraid to say so. One reason is they have looked upon religion 
 as something sanctimonious. I am much interested to see by the news- 
 papers that they are beginning to appreciate that we have got to have re- 
 ligion back of all these efforts before we are successful in getting real 
 industrial harmony. Note this recent editorial : 
 
 The world is sick. No wonder. Billions of dollars' worth of 
 actual values destroyed. Twenty millions and more of human lives 
 either destroyed or made incapable for full production. No man can 
 go on a spree, and annul for a period the laws of health, without 
 suffering. The world has been on a spree, and its morning-after con- 
 sequences are truly frightful. 
 
 But there is a specific for almost every disease. The cure of a 
 sick world lies in one thing. It is this — unrestricted production. 
 
 And while that is only one thing needful, it actually implies a lot 
 of remedies. Unrestricted production in every line means honest 
 Americans at work for the common good. It means honest miners 
 and mechanics and honest operators and employers. Unrestricted 
 production means efficiency. High cost of production is not infre- 
 quently due to the archaic methods of getting out the goods. 
 
 Unrestricted production means sacrifice. The law of supply and 
 demand will send down prices if the supply is increased. But the 
 sacrifice that this entails on one will be gain for all, and from the sum 
 total of sacrifice we will all benefit. As increased wages do not 
 materially benefit those who receive them, so lowered prices will not 
 materially harm us. Quite the opposite. 
 
 The cure then of world ills is in these three things that must be 
 in the heart of a man before unrestricted production can take place. 
 Until we Americans are honest, highly capable and willing to count 
 
 23 
 
the general good above our own personal good, we shall continue to 
 suffer the evil consequences of our spree. 
 
 One might almost say the cure of the zvorld lies zvith religion. 
 For honesty implies morality and efficiency implies high ethical stand- 
 ards, while sacrifice for the comm,on good implies faith. 
 
 The cure then is religion. Not your religion or mine, or the reli- 
 gion of the people in some other land. But simply religion, "betting 
 your life there is a God," as Donald Hankey said. 
 
 Recently I spoke before two hundred foremen representing the Stand- 
 ard Oil Company, the Bethlehem Shipbuilding Company, and a number 
 of other large corporations. After the meeting a foreman of the Stand- 
 ard Oil Company said to me that he was interested in what I had said 
 regarding the position of foremen in industry. He said : "The other 
 day a man was sent from the Employment Department and said he had 
 come to work for me. I replied : 'You have made a mistake. I want to 
 have you understand that you have not come to work for me but with 
 me.' " That little word tmth is going to make a difference in the relation- 
 ship in any plant. What the industrial work of the Y. M. C. A. had done 
 in that corporation was really to make that man understand the difference 
 of attitude. If we can introduce that spirit in the factory, we can solve 
 a great many of our difficulties. 
 
 President Hadley of Yale said to his 1920 graduating class : "We shall 
 go into business to win success according to the measure of our ability. 
 By the objects we pursue and the success we achieve, we shall help to 
 determine the ideals of our associates. What is the standard of our suc- 
 cess, — money, ambition or service? If we are pursuing money, the fea- 
 tures will be those of Satan. We shall probably object to the label, but 
 the underlying fact will remain. If, on the other hand, we measure suc- 
 cess in terms of service, and value money or power chiefly as means to 
 do larger service, the features will be those of the Son of God." 
 
 The Bridgeport Brass Company has worked out a plan of industrial 
 relationship quite similar to that of the Standard Oil Company. I always 
 felt that our previous tzvo years' work with the Y. M. C. A. made it easier 
 to introduce this plan. If %vc had not had this preliminary work I think 
 it would have been more difficult to arrive at the proper basis "with our 
 people. When we introduced this plan the men knezv zue were sincere. 
 Our desire was to restore in our plant the same relationship that existed 
 forty or fifty years ago between employer and employe. It is almost im- 
 possible for officials to know their men personally. There are many men 
 in the office whom one knows by sight but one does not know their names. 
 If you cannot even know all the men in the office, what about a plant 
 where over 2,000 men are employed? We are trying to give the employes 
 an opportunity for individual expression and representation. A great 
 
 24 
 
many people have said that this plan of industrial relationship takes away 
 from the efficiency of the foremen. On the contrary the foremen like it, 
 and their efficiency has been increased. 
 
 The introduction to our manual covering our activities and given each 
 new man reads as follows : 
 
 'Tn order to play any game you must first have directions as to how to 
 play it. This little book is merely a guide to show us how to play this 
 game of getting together. The object is to make our relations harmonious 
 and more intimate — all based on a square deal for everyone; to make 
 each and every man and woman feel that they have an opportunity for 
 self-expression, with a fair hearing on any subject that may better their 
 conditions or surroundings, or that would be of assistance to the com- 
 pany. It is only with a sincere feeling of cooperation one with another 
 that the success of the company will be assured, thereby enabling us to 
 extend benefits to all those interested in its welfare." 
 
 Mr, Robert H. Booth, Bridgeport Brass Company: 
 
 A prominent speaker has said within the last few months that zi'hat 
 industry needs is education and leadership, — education for the executives 
 and leadership for the workers. I think one of the direct reasons for the 
 success that we feel has thus far attended our eflForts in the operation of 
 the shop committee plan in our plants, is due to the fact that at all of our 
 meetings everything possible is done to foster these necessary qualities of 
 education and leadership. 
 
 About two years ago, when the armistice was signed, it was necessary 
 for the industries to make very sharp readjustments in their manufactur- 
 ing programs and methods. In our plants we were faced with the same 
 condition that faced the rest, but because we had a method of easy com- 
 munication with the zvorkers of the plant, through our shop committee 
 organisation, we were able to get together and go over the situation. 
 Because the workers of the plants had confidence in the leadership of the 
 officers of the company, from the president to the general manager and 
 right through the organization, we were able to secure their cooperation 
 and help in the program proposed, which was to maintain, or increase 
 wherever possible, the efficiency of the operation of the plants in order 
 that wages might be maintained on the then existing schedule. 
 
 During the war the city in which our principal plants are located, earned 
 a very unenviable and, incidentally, a very much undeserved reputation 
 for industrial chaos. 
 
 There w^ere other companies in neighboring cities, that, until after the 
 armistice, had not experienced the same troubles which we had been 
 through in Bridgeport during the war. These adopted different industrial 
 
 25 
 
policies from ours during readjustment. The contact of the management 
 and workers was not so close in those organizations as in ours, therefore 
 the understanding between them was not so well established. At one 
 time after the armistice, there were over ten thousand people on strike in 
 different industries in Bridgeport and vicinity. 
 
 In the midst of this trouble our organization got together and we were 
 able, by talking over our common problems, to make a strike unnecessary 
 in our plants. The testimony of the men themselves, on that and sub- 
 sequent occasions, zvas unanimous to the effect that our plan of mutually 
 settling difficulties that confront employers and employes, zvithout the 
 attendant hard feeling and bitterness, or any financial loss to cither side, 
 was much preferable to the other method of sitting tight and fighting it 
 out on the old lines. 
 
 Mutual relationship is almost necessarily going to be Jiuman relation- 
 ship because you cannot be uncivil and abusive to a man who is talking to 
 you in a straight man-to-man fashion about a mutual problem. 
 
 Industry has got to give more service to those who participate in the 
 operation of the plants than it has heretofore given. I do not mean 
 necessarily in the way of recreation and athletics, but I do mean in the 
 interest-creating methods which result in the development of the char- 
 acter of the workers. The recreational features of the industrial life in 
 our plants are handled by the Y. ]\I. C. A. Industrial Department. IVe 
 are not doing "zvclfare zvork" in our plants. We do, through the Y. M. 
 C. A. Industrial Department, a certain amount of "social service ivork," 
 not for the men but with the men and by the men. This results in con- 
 structive character development. The men concerned share in the respon- 
 sibility very gladly, and this mutual common responsibility takes away all 
 the odium that is commonly attached to the word "Welfare." 
 
 I feel that in order to make any plan of personal contact successful, 
 the workers have got to have a sense of responsibility for the results. 
 In our organization, information regarding the conduct of, and results 
 from the operation of the business, is given the workers. By giving to 
 any average man full information, you arouse his interest and, in turn, 
 he will begin to assume responsibility for execution of constructive plans, 
 but the employers of the country must always assume the responsibility 
 for wise leadership. 
 
 General Discussion. 
 
 Mr. Hugo Diemer, Personnel Manager, Winchester Repeating Arms 
 Company : 
 Our company has 11,000 employes. Of the 5,500 we had a year ago 
 four hundred and seventy-six had been with the company over twenty- 
 
 26 
 
five years; over 2,000 had been with the company over five years, which 
 means that nearly one-half of the employes had been with the company 
 five years or over. Our employes have every opportunity for self- 
 expression in their social and athletic activities. There is a family spirit. 
 Before the shop committee idea had received a great impulse, we had a 
 system of what are called personnel representatives. We have several in 
 our plant, and one man in the office who listens to all complaints and sug- 
 gestions, and who also holds a court of industrial relations. 
 
 Prof. E. J. Kunze, Pennsylvania State College : 
 
 We are living in a state of transition, and I think that most of us are 
 impatient. We have gone through four periods : first, — when labor was 
 actually done by slaves ; second, — the period of early apprenticeship in 
 England, when the apprentice worked for his master, and during his off 
 hours brought the coal, shined his boots, etc. ; third, — when labor was con- 
 sidered a commodity by the economists ; fourth, — and now, when labor 
 wishes to be considered as blood and bone, heart and soul, a part of the 
 industry. That is the thing we are leading to. We speak of labor ; we 
 are all laborers ; we are all producers, if we look at it in the right way. 
 
 In dealing with men, whether as help in the factory, or as subordinate 
 executives, the following rules have been found to be very efifective : 
 
 1. Be fair. Consider all matters on their face value, — on the basis 
 of fact. 
 
 2. Never ask a subordinate to do that which you would not yourself 
 do willingly under similar circumstances. 
 
 3. Do not be familiar with subordinates, but be courteous, frank and 
 businesslike in your dealings. 
 
 4. Do not overpraise, but always recognize a duty well done. 
 
 5. If a mistake is made by a subordinate, do not reprimand for the 
 first ofifense, but explain error and how to avoid similar difficulties. 
 
 6. If a mistake is made repeatedly, discharge, or better, transfer the 
 man after due warning. 
 
 7. Never "bawl out" a man in the presence of others nor belittle him. 
 Speak to him privately, as man to man, in a businesslike manner. 
 
 8. Do not discourage the ofifering of suggestions. The men want to 
 feel that they are a part of the organization and that their ideas 
 will receive just and interested treatment by the management. 
 
 9. If a subordinate is to be held responsible for the exercise of a cer- 
 tain duty, he should be given sufficient authority, clearly defined, 
 to enable him to freely carry out that duty. 
 
 10. When a subordinate executive has been placed in charge of some 
 branch of the work, never take up any matters directly with his 
 men, but transact all business through him. 
 
 11. Back subordinates in their decision; if possible, never overrule. 
 
 12. Avoid the "I" disease. Make your organization a "WE" organiza- 
 tion. Emphasize the "Organization." Work for its betterment. 
 
 27 
 
13. To secure healthy cooperation, let the man add something of him- 
 self to your project — some idea or suggestion. It will then become 
 to a limited extent, at least, a creature of the man's mind. 
 
 14. Have your men work ivith you rather than for you. 
 
 15. If you expect to get any real work done — be there yourself. 
 
 16. Let your men know that you work harder than they do, and do it. 
 
 17. Men are far more cheerful if they know they are systematically, 
 openly and justly checked. 
 
 18. If a man is really dissatisfied with his job and cannot be reconciled, 
 transfer him, or, if necessary, discharge him. 
 
 Mr. A. H. Morey, Commonwealth Steel Company : 
 
 We think of human engineering as the very apex of engineering art. 
 We use the word "fellowship," and dislike the word "welfare." When 
 we consider it Americanism, I think we get a different viewpoint. Real 
 Americanism means opportunity for every individual to develop. I be- 
 lieve we have 2,400 men in one plant, including twenty-four nationalities. 
 In the average American there is a deep tone of sincerity. He may be 
 mistaken or ignorant, but is sincere, and as long as we preserve our sin- 
 cerity, America is all right. When I talk with the humblest foreigner, 
 the workman or the craftsman, I find that we are all fundamentally alike. 
 If, without condescension, we can put ourselves on the same basis with 
 all men it gives us an entirely different attitude. We can see in all men a 
 likeness and a desire to get more light, and we see men responding to it. 
 America is safe and sound because we have a principle here that we are 
 all working for. 
 
 Mr. Robert MacArthur, Geometric Tool Company : 
 
 Because men such as are here today talk of the Golden Rule, I have 
 confidence and new hope. We have a shop paper which we call Com- 
 rade, and emphasize that word. I have heard it expressed that a reli- 
 gious man cannot hold a position in a factory. He carries a Bible in one 
 hand and an axe in the other. If we know how to use both we shall get 
 along fine. 
 
 Mr. J. A. McDonald, Arlington Mills : 
 
 Let us not forget that important group of men, the foremen and sub- 
 foremen in our industries. It is a fine thing that so many men are study- 
 ing the problems of industry, whether engineers or employment man- 
 agers. I want to beg you not to forget that in the mills and shops of this 
 country there are thousands of men who have spent their lives in getting 
 training and experience that some of us can never have. Don't forget 
 to use them. If you will keep close to your foremen, subforemen and 
 
 28 
 
overseers, get them together, and get into their minds what should be 
 done, you can put this thing over ! 
 
 Mr. Richard B. Carter, President, Carter's Ink Company : 
 
 I understand mutuality to indicate evenness and equality. I understand 
 that we must recognize that those of us who are on the employing side 
 must go more than halfway. We are accustomed to think of lawyers, 
 capitalists and employers as constituting a combination of brains and 
 wealth. We have got to admit the idea that has come down from the 
 days of chivalry — "noblesse oblige." 
 
 Mr. Everett E. Lord, Special Detail Engineer, Sargent & Company : 
 
 There are fifty-seven varieties of religion. There is only one variety 
 
 of righteousness. If I were permitted to suggest a characterization for 
 
 this conference it would be, "the spirit of service through righteousness." 
 
 EVENING SESSION 
 J. Parke Channing, Vice President, Miami Copper Company, Presiding. 
 
 "The Engineer" — Sam A. Lewisohn, Adolph Lewisohn & Sons : 
 
 This morning, ]\Ir. Alford touched on the engineer's relation to industry 
 in its wider aspects. I shall devote myself to the engineer's possibilities 
 as industrial administrator, and shall take as my text the statement of a 
 man who is not only an eminent member of the engineering profession, 
 but also one of the greatest administrators and economic authorities of 
 our time. 
 
 Herbert Hoover, in his "Principles of Mining," published over ten 
 years ago, said that the engineer has become "the buffer between capital 
 and labor." This is true of the graduate of a Massachusetts textile school 
 who becomes superintendent of a cotton mill, and it is true of an electrical 
 engineer who becomes the chief executive head of one of the large elec- 
 trical companies, or operating manager of one of its plants. This has 
 come about because of the divorce, in recent years, in a large number of 
 establishments, between financial control and management. As a result 
 the executive positions have become occupied to a large extent by sal- 
 aried men, and owing to the preponderance of the technical problems in- 
 volved in modern industry, these salaried executives are very often en- 
 gineers in the broadest sense of that term. In many cases these include 
 the heads of large organizations, and foremen who are also to a large 
 extent recruited from among graduates of technical schools. It is most 
 often true, however, as to the operating managers and superintendents 
 of local plants. 
 
 29 
 
We have heard much of absentee landlordship, but we are not getting 
 very far by approaching the subject in a morahstic or melodramatic 
 fashion with the absentee landlord staged as the villain. The owners and 
 directors are in charge of finance because this is their specialty, and they 
 are reluctant to interfere in labor problems just as they are to interfere 
 in technical problems. It is not because of lack of human sympathy or 
 understanding on their part, but rather because adherence to such special- 
 isation seems best for effective administration. 
 
 The question of wholesome relations between management and men — 
 and this is an important part of the so-called labor problem — depends 
 therefore largely on the quality of local management afforded. There is 
 no reason, however, why the salaried engineer-manager should not be as 
 skillful in approaching this problem as the old-fashioned owner-manager. 
 In contrast with the narrow specialist too often turned out by our tech- 
 nical institutions — men dehumanized by the very intensity of their appli- 
 cation to routine duties — ^the owner-manager was more human, and more 
 a man of the world. For example, we had men like Mark Hanna, who 
 the record shows, contrary to popular conception, was most liberal in the 
 treatment of his employes. He was the type who maintained close per- 
 sonal relations with his men. Indeed many of his men have testified that 
 he would allow his street railway employes to see him when he would 
 allow no one else to do so. 
 
 Too often, however, the humanity of the old-fashioned owner-manager 
 has been a dogmatic humanity. Too frequently he has been hampered by 
 the conventions of his class and become impervious to modern ideas. 
 After all, the professionally equipped man is trained to act on facts and 
 not on prejudice. He is trained to be dispassionate and objective and to 
 seek the truth undisturbed by prejudice or preconception. A scientific 
 approach is unfriendly to intolerance. In any event the large organiza- 
 tions with plants in charge of salaried men are with us to stay. 
 
 There is no use wringing our hands about an economic phenomenon 
 such as this. The solution lies in the proper training of the engineer — and 
 by this I mean technically trained men of any description — to handle in- 
 dustrial problems as engineer-executive, as engineer-foreman, and particu- 
 larly as engineer-manager. It is not enough to train staff specialists and 
 employment managers. As in other fields it is of the first importance that, 
 to use a military term, the line men be trained. The local manager, above 
 all, is in the key position. Each year it is becoming increasingly evident 
 that a large part of industrial leadership must come from him. He is the 
 man who has the closest contacts and the initial responsibility. It is he 
 who must instill that personal quality which more enlightened owner- 
 managers contributed. He can, in addition, apply all the modern tech- 
 
 30 
 
nique, such as individual production records, job analysis and vocational 
 education properly synchronized with production work, time studies and 
 modern employment methods. But above all else, a manager to be suc- 
 cessful should understand the human — / inight say the political side, in 
 the highest sense of that term. 
 
 We will hear John Leitch explain his very ingenious employe repre- 
 sentation scheme, in which he emphasizes the fact that the success of his 
 whole plan depends on the leadership afforded by the management. The 
 so-called works council or shop committee movement is beyond question 
 a most important and promising development. One of the most impor- 
 tant functions of a committee system is that it furnishes a vehicle for self- 
 expression and enables the manager to thus create a healthy identification 
 of his employes with the plant organization. But it takes a management 
 with some imagination to properly install a new plan. While employes 
 should by no means have a cut-and-dried scheme superimposed upon 
 them, it is sheer folly to suppose that it can be spontaneous. As a matter 
 of fact the soundest method of installing a shop committee is to have the 
 management let it come about as an organic growth. And after it has 
 been started, it will not flourish or be a vital factor when the manage- 
 ment is unsympathetic or ignorant of human relations. 
 
 Above all else the manager should understand the history and back- 
 ground of trade-unionism, and, when the occasion presents itself, know 
 how to handle tactfully his relations with union leaders. To be success- 
 ful he must, on the one hand, know how to maintain the loyaky of his 
 men to himself and his organization, and on the other hand, deal in a 
 sympathetic and democratic manner with modern sociological tendencies. 
 The manager is the man zvho is primarily responsible for obtaining that 
 intangible asset which is known as "Good Will." He need not handle 
 the entire personnel functions himself but may, under certain conditions, 
 delegate a large part to an employment manager, or work harmoniously 
 with a functional labor manager. But he is not likely to do this gra- 
 ciously, unless he has a real grasp of employment relations. 
 
 In a large proportion of plants the physical and personnel problems are 
 so inextricably bound together that it is considered wisest to place them 
 under the same jurisdiction. It is therefore important that if possible 
 those technical men who plan to follow a career in administrative posi- 
 tions possess a native capacity for leadership. But a pleasing personality 
 and native capacity are insufficient if the professional interest of the man- 
 ager be entirely focused upon the physical problems. / knozv of a case 
 where an engineer-manager, zvith a naturally fine personality for leader- 
 ship, balked at making certain useful experiments along personnel lines, 
 because, as he frankly put it, he considered the physical problems of 
 
 31 
 
greater importance and did not wish to waste his time on the human ones. 
 Nor could he he persuaded to delegate them to others. This attitude zvas 
 largely due to the character of his professional training, which had 
 ignored the human factor. 
 
 Unfortunately in the past the training of the engineer has been con- 
 fined to studying the reactions of dead matter. A purely technical educa- 
 tion in problems which require quantitative methods does not equip a man 
 to handle human relations or to assume human leadership. Fortunately, 
 or unfortunately, we have not yet come to the point where human reac- 
 tions can be weighed and measured. 
 
 I am by no means among those who believe that laymen are our only 
 resort as executives, and that technically trained men should only serve 
 as narrow experts and specialists. / have had the opportunity of meeting 
 some engineer-managers zvho combine with their knowledge of material 
 sciences a scientific study of human relations, and am impressed by the 
 superiority of their approach to other industrial managers. The substi- 
 tution of the employed technical manager for the layman owner-manager 
 may be a blessing in disguise. 
 
 A real opportunity is offered in the possibility of developing a new and 
 improved type of manager. Those primarily responsible for making the 
 most of this opportunity are members of the boards of trustees and the 
 faculties of our technical schools, who have the task of planning the cur- 
 ricula of those schools, and of furnishing inspiration to the pupils. The 
 Industrial Service Committee of the Y. M. C. A., of which Mr. J. Parke 
 Channing is chairman, and Mr. Fred H. Rindge, Jr., secretary, is doing 
 extraordinary pioneer work in suggesting definite human engineering 
 courses to our colleges and technical schools, and in propagandizing the 
 faculties of such. The movement is furnishing opportunities for students 
 to gain direct contact with industrial workers — through teaching English 
 and citizenship to foreigners, leading technical classes of American work- 
 ingmen, clubs of working boys, etc. This does even more for the student 
 than it does for the workingman. The result is that a thousand or more 
 men graduate each year with some knowledge of how to handle men as 
 well as materials, and with a fair, sympathetic attitude toward the work- 
 ers and the problems they are bound to deal with in a larger way after 
 graduation. It seems to me that a movement like this is really getting 
 down to fundamentals, and should be heartily encouraged by all. I have 
 been connected with quite a number of movements and know of none 
 more fundamental or better conducted. 
 
 The Y. M. C. A. can blaze the trail, but those primarily responsible 
 are the authorities at our technical schools. //, in planning the work of 
 those students tvho may in later life do administrative zrork, such boards 
 
 32 
 
of trustees and faculties are zmUing to put sufficient emphasis upon social 
 economics and the modern technique and methods of handling labor, we 
 max develop a type of leader zvho zvill do much to solve our industrial 
 problems. If the authorities of technical schools are not willing to make 
 this adjustment, those of us responsible for securing managers for our 
 plants will have to go elsewhere. We will have to prefer the lay manager 
 to the technically equipped man, except in those plants which, because of 
 the exigencies of the problems involved, we must perforce put in charge 
 of men with technical training. 
 
 We must face the fact that in order to properly equip technical students 
 to handle human relations, it may be necessary to sacrifice a certain 
 amount of their technical zvork. But this sacrifice must be made if the 
 result is to be achieved. In addition to a revision in the formal curricula 
 there should be modification in the practice work. For example, students 
 in mining schools should be required in the summer months to supple- 
 ment their civil engineering, geological expeditions and other field work 
 by actually working in industry with the men they will handle in their 
 future careers. 
 
 The Industrial Service Committee, incidentally, has been of the great- 
 est service in furnishing the students with "job contacts'' of every char- 
 acter. There is already an imposing literature, and a group of specialists, 
 on every aspect of human engineering, to all of which technical students 
 should be given an adequate approach. I say approach because it is 
 obvious that it is impossible to give the student more. The subjects are 
 necessarily empirical, and it is only trial and error and actual practice that 
 will furnish a thorough grasp. 
 
 We need not give much heed to the usual objection, which we hear 
 conservative members of the faculty of technical schools advance, that 
 only a useless academic training can be given in such subjects and there- 
 fore it is futile to give any at all. As with any other problem, the first 
 essential is to indicate to the student that there is more literature on the 
 subject, teach him zvhere he can find the authorities, and, most important 
 of all, azvakcn his interest so that zvhen he is graduated he zcill be anxious 
 to use the most modern technique. Mere change of curricula is not suffi- 
 cient. It is a question of emphasis and inspiration. The professional 
 enthusiasm of the student, who is to have charge of handling men, must 
 be so aroused that his interest in the personnel problem may be on a par 
 with his interest in the material sciences, and thus become part of his 
 professional equipment. As a result he will be induced, when he becomes 
 a manager, to go ahead with his plans for the modernization of the han- 
 dling of his labor problem upon his own initiative. With such a back- 
 ground he will take it upon himself to persuade his directors and execu- 
 
 3Z 
 
tive officers of the wisdom of a more enlightened labor policy, just as he 
 now induces them to allow him to install experimental improvements in 
 mechanical processes. 
 
 And above all, not only the mind but the heart of the prospective en- 
 gineer-manager must be trained. He must be imbued with a thoroughly 
 human and liberal attitude. There are big possibilities in the contact of 
 the engineer with our industrial problems. He can become a most influ- 
 ential factor for good, if he is but properly trained to play his part as 
 industrial leader. It is only fair to him that he should be. If properly 
 moulded the "buffer" can become a vital mechanism. 
 
 "Experiences with a Cooperative Committee" — S. H. Libby, Manag- 
 ing Engineer, Sprague Electric Works, Bloomfield, N. J. : 
 
 The idea of a cooperative body to establish and maintain more satis- 
 factory relations between management and operatives, had its inception 
 in the mind of C. D. Knight, jManager of Works, of the Sprague Electric 
 Works, early in 1918. The plan calls for a division of the plant into 
 sections, each section having not less than tzvo delegates, zvith roughly 
 one delegate per one hundred employes. Voting is limited to those per- 
 sons of either sex who have been in the employ of the company for three 
 months and who are not department heads, foremen, or assistant fore- 
 men. This practically confines the shop delegates to actual representa- 
 tives of operatives. 
 
 The plan further provides that the delegates meet, after their election, 
 and select officers and members of the joint committees, from among 
 their number. There are noiv eight joint committees, each made up of 
 three elected delegates as described, and three delegates appointed by the 
 management. Practically all of the detail work of the committee is done 
 by their joint committees. Therein lies whatever success may have been 
 attained by the plan, for when three men who have been selected by their 
 shop-mates, meet around a table with three men who have been selected 
 by the manager, each group is bound to learn something of the other 
 group which will mutually increase respect. Our experience has shown 
 that greater results than that are bound to come. 
 
 After the plan had been in operation for a time the business agent of 
 a local union having a small representation in our plant passed the word 
 along for all union men to try and get on the committee, guaranteeing that 
 if they could elect a committee the majority of whom were union men. the 
 committee would go out of existence within six months, — in fact, that 
 there would not be another election. His orders were obeyed, and the 
 committee was "packed." A union man was made chairman of the Gen- 
 
 34 
 
eral Committee, and every elected delegate on Committee No. 2, "Adjust- 
 ment of Wages and Working Conditions," was a union man. 
 
 W' hat happened ? When those men began to learn things, to find out 
 that the manager did not suggest the plan in order to exploit the employes ; 
 that the company was not making one thousand per cent profit, one 
 hundred per cent profit, or even fifty per cent profit ; when, in fact, the 
 cards were placed on the table, face up, and the delegates knew more of 
 our business and why certain things had to be, than did the leader whom 
 they were paying for what he was supposed to know ; then the scales fell 
 from their eyes, they recognized that the manager was trying to help 
 them,^and they were heart and soul for the plan. 
 
 Now note the next result. When the union agent saw what had hap- 
 pened, and it came time for the next election, he reversed his orders of 
 six months previous, and told every union man under his control to get 
 otT the committee and stay oiT. He had found that after they had met 
 their employer face to face, in manly fashion, and had seen things which 
 it was not supposed to be proper for them to see in days gone by, they 
 were no longer sufficiently radical for his purpose ; in fact, had got to 
 thinking along a higher plane than before, and so he said, "get off the 
 committee, you ran it too well, we will put it out of business by staying 
 off of it." That man is one of the leaders who do not or cannot look at 
 the problem broadly, and who are doing more to discredit organized labor 
 than any other single element. The really fine thing about the whole 
 incident is that the action of the outside leader has not in any way dis- 
 rupted the friendships formed between delegates and management during 
 their intercourse, or in any way reduced their respect, one for the other. 
 
 Another thing that we have been taught by our experience, — and by 
 "we" I mean both workers and executives, — is that each side, in our plant 
 at least, is ninety-nine per cent honest and open to conviction. Why, 
 then, it might be asked, is there not better cooperation between the two? 
 How may these two parties throw oft' their distrust and acquire a feeling 
 of trust ? Our experience indicates that there is but one rational method 
 by which the desired results may be attained. That is by a process of 
 mutual education which the shop representation plan appears to accom- 
 plish, for the employer mvist educate the worker and the worker must 
 educate the employer. We have found that when the company performed 
 its part by laying the cards on the table and displaying such facts and 
 figures as have shown the truth, the worker has been convinced. We 
 have also found that when the worker performed his part, by demon- 
 strating that he could think and was open to reason, the employer was con- 
 vinced, and the radical who had been presenting wrong facts regarding 
 the worker forever lost his prestige. 
 
 35 
 
While we had expected that the employe would become more inter- 
 ested under the broadening influence of the plan, we were surprised at 
 the extent of the interest and the change zvhich was wrought in the 
 majority of those who became active in, or zvere connected zvith, the ad- 
 ministration of the plan. This change was so marked in some cases that 
 a man was able to stand up before a group of his mates, and explain 
 certain phases of the working of the plant as well as, or even better than, 
 an executive could do it, because he not only had the knowledge, but he 
 could talk in the language of his hearers. 
 
 One result of the plan was the disclosure of some of those weak points 
 in our organization, which were promptly rectified. We found that the 
 success of the plan depends more upon friendliness, and love for their 
 fellow men, on the part of all parties concerned, than upon anything else. 
 
 We feel that we were particularly fortunate in that the Orange Y. M. 
 C. A. detailed as the Industrial Secretary for our District, a man who has 
 won the friendship of all with whom he has come in contact, whether 
 workers or executives. His work augmented the work of the Coopera- 
 tive Committee, with which he worked closely. Under his direction teach- 
 ers were instructed, and classes were organized in English, Americaniza- 
 tion and mathematics. Noon meetings were held at which a variety of 
 helpful subjects were discussed, all of which tended to give the hearers 
 a better idea of the ideals for which the Government of this country 
 stands. These talks were in addition to the regular weekly religious 
 meeting which the Y. M. C. A. has held at our plant for the past six years. 
 
 These, and many other events, resulted in bringing employes of all de- 
 partments into close contact, breaking down the tendency to "cliques" 
 which always exists, and so helped promote that democracy which is so 
 desirable, and so necessary, if "social unrest" is to be ended. Our experi- 
 ence indicates that the great question can only be solved by each party 
 putting the cards face up on the table, with the fullest confidence in the 
 honesty and integrity of purpose of the other felloiv. 
 
 We had an idea that ninety-nine per cent of the people were honest, 
 and now we know it. 
 
 "Constructive Adjustment of Industrial Relations" — John Leitch, 
 President, The John Leitch Company, New York City : 
 
 My book, I think you will admit, contains nothing about Leitch, but 
 something about men who work, of the possibilities of men who wear 
 overalls, as well as men who wear business suits in the private office. It 
 is the record of deeds by men, — men in whom we have not had enough 
 confidence, not enough faith, and in whom we need more confidence and 
 more faith. They are in the private office, the shop and the mines. The 
 
 36 
 
salvation of the world docs not lie in camouflage, in money; it does lie 
 in men. 
 
 That great power that lies in men is almost, if not quite, undiscovered, 
 not yet dug up. It is still in the rock, underneath the surface, buried 
 behind some of the hardest things in life, just as gold is not sunk under 
 sand or ordinary soil, or close to the grass. We cannot pick it up. Men 
 have to struggle to get possession of it. There lies back in man, covered 
 by habits of ages — covered by the fact that he has not used it, the thing 
 that is going to save this country and this world. It is not the great 
 thing that we can call his mind, not the physical, not the psychophysical. 
 His physical being is a wonderful thing. We have only begun to under- 
 stand that. 
 
 And yet the times are calling for spiritual pozver. These times we feel 
 now. these uneasy upheavals, the pains through which humanity is going, 
 are the birth pains of the spiritual man. He is coming not in the form 
 some of the religious people might think, or the orthodox people may 
 think, not in the form of a reborn Christ or of an individual, but in the 
 form of popular Christ spirit or creative spirit ; maybe in the form of 
 you and me. Maybe we should not wait for some man to be born whose 
 name would be Washington or Lincoln, or whose name should be any 
 other than yours and mine. IMaybe leadership belongs to you and to me. 
 Maybe we have not filled our job. Maybe it is because we lack faith in 
 ourselves ; maybe it is because we cannot see ; maybe it is because we 
 have not known ourselves, and cannot look into the eyes of others, and 
 see back of the surface and the rock, the gold and the souls of men. 
 What do I mean? Soul, spiritual povv-er ! I mean the thing we have 
 heard from our preachers, from our Sunday School teachers, — who have 
 done their best, their utmost. We must take this thing they have been 
 teaching and put it into the industrial and social relations of life. It is 
 the sparkling principle that makes all things go. 
 
 Man achieved a great thing when he discovered the horse and did a 
 wonderful economic thing when he trained the horse. He discovered 
 horsepower. It was a wonderful age. Go back into the ages before that 
 when man. knowing very little, did all of his own work. Then he dis- 
 covered the horse and got him to do part of his work. He must have been 
 kicked in the ribs by the horse, but that did not matter. 
 
 Later man took another wonderful step. He discovered steam. What 
 did steam do for him ? Gave him the ha, ha ! laughed at him ; burned him, 
 scorned him ; but it made him free. People laughed at Fulton when he 
 tried to run his steamboat on the Hudson, particularly the scientists 
 laughed, those trained in the old method of thought, who thought they had 
 the knowledge of the ages. Fulton made good — the steamboat ran. 
 
 37 
 
Transportation on land has been running by steam ; wheels have been 
 turned in the factories; you are wearing clothes that have been made by 
 steam power. You came here by steam, unless you came up in last year's 
 Ford. 
 
 It was another wonderful step when some fellow flying a kite during a 
 storm, with a key at the end of the string, discovered electricity. "A fool- 
 ish man," his friends said, "playing out in the storm." He got the first 
 taste of a new power. It has developed into a wonderful thing. Without 
 it you and I could not see each other tonight. Only three steps there — the 
 great steps forward when we discovered horsepower, steam and elec- 
 tricity. 
 
 If I were the president, or general manager, of a great factory, with 
 many different departments in it, I would not be satisfied with my plant 
 if it had only horsepower, steam power and electricity. These we have 
 had long enough. We must use man power, and that man pozver is his 
 spiritual pozver put into his daily zuork. That is why I believe in indus- 
 trial democracy, because it means to me what it meant to John Quincy 
 Adams, John Hancock and others. They had so much faith in men col- 
 lectively, in their judgment and actions, that they did not believe in king 
 rule or the power of one individual — monarchy — but in the people. The 
 proof that they were right is that democracy has been in operation about 
 one hundred and fifty years in our own country. It has made us the 
 most wonderful nation in the world. If it has power, power enough to 
 assist man in his own progress politically, to work out our salvation as a 
 nation, I think it is big enough to work out in the factory. / believed that 
 democracy zvould zvork in industry, hut nozu I do not believe — / knozv it! ! 
 
 Industrial democracy, to those who are not thoroughly familiar with it, 
 resembles our Government. The first unit is the executive, that is, the 
 cabinet, formed similarly to our United States Government. We call the 
 executives of the company together and they meet once a week. The 
 second, the senate, composed of the heads of departments and offices 
 throughout the factory. They also meet once a week at stated hours. 
 Third, the house of representatives, formed from the workers by ballot, 
 and they get together once a week at regularly stated hours. It makes 
 no difference where the new ideas come from, — the house, the senate, or 
 the cabinet, — they are received with just as much welcome. Most of the 
 ideas zmll come from the house of representatives. You would expect 
 that most of the ideas should come from the cabinet. You would prob- 
 ably be surprised in the practical demonstration of industrial democracy 
 to find that the fellow who works has brains — that he is constructive. 
 All that we need to do is first to get his confidence, to be worthy of him. 
 
 There is no use to establish industrial democracy and cooperation be- 
 
 38 
 
tivccu yourself and any other individual, u)iless you are sincere. If you 
 are not sincere, and unless you have faith in the people of your organiza- 
 tion, do not tackle it. If you are sincere and earnest and you really do 
 have faith in the people of your organization, do not be afraid to say so. 
 Do not he afraid to go to your people and tell them hoiv you honestly and 
 sincerely feel. First, you must have faith in them ; tell them according 
 to your actual faith. Do not exaggerate a particle. If you do that they 
 will talk to you as they feel, and they won't exaggerate ! I have seen tears 
 in the eyes of an executive in attendance at a conference where 1,800 
 people assembled outside of company time and for only one definite pur- 
 pose, that they might express to him their love, and their faith in him as 
 the president of the company ! Then they presented him with a scroll 
 done by Tiffany and surrounded by a frame made to order, which cost 
 the people $120. There were 1.800 people, twenty-three nationalities, 
 and some did not speak English. I wish you could have listened to a man 
 in overalls present to the president their love and affection. 
 
 My real subject tonight is "Spiritual power applied to Industry." I have 
 been a worker for forty-two years. / icant to tell you that the pozver lies 
 ill the people — the pozver for peace as zvcll as that most disputed pozver 
 for zvar. I zvant to collect that pozver for peace and pozver of the people 
 for prosperity. I saw in 1917, after our Fourth Liberty Loan was out, 
 the same 1,800 people, to whom I just referred, through the house of 
 representatives, make this statement : "The employes say they want some 
 method by which they can clear off these obligations they owe, so that 
 they may be ready for the Fifth Liberty Loan." They adopted this agree- 
 ment unanimously — "that instead of the mill closing at five o'clock, we 
 move that the mill hereafter run from five until six o'clock, the additional 
 hour being for the sole purpose of helping pay off the Fourth Liberty 
 Loan, and have the company credit this additional hour directly to our 
 Fourth Liberty Loan." One man moved that the whistle be blown for 
 one minute at five o'clock, when they all turned their faces toward the 
 east. 
 
 Spiritual pozver has zvon all of our zvars — it has zvon everything zvorth 
 zvhilc. Let us get the zvhole man on the job. That is zvhat is needed 
 today. Industrial democracy means that we no longer consider the men 
 as "hands" in the factory, — as part of the physical side only. We have 
 thought of them as such, or we would not have given them that title. 
 Get up into his head — see his brains. See that man in overalls — maybe his 
 back is badly bent — maybe his hand is minus a finger or two — but look up 
 and see the man's thought. We shall find the same thoughts we have ; 
 we shall find the same desires we have. He wants to give his child a 
 better education — to give his child a better start. He has burdens to 
 
 39 
 
carry. He has ambitions for his children. If we could cut him open and 
 look inside of him we would see a man just like ourselves. We find that 
 he has a yearning to break his shell — to get into a bigger world. He has 
 been held down by things that we have thought were "efficiency." 
 
 Give to our people in the factories and shops an opportimitv, which 
 means an opportunity to express what the Creator has put in them, just 
 as the rain coming down to the plant does not make the plant grow, but 
 merely liberates the nitrogen in the soil. So it is with the proper leader- 
 ship and the proper management in industry. / would rather hare a 
 thousand or ten thousand men, thinking men, in my shop, than the same 
 number of slaves, from a dollars-and-cents point of viezv, — not to sa\ 
 anything about their morale. What the country really zvants is not more 
 money, but — MEN. 
 
 SUNDAY, AUGUST 29, 9:00 A.M., MORNING SESSION AND 
 
 DISCUSSION 
 
 Charles R. Towson, Presiding. 
 Major E, B. Herron, London, England : 
 
 Major Herron brought greetings from England, and said that he appre- 
 ciated what it meant to America to have men get together at such confer- 
 ences as this. He made the point that many of their own forward steps 
 had been made through organized labor, and that over there they be- 
 lieved more in cooperating with the unions than is the case in America. 
 
 Mr. Kingsbury asked ]\Ir. Lewisohn for his opinion regarding the 
 responsibility of the directors for the policies being worked out in indus- 
 trial plants. 
 
 Mr. Sam A. Lewisohn: 
 
 That depends upon the character of the industry and whether the 
 director has the time or training to devote his attention personally to the 
 indust'-y. 
 
 Mr. F. J. Kingsbury : 
 
 You will all remember the situation in the Colorado Fuel & Iron Com- 
 pany, when they were having all kinds of difficulties. Mr. Rockefeller 
 had never been out there. The men there had a very unfortunate idea 
 of what Mr. Rockefeller was. When Mr. Rockefeller did go out there, 
 one of these men, a foreigner, asked that Mr. Rockefeller be pointed out 
 to him. When he saw him, he could not believe that he was Mr. Rocke- 
 feller, and said, — "I thought Mr. Rockefeller was a devil and he is a man 
 just like I am." 
 
 40 
 
Mr. John Leitch, President, The John Leitch Company : 
 
 The one important thing is that men get together. Our idea in going 
 into an industry is to utilize what is already there, and not try to revolu- 
 tionize the place. The organization is established ; whether or not ofificers 
 are elected by stockholders makes no difference ; they are there. The 
 foremen are there according to the selection and the best judgment of the 
 executives. 
 
 The president today depends not entirely upon the vote of the stock- 
 holders for his job, but has vision enough to see that he holds his job also 
 because of his employes' attitude toward him. When you have trans- 
 formed the plant and have not caused a revolution, then you have a real 
 democracy, and the people, if they were allowed to vote, would vote for 
 this same president. He wants the vote of his people, because it indicates 
 that he is a just man, — a worthy leader. 
 
 Question : How do the unions look at any form of democracy — co- 
 operation between capital and labor? How do they look at industrial 
 democracy ? 
 
 Mr. Roger W. Babson, President, Babson Statistical Bureau : 
 
 Frankly, I do not think they approve it in the present state. In saying 
 that, permit me to add that I am enthusiastic over Mr. Leitch's plan, that 
 when I read his book I presented the matter to my own force in Welles- 
 ley. We have two hundred and fifty employes, and the plan was adopted 
 and we have been using it very successfully for three years. As a statis- 
 tician, however, I must answer that question by saying that labor does not 
 look favorably upon it. I think that labor and the labor unions are in 
 the fighting stage. The sound labor leaders with whom I talk do not 
 feel that the unions or collective bargaining are the ultimate solutions to 
 the problem. Mr. Gompers will tell you that the ultimate solution is in 
 an open shop, that is, it will end in an open shop, but that he believes a 
 closed shop is a necessary feature in the fight. He believes that such 
 plans as Mr. Leitch and others of us are interested in, bear the same rela- 
 tion to the industrial struggle as those peace notes the Pope used to write 
 during the war, and he turns them down in the same spirit as the Presi- 
 dent and Lloyd George turned down the Pope's notes. 
 
 Mr. R. B. Wolf, Consulting Engineer, New York City : 
 
 It may interest you to know that in one of the companies with which I 
 have been connected, there is a closed union shop, and recently the men 
 in these plants found that ordinary union methods of getting at things 
 were not quite plastic enough. At the suggestion of those men, we pub- 
 
 41 
 
lished a list of the different representation plans. This is being done 
 today in the Spanish River Company. We are working with them. We 
 are doing what our English friend suggested — "cooperating." 
 
 Mr. John Leitch: 
 
 Labor wants representation; labor leaders do not want them to have 
 industrial representation. Our plan of industrial democracy is opposed 
 by radical labor leaders, also conservative labor leaders, provided they are 
 high enough in authority. They know that cooperation between em- 
 ployers and employes will disconnect labor, — the labor leader does not 
 want them to do it because he is afraid he will lose his job. 
 
 10:00 A.M. SPECIAL SERVICE 
 
 "Religion in Industry" — Robert B. Wolf, Consulting Engineer, New 
 York City : 
 
 I suppose that assigning the topic "Religion in Industry" for an en- 
 gineer to preach a sermon upon, would have been considered out of place 
 a few years ago. A sermon requires a text, so I will take mine from the 
 twelfth chapter of St. INIatthew, thirty-second verse: "Whoever says a 
 word against the Son of Man will be forgiven, but whoever sins against 
 the Holy Spirit will never be forgiven, neither in this world nor in the 
 world to come." 
 
 Mr. Smith, in his keynote speech, said that a lack of spiritual educa- 
 tion is the basis of most of our troubles. Is it not necessary, therefore, 
 that we understand the principles upon ivhich Christianity is founded in 
 a zvay which can be applied each day and hour of our lives? Such a 
 religion as Mr. Kingsbury referred to when he said, "our religion must be 
 practical." Mr. Alford pointed out that the engineer today is thinking 
 in terms of production for service. He might have added — for I know 
 this thought is also in his mind — that industry exists for the purpose of 
 enabling man to express his spiritual creative power in his daily life. 
 Mr. Leitch pointed out very clearly indeed, that we are dealing with spir- 
 itual forces in industry, and that the only real solution for the labor prob- 
 Ictn is that the industrial environment be such that the zvorkman has an 
 opportunity to express himself in creative zvork. Finally, we have the 
 closing words of Mr. H. L. Gantt's splendid book, "Organizing for 
 Work," where he makes the statement that in all of his years' experience 
 as an industrial engineer, he has found the Golden Rule the most practical 
 doctrine upon which to run a business. 
 
 What is meant by the text that "a sin against the Holy Spirit will not 
 be forgiven"? The meaning of this, as the engineer understands it, was 
 pointed out by Mr. Alford when he stated that the engineer willingly 
 
 42 
 
obeys natural lazv. As law, however, must have a lawgiver, so the en- 
 gineer is forced to recognize the fact that there is a great spirit that main- 
 tains the natural law in its absolute operation. Burbank obeyed this law 
 when he created the grapefruit. In other words, he understood Nature 
 and by his knowledge of her laws he was enabled to create the conditions 
 under which the grapefruit could be brought into existence. Burbank 
 also created the Honey-dew melon and the loganberry. 
 
 It is this same process that is followed in the world of industry. The 
 ship, for instance, has been created by man. He took the iron, copper, 
 steel and wood, and out of these preexisting materials created a new 
 form — the ship. Man today has conquered the earth, through his knowl- 
 edge of the lazus of nature. Within our own time he has also conquered 
 the water, I mean with the submarine ; and, by means of the aeroplane, 
 he has also conquered the air. The important point to remember, how- 
 ever, is that none of these things zvould have come into existence zvithout 
 man's pozver to observe, think, plan and create. 
 
 The engineer recognizes the great spirit of the whole universe because 
 he is in constant daily contact with it, so he knows the truth of Christ's 
 statement in the text, "a sin against the Holy Spirit will not be forgiven." 
 In other words, he knows he must compensate and make amends for any 
 violation of natural law. For instance, the boiler will explode, or burn 
 out, if the water level is not maintained. Similarly, the garden will be 
 destroyed if it is not properly watered. 
 
 Mr. Towson has pointed out that we often learn by shocks that jar us 
 out of our complacency. Perhaps what I am going to say next will be 
 a shock to my orthodox friends, as it was more or less of a shock to me 
 when I first discovered it. I refer to the fundamental doctrine of the 
 Christian religion, — the Trinity. In my efforts to explain the remarkable 
 results zve zvere obtaining in our industrial plants, I took up successively 
 the study of geology, biology, physiology, philosophy and, finally, compar- 
 ative religions. In this last study I found Christ's statement that He came, 
 not to destroy the lazv, but to fulfill, zvas literally true, for the doctrine of 
 the Trinity zvas universal in all the zvorld's great religions. It was taught 
 by Moses, only the meaning was concealed, in the first chapter of Genesis. 
 In the Kabbala, however, I found it unveiled. The Jews taught that 
 Jehovah manifests in three ways: Kether, meaning crown or unity; 
 Chocma, meaning son, or wisdom ; Bina, meaning mother or spirit. The 
 Hindu taught the same : Brahma, meaning will ; Vishnu, meaning in- 
 dividual wisdom ; and Siva, meaning activity. The same doctrine was 
 taught by Confucius, who taught that there were three great powers that 
 ruled the universe : Tsi, or Providence, the great providing principle, 
 which brought all manifested life into existence; Tsing, meaning the Will 
 
 43 
 
of Man, the Son ; and Ki, meaning Destiny, or that great principle in 
 nature which is destined never to change its way of operation. 
 
 I could name others, for the principle underlies all the world's great 
 religions. These examples, however, I think, illustrate the point I wish 
 to make, namely, that all of the world's great religions recognize man as 
 the Son of the Creator and, therefore, created in His image and likeness. 
 Our intuitive knowledge of this fact is expressed in the word Brother- 
 hood. 
 
 Obviously, the image is not physical, but mental, and the key to under- 
 standing this universally accepted doctrine lies in the fact that man never 
 creates matter nor force. These great primary elementals are presided 
 over by that aspect of the Trinity which we call the Holy Spirit, or the 
 Spirit of the whole. Man does create, however, hy observing the natural 
 law and then creating the conditions for its special operation. He fully 
 recognises the Holy Spirit ivhen he willingly conforms to its law, hy the 
 creation of conditions for its special unfoldmcnt. "Nature, unaided, 
 fails," is a world-old maxim.. Man's function in life is, therefore, to 
 form a connecting link between God and Nature. 
 
 If we, as industrial managers, desire to realize the greatest possible 
 amount of constructive creative power, it is essential that we develop an 
 operating environment where men can work intelligently; an environ- 
 ment where men cannot use their mental powers is necessarily a destruc- 
 tive environment. It is destructive of individuality and, therefore, 
 destructive of conscious spiritual unfoldment of humanity. 
 
 Man, however, being fundamentally creative, is compelled by his very 
 nature to destroy an industrial environment which does not give him 
 opportunity for self-expression and the exercise of his creative facul- 
 ties. He must ever become increasingly more conscious of the great 
 spirit of the whole and recognize himself as the instrument through 
 which the Creator manifests. 
 
 It was the sudden realization of this stupendous fact which illuminated 
 the apostles on the day of Pentecost, for they knen' themselves to be 
 "at one" with the great Spirit, which ensouls the whole universe, and 
 conscious cooperators in the creative process. 
 
 "Religion in Industry" — S. W. Grafflin, Religious Work Director, 
 West Side Y. M. C. A., New^ York City: 
 
 Christianity has a social task, — a task that Christianity alone may 
 undertake and successfully accomplish. 
 
 Way back yonder, so long ago that no one knows just when it was, 
 there was a man who felt that things were wrong; felt it so deeply that 
 
 44 
 
his heart burned within him. Then lie went away into the forest and 
 thought it through. Nothing of permanent value has ever been accom- 
 plished except by men zvho had definitely thought through their program. 
 Only three religions persist ivith real vitality. They are Judaism, Chris- 
 tianity and Mohamnicdanism, and each of these zvas founded by a man 
 who first spent forty days alone with God. 
 
 Then this thinker cut him a chib — a great big heahhy chib. "Theodore 
 the First" was not the original owner of the "big stick." Every great 
 leader has owned one. Having cut his club and shaped it to his hand he 
 strode back into the camp. Before one of the caves or tents there lay the 
 half-eaten remains of a sheep. He knew that it would rot and smell and 
 that the whole camp would have to move because of the rotting of that 
 half-eaten carcass. To the proprietor of the cave or tent he said, "Bury 
 that sheep. It will rot and smell and we will have to move." "Who says 
 so ?" "I say so." "Forget it." Whang ! The big stick came down on 
 his skull. The reactionary lay dead and there was blood on the club. 
 
 His blood up, his club over his shoulder, The Man With the Blood on 
 His Club strode down the main street of that little camp until he came to 
 man No. 3. Remember that man No. 2 is always dead. History so 
 records. To man No. 3 he said, "Things are going to be different in this 
 camp from this time on." "Who says so?" "I say so." He looked at the 
 big man with flashing eyes ; he looked at the blood on the club. "Yes," 
 he said, "they should be different. I have been thinking so for a long 
 time." "All right ; go cut yourself a club, a little smaller than this one, and 
 follow me." Then these two men continued their mission until they came 
 to man No. 4, man No. 2 being dead, and to him they made the same state- 
 ment, — "Things are going to be different in this camp." "Who says so?" 
 "We say so." He looked at the big man with the blood on his club ; he 
 looked at the little henchman with his smaller stick and acquiesced. "Go 
 get yourself a stick and come along." 
 
 When they had gathered half a dozen they went back to the original 
 cave or tent and made the family of man No. 2 bury not only the sheep 
 but the man, and at that time the tribe did not move. 
 
 It took money to support an organization like that. Men who walk 
 around with sticks over their shoulders do not produce, and so they 
 appointed a tax gatherer, and a scribe who should keep a record of as 
 much of the money as the tax gatherer ever turned over, and organized 
 politics was born. It has changed little with the passing of the years. 
 
 Soon after this, out of the great mass, three representative craftsmen 
 arose, — three types of men. The first of these men looked down. He 
 was a digger and delver in the earth. He lived for food and appetite. 
 When the fish ran up the streams in the spring, he caught and ate. When 
 
 45 
 
the wild deer and goats and kine came to their springtime matings, he 
 slew and ate. And when the fruits and berries were on every hand, he 
 plucked and ate, and he and his grew sleek and fat and round. When 
 winter came, with a few nuts and dried fruits, he crawled into some cave 
 or tent and on his bed of leaves starved and froze. And with the spring, 
 as many of him as survived crawled out again, to repeat the process of 
 eating and growing fat. This was the man who looked down, — he lived 
 for food and appetite. 
 
 There was another man who looked up. One spring morning, as he 
 heard the lark sing on the breast of the morning, the music stirred his 
 soul and he made him a little bunch of eight whistles, bound together v/ith 
 a thong, and played the bird song after it. He heard the wind as it 
 sighed through the pines on the hills and its cadence soothed him, so he 
 bent a bough and on it wove ten strings of dried entrails of some animal 
 and played the wind song after it, and the harp was born. He heard 
 certain words occur and recur in the language of his tribe, and he wrote 
 them a saga telling of the history and romance of the tribe. He saw the 
 wild deer leap the stream, and the exquisite picture moved him, and, 
 when he tried to tell of it that night and they could not comprehend, he 
 caught a fagot from the hearth, and, on the wall of the cave or tent, he 
 drew the branching antlers and extended limbs, the swayed back, the little 
 tail, and all the tribe came in to look and said, — "See the deer ! He has 
 made us a picture. Teach us how to make pictures." And music and 
 poetry and art were born through the man who looked up. 
 
 He always starved and froze. You cannot make whistles and harps 
 and write poetry and draw pictures and support a family. We have our 
 term Bachelor of Arts due to the fact that this fellow never had enough 
 to get married on from that time forward. 
 
 There was a third man and he looked out. One morning, ere the frosts 
 of spring had fled, he crept from his bed of leaves, and standing in the 
 starlight lifted his hand to whatever gods he knew and said, "Never 
 again !" He rushed out into the forest and tore the wild vines from the 
 leafless boughs and wove them into nets, and staked them in the streams 
 to catch the fish as they rushed up to the spawning. He took the clay 
 from beside the river bank and moulded it into great crocks. He dragged 
 the fagots from the woods and burned the crocks until they were hard. 
 He dug the sea salt from the clefts along the shore. He caught his fish 
 and cleaned them and put them in the crocks and salted them down for 
 winter use. 
 
 He saw the wild goats and kine come to the mating by the thawing 
 streams, and made him traps to catch them. With his crude sickle he cut 
 the hay that they might eat ; he domesticated their young. All that sum- 
 
 46 
 
mer he rose while the stars still shone and worked till night shut him in. 
 That winter he "lived," wrapped in the warm clothing of the beasts he had 
 slain. He lived on milk and cheese and wheat and fish, he and his, — the 
 man who looked out. 
 
 When the spring came he had not used all that he had provided. That 
 inexplicable something, — that lust of acquisition that lures man on 
 whether they have need or no, — spurred him to repeat his former exploits, 
 and when the task grew too great for one man he said to a Man who 
 looked down, "Come, work for me." "I can't work for you, man. I am 
 hungry. I need to eat." 'T have plenty to eat." "Lead me to it." All 
 that day he toiled for the man who looked out ; toiled and ate at the man's 
 table. When the evening came he craved a piece of fish and flesh for his 
 family. It was given him, and for the first time in the history of the 
 tribe one man had worked for another and had received wages. 
 
 "Shall I come tomorrow?" "Surely." "At what time?" "Leave that 
 to me. I will call you," said the man who looked out. He was a self- 
 winder. He needed no alarm clock. These self-w'inders never do. 
 
 In a couple of days the man who looked dotvn came to his employer and 
 said, "I have a brother and a couple of brothers-in-law who would like 
 to work for you and eat regularly like this." "Bring them along, — the 
 whole tribe, if you will." All that summer they toiled, piling great ricks 
 of grass, building stockades, laying up stores of grain and nuts and fruits. 
 And when the first snow fell he said to them, — "Good-bye, fellows, I'll 
 see you again in the spring." And they said, — "What shall we do for 
 food? Are we not to eat this winter?" He replied telling them that 
 theirs was a "seasonal job" and sent them home. Next day they came 
 whimpering back and said, — "Our women and our children cry for food. 
 We have never lived like this before. We have had more at times, but 
 it has never been regular. We must have food." "What have you to 
 give?" he asked them. "Nothing." "Oh, yes, you have. You have 
 trinkets of gold your women wear about their necks ; you have beadwork 
 and blankets that they have woven. You have many things. Bring them 
 to me and I will give you food in exchange for them." 
 
 So, the long winter through, they brought him all that they could spare 
 of their possessions, and he gave them food. When the spring came and 
 they came back to work they said, — "Our women want their trinkets, 
 their beadwork and their ornaments." And he replied, — "Work a little 
 longer and you may have them back," and so they worked. 
 
 After a time, through the exigencies of these transactions, a pile of 
 little golden pieces, in the store tent of the man who looked out, came and 
 went and became a medium of exchange to such an extent that he made 
 a crude die and, with a mallet, stamped his profile and his name upon each 
 
 47 
 
separate piece, and money was born. Money, — nothing but stored labor 
 used by men to buy trinkets for women. That is all money is. Men will 
 not use money when left by themselves. They will not have it in their 
 clubs. They sign a series of slips of paper then and give another slip of 
 paper at the end of the month. They will not even play poker for it, but 
 use little celluloid counters, instead. 
 
 By and by the pile of money became so large that it began to bother 
 the conscience of the man who looked out, and so he said, — "These people 
 get sick. I will build them a hospital. I will call that after father; he 
 was a kind old man. They need a church. I will call that after mother, — 
 'The-Man-With-The-Blood-On-His-Club's ^lother's Memorial.' They 
 need a library. I will call that after me. They will probably want a pipe 
 organ for their church. Oh, well, that is a luxury. I will pay half of 
 that ; let them raise the other half. I will create a church organ fund." 
 Thus philanthropy was born. Philanthropy, — the effort on the part of the 
 man who looked out to get from under the money that rests on his 
 conscience. 
 
 // we understand the social task of Christianity it is to bring together, 
 at some common meeting place, these four great factors in the world's 
 great strife, — these political leaders, these toilers, these poets, singers, 
 artists, editors, teachers, preachers, these far-seeing organisers of the one 
 group for the benefit of all. 
 
 We believe that there is but one place at zuhich these groups may be 
 brought; one place at tvhich they may settle and solve these differences, 
 and that is at the foot of the cross of Jesus Christ. 
 
 Each of these groups is conscious of its need. They stand before us 
 today. These politicians, toilers, poets, editors, teachers, preachers, cap- 
 tains of industry. They ask of us the way. "He is the way." And they 
 are saying, — "Show me Him," and when we have shown them Him and 
 they have seen Him, they will settle and solve the things which separate 
 them now. 
 
 AFTERNOON SESSION 
 
 J. Parke Channing, Presiding. 
 
 "The Foreman" — John Calder, Manager of Industrial Relations, Swift 
 & Company : 
 
 THE FOREMAN IS THE COMPANY. 
 
 We wish to discuss the foreman in the capacity of chosen representa- 
 tive of his concern's policies and ideals regarding labor. Someone may 
 object to putting the foreman on this pedestal and claim that concerns 
 have other ways of manifesting their interest in their employes; but, 
 
 48 
 
nevertheless, the actions and views of the man immediately in authority 
 over the workman, and constantly in touch with him, are his ultimate 
 criterion of the company. 
 
 First of all, of course, the concern must have such policies and ideals. 
 We often find that many firms have never thovight these matters through 
 to a finish. At best, their system is a collection of uncoordinated prac- 
 tices of liberal tendency, sometimes the result of the initiative of manage- 
 ment, and really on its trial so far as the proprietors are concerned. 
 
 We are discussing the problem of a Board of Directors and a manage- 
 ment thoroughly convinced that labor relations need stabilizing and can 
 be stabilized. "What," we ask, "are they going to do about the foreman ?" 
 
 THE DISTRIBUTION OF OUR FOREMEN. 
 
 According to the last published Census of Manufacturers, about forty 
 millions of our population arc engaged in gainful occupations, and nearly 
 eight millions of these arc in manufacturing industry. A little more than 
 one-half of all our industrial workers are engaged in 270,000 establish- 
 ments forming ninety-eight per cent of all our plants, and these plants 
 employ from one to 250 people, and 14 persons on an average. The 
 remainder, a little less than half of our workers, are employed in 5,104 
 places embracing only two per cent of all our plants. Three thousand 
 of these larger plants run from 250 to 500, and 1.400 from 500 to 1,000 
 persons. Only 648 plants in the country run over 1,000 employes each, 
 and form what we term "big business." 
 
 Fully half of our foremen, assistants, inspectors, superintendents and 
 managers, or about 400,000 persons are employed, and somewhat less 
 than half of our industrial activities and services are carried on, in estab- 
 lishments so small that, if the employes and managers ivere energised, 
 sympathetic and enlightened, there zcould be little difficulty in creating, 
 and maintaining, very close and satisfactory relations zvith labor. As a 
 ■matter of fact, little use is made by the small proprietors of their 
 advantage. 
 
 The other half of our foremen and minor executives, numbering over 
 300,000 persons, in relatively large establishments, are often far removed 
 from any real contact with their concern's policies and ideals, and depend 
 upon the accident of a particularly able and progressive management for 
 enlightenment. This does not make for continuity of action in labor 
 matters. 
 
 PROBLEM OF THE LARGE AND SMALL PLANT. 
 
 In spite of the advent of employes' representation, the end sought must 
 be accomplished largely through the management's active deputies — the 
 foremen. 
 
 49 
 
Little business is often run by little men zvho pick foremen of like 
 caliber, neglect to train them in the humanities, and consequently have an 
 organization which' is a very close copy of the narrow-minded people at 
 the top. But zi'herever you find a proprietor of liberal viezvs and energy, 
 you usually find him successfully multiplying himself through his fore- 
 men. 
 
 In big industrial business on the other hand, even with the best inten- 
 tions at the top, the foreman, often far removed from the management, 
 is frequently of unsuitable type and temperament and is sometimes 
 allowed undesirable liberty and arbitrary powers over the workmen. 
 
 INEFFECTIVE SELECTION OF FOREMEN. 
 
 The foreman is usually selected for his technical competency, but in 
 recent years the qualification is much less thorough than formerly, and 
 progressive education in Modern Production Methods has been found 
 necessary. Such training is not inconsistent with simultaneous training 
 and teaching on handling men. We are chiefly concerned at this time 
 zi'ith the foreman as a man; ziith the kind of mind and character through 
 zvhich his employer's ideals and progressive labor policies can be conveyed 
 to the zvorkman. 
 
 PSYCHOLOGY OF THE WORKER. 
 
 The most acute problems of the foreman today are human ones, — prob- 
 lems of relations between the people in the narrow groups which compose 
 industrial society inside and outside the plant. We see then how complex 
 and delicate the whole problem is ; yet we often leave the whole thing, at 
 its inception, to an uninstructed foreman, and we are content if nothing 
 seems to happen. Yet an unwisely handled problem of this kind may 
 suddenly become serious, and the workman cannot get any better idea of 
 a management than is furnished by the foreman with whom he spends 
 nearly all of his working hours. 
 
 THE FOREMAN MUST BE TAKEN INTO CONFIDENCE. 
 
 The foreman must be told much more about his concern. In most 
 cases he has not been told of its policies and its problems. This is still 
 more the case with the worker. Judicious publicity will help the latter, 
 but the foremen should be taken right into the family and permitted to 
 discuss all these things. The foreman's main job is to handle his men 
 with technical efficiency, tact and general satisfaction and he cannot do 
 this zvithout confidence. 
 
 ]\Ianagement cannot escape the responsibility of building up that con- 
 fidence in every single foreman, and of being worthy of it, instead of mak- 
 ing the foreman the general drudge, responsible for all things that go 
 
 50 
 
wrong and credited with little when they go right. JVe must cease regard- 
 ing and using h'nn as a policeman, and must deliberately set ourselves to 
 aid him to jil liinisclf for man-building, his real job. 
 
 COUNCILS ARE NOT FOREMEN'S SCHOOLS. 
 
 Someone asks, "What about representative councils ; will they not edu- 
 cate the foreman?" We do not believe they will or can. The council is 
 not the place to exhibit the foreman's ignorance and lack of perception, 
 and it is certainly not the source for replacing them with information and 
 mental development. 
 
 The concern that intelligently and willingly originates employe repre- 
 sentation must see to it, for the best results, that they are educated and 
 developed foremen, sympathetic and well-poised, who sit around the 
 council table. Such a result should be attained outside of the Council, 
 or there will inevitably be reactions in the plant that will defeat the full 
 intent of representation. 
 
 SPECIAL FOREMEN TRAINING IS NEEDED. 
 
 To accomplish this in the small plants is a simple and direct matter, if 
 the proprietor and management are properly alive to the need and willing 
 to devote personal time to it, or, where the management is willing but not 
 competent, to stand solidly behind special counsel employed to do it. 
 
 In the large concerns it is a matter of well-organized effort by the In- 
 dustrial Relations Department with all the outside counsel needed and all 
 executives in attendance. It must be an effort persisted in until the com- 
 pany's policies are thoroughly understood and practiced by executives of 
 every grade. Education of foremen in the history of industry, in its 
 elementary economics, in the handling of men and things, and methods, 
 on modern lines, provides them with a perspective and a grip of indus- 
 trial leadership which gives them a new interest in their jobs, and is re- 
 flected there by more success in handling their people. 
 
 WE MUST EDUCATE THE MEN WE HAVE. 
 
 Approximately ten per cent of our eight million strictly industrial 
 workers are major and minor executives and their assistants. That is, 
 we are running industry today with nearly eight hundred thousand fore- 
 men, assistant foremen, inspectors, superintendents and managers be- 
 tween 22 and 65 years of age. These are the people, even zvhere the em- 
 ployer is in full accord, zvho, for good or ill, hold the immediate future of 
 American labor relations in their hands, and it is their traits of mind and 
 character which will determine the issue. This applies equally to the fore- 
 men in our mining and transportation enterprises, who are not included in 
 these figures, but who have a measure of labor trouble out of all ratio to 
 their numbers in industry as a whole. 
 
 51 
 
WHAT IS THE MATTER WITH AMERICA? 
 
 Our industrial problems are reflected in society as a whole. What's | 
 the matter with America ? Many men are soured, grudging and indiffer- 
 ent in services, even when well paid. They don't like their jobs, them- 
 selves or their fellows. What's the trouble ? 
 
 The trouble with America today is chiefly the lack of education in many 
 matters which are common affairs of daily life, and lack of knowledge 
 of the unchanging laws of business and industry. This is a pity amongst 
 the grown-ups ; it is a hindrance to men in their prime ; but it is a handicap 
 to our young men, who are getting an inadequate discipline in this time 
 of slackened endeavor. These young men will bear the marks of it all 
 their lives, if they do not take care, for they are getting a living, and often 
 more than a living, without delivering to capacity, and they are apparently 
 "getting away with it." This is only apparent, however. The day of 
 reckoning is coming. We have got to stabilise business and industry 
 through education, and that is what we are being asked to do. 
 
 WE MUST ANALYZE OUR IGNORANCE. 
 
 What do we lack and how can we remedy our deficiencies? When we 
 ask that question, we are faced with this fact, that not merely the fore- 
 men, but most men in business are only half educated. In the face of the 
 detail and complexity of modern science, art, business and industry, we 
 are all just half educated in the sense that a large portion of our minds is 
 uncultivated. A iittle knowledge may be a dangerous thing, but it is only 
 so when you do not know it is only a little, and are unduly puffed up with 
 it. In all education of foremen, we must continually emphasize the par- 
 tial nature of their achievements. 
 
 Just to the degree that a foreman's or employer's mind is incompetent, 
 just to the extent that he has only a superficial half-knowledge, and does 
 not know it, there is public and industrial danger. 
 
 THREE MENTAL TRAITS NEEDING CORRECTION. 
 
 There arc three outstanding mental defects in our social action. Firsts 
 a great many men depend upon "luck" for success. Business men, fore- 
 men and workmen rely on magic — they "expect to have a little 'luck.' " 
 They ignore cause and effect. Secondly, many people only think in order 
 to justify something they have done or are about to do. Their minds are 
 continually hunting for alibis, and are rarely out for the truth. Third, 
 many men are unable to think their problems through. 
 
 The undeveloped man, as a merchant, buys goods that attract him with- 
 out thinking whether his customers will want them, or ought to want 
 them. As a business man, he hires a beginner at $12 if she will take 
 it; $15 if she asks for $15; $20 if she insists on $20; promotes nobody 
 
 52 
 
until he is forced to do it, and then is surprised that there is so bad a 
 spirit in the plant and office. As a farmer, he works ten hours a day 
 for a dozen cows, without ever thinking whether the cows are support- 
 ing him or he is supporting the cows. As a big business director, he 
 votes for bonuses, installs safety devices, hires social workers and pro- 
 vides amusements to overcome unrest, when the real trouble is the petty 
 tyranny and ignorance of some of his managers, superintendents and 
 foremen. 
 
 WHAT ARE WE GOING TO DO ABOUT IT? 
 
 AMiat are we going to do about it as individuals, about this inefficiency 
 
 i in thinking? This fellow who relies on luck to help him out, who justi- 
 
 I fies his errors rather than corrects them, who thinks nothing through to a 
 
 ! finish, is in our plants and offices today ; he is sometimes actually in charge 
 
 of policies, people and things. How can men be treated right, and led to 
 
 efficient production and self -development by such lame, self -deceiving 
 
 guides ? How can workmen of the same stamp be properly treated ? 
 
 Only in two ways. First, replace the sham thinking by the real thing 
 wherever possible, by well-considered training and education of the in- 
 dividual. Secondly, carry into the plant collectively such simple, con- 
 vincing knowledge of the worth-whileness of thinking straight, and living 
 straight, as will restore some JOY to the job. 
 
 We said we should take up education as a cure for the three tendencies 
 which I described. We should also do another thing, rather unusual to 
 advise, but we advise it ; learn to refuse intelligently ; to refuse to think 
 to incompetent conclusions. Spend your energies in finding the proper 
 expert in the case, send for him and do what he tells you. The educated 
 man at the very best has only a very little knowledge; he knows, however, 
 that it is little ; he knows when not to think ; and he knows where to buy 
 the thinking he needs. 
 
 WHAT ARE THE SOCIAL AND INDUSTRIAL ISSUES? 
 
 The real problem of the hour, the social problem that presents itself to 
 the people of these United States, is simply this : Can the nation's indus- 
 tries be so organized, and so administered, as to bring to the service of 
 business the well-tested principles and ideals of our political democracy, 
 without overturning the foundations of the republic, and without destroy- 
 ing the only guarantees we know on which order, liberty and progress can 
 possibly rest? We believe they can, and that we can stabilize our busi- 
 ness and our industry through education — the education of such folks as 
 we are. and particularly of the commissioned and the noncommissioned 
 officers of the industrial army and of business, from the high command 
 to the corporals. If we do, it will spread to the ranks. 
 
 53 
 
Everything ultimately depends upon our ideas and ideals. We know 
 full well that democracy — freedom from oppression, popular government 
 and the possession of votes — has not established the essential oneness of 
 the human race. Even ethical individualism, the cult of the individual 
 good, with its most wonderful past and its permanent place, will not save 
 mankind, but must be merged in larger loyalties embracing the com- 
 munity, the nation, and at last the whole world. 
 
 The centers and shrines of the most potent influences the world has 
 ever felt are not its seats of commerce and its capitols. From the shores 
 of Galilee, the banks of Avon and the leafy lanes of Concord there still 
 issue greater forces than proceed from our largest modern cities. 
 
 " We live in deeds, not years ; in thoughts, not breaths ; 
 In feelings, not in figures on a dial. 
 We should count time by heart throbs. He most lives 
 Who thinks most, feels the noblest, acts the best." 
 
 Following the afternoon session the Conference broke up into Round 
 Table discussions at 2 :45 p.m. Space does not permit the printing of the 
 report of these various conferences which were attended with much in- 
 terest. 
 
 The following topics were discussed : 
 
 1. "The Management — Some of the Problems of the President, Treas- 
 urer and Manager." 
 
 2. "The Foreman — The Man Next to the Men." 
 
 3. "Personnel Management — Employment, Service and Industrial Re- 
 lations Problems." 
 
 4. "The Coming American — The Foreign-Born Worker." 
 
 5. "The 'Y' in Industry — Practical Experience of Managers and 
 
 Shopmen." 
 
 SUNDAY NIGHT SESSION, 7:30 P.M. 
 S. J. Carpenter, Presiding. 
 
 The chairman presented Mr. Arthur Morey, general manager of the 
 Commonwealth Steel Company, St. Louis. Mr. Morey brought greetings 
 from Mr. Clarence H. Howard, president of the company, who was to 
 have presided at this session of the Conference. 
 
 Mr. Arthur Morey, Commonwealth Steel Company : 
 
 I want to convey to you the regrets of Clarence H. Howard, the presi- 
 dent of our company, at not being able to be with you. He was here last| 
 year, and he went away filled with inspiration. 
 
 54 
 
I am not an engineer, nor a V. ]M. C. A. Secretary. I am just a common 
 general manager ; but as a layman I will say that I have never been so 
 close to God before as I have been in this Conference. I think the whole 
 Conference has gotten away from that timidity which usually prevails at 
 such gatherings, when men speak the plain truth, speak of God. and the 
 relation between the two. 
 
 \\'e are passing through one of the greatest, most wonderful periods 
 in the world's history. We have gone through all the terrible things that 
 war has brought forth, and evil is growing worse and bolder ; but, on the 
 other hand, there is coming a clearer vision of the truth, and the good is 
 getting stronger. Those who have the truth can be fearless to know no 
 evil, and to go on confidently. I have never been to a gathering where 
 there was such intensity of faith in God, and when there can be a gather- 
 ing such as this, the whole country, and the world is safe ! 
 
 "Fundamentals of Prosperity" — Roger W. Babson, President, Bab- 
 son Statistical Bureau. 
 
 After graduation from the ^Massachusetts Institute of Technology, I 
 worked as a statistician for a Boston banking house, and then w-ent into 
 business for myself, compiling statistics for bankers and merchants. 
 \Miile doing that I recognized that business traveled in waves. As these 
 statistics were charted, it was found that they were wave-shaped. We 
 would have alternate periods of prosperity and depression. 
 
 One day in July. 1906. I was in the tower of my cottage with Prof. 
 George F. Swain of Harvard. We were looking over these charts to- 
 gether when Professor Swain asked the question, — 'T wonder if Newton's 
 law of action and reaction applies to economics as it applies to mechanics. 
 I wonder if there is any law. or whether the same law possibly operates, in 
 connection with financial conditions, commodities, prices, foreign trade, 
 etc.. as it applies to the pendulum, the spring and the mechanical lever." 
 I became very much interested in that problem, and it soon led me to 
 England, to study the original writings of Sir Isaac Newton. 
 
 \\'hile studying in England I was surprised to find that Newton was 
 primarily a theologian and not merely a scientist, and that his real work 
 was in connection with religion, rather than in chemistry, astronomy or 
 mechanics. / found that prosperity and depression not onl\ came in 
 Zi.'avcs, but that these waves were determined by the religious attitude of 
 the peoples. Each one of these periods of prosperity and depression is 
 divided into tn'o halves. During the latter half of every period of pros- 
 perity there develop inefficiency, carelessness, unrighteousness and ex- 
 travagance, and those qualities cause the following period of depression, 
 or rather, the first half of the follozving period of depression. And, dur- 
 
 55 
 
ing the latter half of every period of depression, man develops righteous- 
 ness, industry, efficiency and thrift, and those qualities lay the foundation 
 for the first half of the next period of prosperity. Then and there I was 
 born again. I was just as much converted in England, over the writings 
 of Sir Isaac Newton, as I was when a youth in the Methodist Church in 
 Gloucester, Massachusetts. I had learned that the real controlling forces 
 of life, that the real fundamentals of prosperity, are not factories, rail- 
 roads, buildings and banks; are neither statistics on foreign trade, bank 
 clearances, railroad earnings, immigration and other subjects, that the 
 bankers watch with such interest. The real fundamental of prosperity is 
 religion. Religion is the basis of prosperity, and the lack of religion is 
 the basis and cause of depression. 
 
 During the early part of this year a great many business men came to 
 Wellesley to look over figures and charts on business conditions. We 
 experienced something for the first time. These charts have almost all 
 signified good business, and a continuance of good business. Labor is 
 better employed than ever before in our history. Banking statistics are 
 not bad, considering the value of exchange of the dollar. In our foreign 
 trade, the balance of trade in favor of the United States has been greater 
 than during the last three years. All of these figures suggest continued 
 good business, yet every one of these keen captains of industry shrugged 
 his shoulders and said, — "Well, notwithstanding these figures, I still feel 
 that something is wrong." Why was it ? The reason was that these men 
 knew instinctively that people were forgetting their God ; that prosperity 
 had turned the heads of the people; that men were keener on profits than 
 on production, and that men were striving to get as much as they could, 
 and to give as little as possible. 
 
 In January of this year I was in Chicago visiting a friend who is con- 
 nected with a bank. While there an old man came in and rented a safety 
 deposit box. The old man put some papers into the box and locked it up. 
 When he went out, he said to the bank president, — "There are my earn- 
 ings and savings of fifty years ; I am leaving them in your care." The 
 president said, — "They are perfectly secure !" I said nothing, but could 
 but think how easy it would be for the clerk to have a key made and make 
 that old man penniless in five minutes. And not only that, he could have 
 done the same thing with every box in that vault ! Real security is not 
 behind steel doors, or steel zvalls, but in character, resulting from old 
 fashioned religion! 
 
 We buy Liberty Bonds. Do we ever bother to see whether they are 
 signed, or whether the signature is counterfeited? We throw our money 
 over the bank counter. Do we ever know whether the amount is written 
 in the ledger? You pay your lawyer hundreds of dollars, and yet the 
 
 56 
 
 I 
 
little underpaid $"?0 a week stenographer could make you penniless. 
 The real safety, the real security of our nation today rests with the 
 preachers instead of the bankers; with the priests instead of the police- 
 men, and the Sunday School teachers instead of the efficiency engineers! 
 
 Civilization began with the development of the credit system. And the 
 credit system— the system of trust in others — can, when charted through 
 history, form a line that is absolutely parallel with the line of development 
 of religion. Civilization started with the development of the credit sys- 
 tem, which came from these three things, — integrity, service and thrift, 
 and no one of these three things was ever heard of before religion ! Re- 
 ligion was the basis of it all, and had it not been for religion there could 
 be no credit system. And had it not been for our credit system, there 
 would have been no steamboats, no railroads, no factories, — there would 
 be no civilization ! 
 
 In 1620, three hundred years ago, a band of religious fanatics landed 
 on the Plymouth shores of Massachusetts. Having been born and 
 brought up in Gloucester, I can say that in all my travels throughout the 
 world, with the exception of the Sahara Desert, I cannot imagine coming 
 to a more desolate and more hopeless place than New England. We have 
 only three assets in New England — rocks, bushes and religion. Those 
 religious fanatics landed in a snowstorm, and started to build their little 
 huts. They brought in that Mayfloiver some old furniture and religion. 
 The old furniture has multiplied like the loaves and fishes, but the reli- 
 gion they put to work. What is religion? Religion is faith ; it is a desire 
 for service; it is thrift; it is self-control. They put their religion to 
 work, and it was not very many years before New England began to be 
 a center of industry, and in a few generations began to be the great pro- 
 ducing center. Why? Because the religion of those people was work, 
 save, trust and serve! Finally New England became the busiest portion 
 of the world, industrially. Statistics shozt' that eighty per cent of the 
 building permits granted in Nezv England are taken out by church people ; 
 seventy-five per cent of the savings accounts are held by church people; 
 seventy per cent of the books zvritten in New England are ivritten by 
 church people ; ninety per cent of the nezv patents recorded at IVashington 
 are by church people, and, to a large extent, the same thing applies 
 throughout the entire land. Our progress, our growth, and all of the 
 worth-while things that we have, have come from this old-fashioned 
 religion ! 
 
 I was asked by a large publishing house to make a study of 70 of the 
 leading industries of America. Their purpose was to ascertain some 
 undeveloped industry which they felt might be developed through 
 national advertising. In the course of that investigation, I had an oppor- 
 
 57 
 
tunity to study the ancestry of the heads of those TO greatest industries; 
 the TO leading captains of industry in America, the greatest employers of 
 labor, and the TO wealthiest men, with a few exceptions like the Astors 
 and Vanderbilts. I found that those TO men were not sons of bankers. 
 Only four per cent were sons of bankers, and seven per cent sons of 
 merchants, but thirty per cent of the men were the sons of farmers and 
 poor preachers whose incomes were less than $1 ,400 per year during their 
 entire lifetime! Their success was due to a praying father and a praying 
 mother ; not due to a college education, but to family prayers. It was that 
 training in old-fashioned religion which supplied the faith, the service, the 
 thrift and the other qualities which laid the foundation for their success. 
 So much for the past. 
 
 What arc the conditions today? The income of the people of this 
 country today is estimated at around seventy-five billions of dollars annu- 
 ally. We estimate that from seventy to eighty per cent of that income 
 goes to church people. The Interchurch JVorld Movement zvas striznng 
 to raise about 200 to ^oo millions of dollars, and succeeded in raising only 
 1^6 millions. If the church people had given one-tenth of their income 
 they zvould have raised four billions! Our statistics indicate that one-half 
 of the mines of this country are otmied by church people. Two-thirds of 
 the farms, three-fifths of the factories and four-fifths of the railroad stock 
 are held by church people. 
 
 We hear a lot of talk about Bolshevism. I was at a conference in 
 Washington one year ago on the question of how to check Bolshevism 
 and socialism in this country. After the various people present had 
 given their ideas, the Secretary of Labor said: "There is only one safe- 
 guard against Bolshevism, and that is to have more home ozuncrs. From 
 my experience zvith labor movements, during many years, I have never 
 yet knozvn a man to hoist a red flag over his ozvn cottage.'' What does 
 this mean? It means that our salvation, the solution of our problems 
 depends on giving, not on gaining more ; depends on sharing instead of 
 accumulating; depends on making the other fellow a partner instead of 
 freezing the other fellow out ! About two years ago, in the summer of 
 1918, I was in the office of the Secretary of War, when the news was 
 brought in that the Germans were preparing for a great drive on Paris, 
 and that Foch was almost at his last stand. As a last resort he gave orders 
 to assemble, from all the armies in France, the men who owned land be- 
 tween Paris and the Somme front. He put them in a corps with our boys 
 to stem the German drive on their own property. We know what hap- 
 pened ! Friends, many times I have wondered what would have hap- 
 pened, what condition Europe would be in today, had that land between 
 
 58 
 
Paris and the Somme been owned by corporations instead of by thousands 
 of French peasants ! 
 
 Now as to the future : — I have been misquoted as urging rehgion as a 
 protection of property. I am interested simply in increasing production. 
 JVc arc only about hvoity per cent efficient, and that tzventy per cent is 
 due very largely to religion. One million men are employed in the 
 United States today to zi.'atcJi others work and keep them honest. And 
 eighty per cent of the possible production of America today is wasted 
 tlirough lack of old-fashioned religion. Friends, the fundamentals of 
 prosperity, the basis of prosperity, the life of prosperity, the hope of pro- 
 duction, and all zve have got and will have, comes from religion. There- 
 fore, let us develop the soul of man; let us develop tJie pozvcr of prayer; 
 let us develop integrity, service and loyalty. I am interested in what has 
 been said about training the technical man, but I tell you, friends, what 
 the technical man needs is not technology ; is not more sociology or 
 economics, but more religion. That is what our schools and colleges 
 need, — more religion. And in the state of Massachusetts it is an offense 
 for a principal of a school, or a superintendent of a school, to ask a teacher 
 whether she has any religion whatsoever ! 
 
 Friends, — do not become dazzled with economics, industrial manage- 
 ment and the use of these terms. Just keep your eye focused on those 
 teachings of Jesus, and those old fundamental religious principles. There 
 is altogether too much talk today about the Leitch plan, and Babson plan, 
 and the White plan, and the Rockefeller plan, and too little talk about 
 God's plan for solving these problems. What is God's plan? God's plan 
 is tliat you should teach your business men to avoid covetousness and am- 
 bition, and to be satisfied zvith small organisations. In other zuords, to 
 seek more righteousness instead of more profits. Secondly, urge them to 
 run their business to make men healthy, happy and independent. When 
 you run across a man who is in a business that is not making people 
 healthy and happy, be a man and tell him to get out of it. Thirdly, keep 
 organizations as pure as possible, avoiding dilution of organization and 
 taking on the undesirable people for the sake of growth. Finally, do not 
 be ashamed of the word "prayer." When a manufacturer comes to me 
 and tells me his troubles I ask him first : — "Are you a praying man ? Have 
 you taken your troubles to God on your knees?" If he says, "No," I 
 frankly say, "The Babson organization can do nothing for you." 
 
 The greatest thing in the zvorld is religion, the pozccr of righteousness 
 and the pozver of prayer. Insist that it be used by men for whom you 
 work, and with whom you work. I know that you will be criticized for 
 following out this course. You will be questioned. But I can simply say 
 to you what Garibaldi said to an audience after the defeat of his army 
 
 59 
 
in Italy, and when everything looked the blackest. "I am going out from 
 Rome. Let all those who will continue to fight come with me. I offer 
 neither pay, quarters nor provisions. I offer hunger, forced marches, 
 wounds, suffering and death. Let him who loves his country in his heart, 
 and not with his lips only, follow me !" 
 
 Mr. Towson : 
 
 The Conference has set in motion three things : 
 
 1. Influence to make possible the continuance of American Industries 
 Quartet another year. 
 
 2. Renewed interest in the training school at Springfield for Y. M. 
 C. A. Secretaries who are to be placed in the industrial field in 
 order that we may have trained men raised to the highest power. 
 
 3. A fund, though it is but a small nucleus, has been started to send 
 the first industrial secretary into a foreign field. 
 
 The time has now come to adjourn. What do you think of this Con- 
 ference? How would you characterize it in a word? 
 
 There was genuine conviction and enthusiasm in these rapid responses : 
 
 Progress. 
 Square deal. 
 Humanitarianism. 
 ]\Ien are square. 
 Speed and power. 
 Humanized teamwork. 
 Sincerity of service. 
 Teamwork well directed. 
 The call to faith in man. 
 Brotherly Americanization. 
 Righteousness in industry. 
 Fusing religion and industry. 
 Democracy and Americanization. 
 Heart power versus man power. 
 Creative work and square deal. 
 Confidence in the other fellow. 
 Mutual faith through education. 
 The power of spirit in industry. 
 Good will and a spirit of service. 
 Workers working together for good. 
 The Golden Rule is sound economics. 
 Our confidence in men reestablished, 
 
 60 
 
The Kingdom of God is within industry. 
 Reincarnation of the spirit of equality. 
 A practical application of the Golden Rule. 
 The practice of Christ's teaching in industry. 
 There are no pink pills for pale industries. 
 Increased knowledge of our mutual interests. 
 Patience and perseverance in pushing the job. 
 Recognition of the spiritual power in every man. 
 Inroads to comradeship between men and management. 
 Nothing is ever settled until it is settled right. 
 Engineers using Golden Rule as well as slide rule. 
 Neither capital nor labor but comrades for common good. 
 See to it that we get more ministers here, we need it. 
 Christianity in industry the other six days in the week. 
 Safety and democracy through the spiritualization of man. 
 Big business recognizing humanics as important as mechanics. 
 Representative management thinking seriously of solving problems 
 through development of character and service. 
 
 This may well be called the good will and square deal Conference. 
 Adjourned. 
 
 COMMENTS— FROM LETTERS RECEIVED 
 
 "There is an atmosphere at Silver Bay that produces a spirit of brother- 
 hood and close relationship that I have never experienced in any other 
 assemblage. I believe that seeds are being sown that will eventually be 
 of tremendous help in solving some of the problems which are confront- 
 ing industry today." — F. J. Kingsbury, President, Bridgeport Brass 
 Company, Bridgeport, Conn. 
 
 "Our trip to Silver Bay this year was a great inspiration to all of us. 
 I congratulate you on the program, the speakers and above all on the 
 spirit which was early manifested and continuously maintained until the 
 end."— E. H. Betts, President, Earl & Wilson, Troy, N. Y. 
 
 *T gained a new inspiration for my work. It was a great thing to see 
 the business interests standing for the high ideals that alone can pull 
 through our industrial situation." — Arthur T. IMorey, General Man- 
 ager. Commonw^ealth Steel Company, St. Louis, I\Io. 
 
 61 
 
"When the well-known publicist, Graham Wallas, lectured here last 
 year, he laid particular stress upon the necessity all over the world at the 
 present time of 'cementing influences.' I was particularly impressed by 
 this quality in the Industrial Conference at Silver Bay. It was above all 
 else a 'cementing influence.' " — Sam A. Lewisohn, Adolph Lewisohn & 
 Sons, New York City. 
 
 "I counted it a real privilege to have one afternoon and evening in 
 your exceedingly important Conference. Permit me to say that it is the 
 most vexed subject in the country and that in my judgment you are going 
 at it on the only basis that will eventually win." — Fred B. Smith, Assist- 
 ant to President, H. W. Johns-Manville Company, New York City. 
 
 "One could not help but realize that such a large number of thoughtful 
 men and women considering this subject entirely apart from selfish inter- 
 ests must result in good." — Roger W. Straus, Assistant to President, 
 American Smelting & Refining Company, New York City. 
 
 ''I can only criticize the short duration of the Conference. There were 
 so many good things crowded into such a short time. I look forward to 
 a continuance of these meetings." — Norman H. Pollock, Superintend- 
 ent of Inspection, The Miller Lock Company, Philadelphia, Pa. 
 
 "I was very much pleased with the Conference at Silver Bay. It is 
 hard to estimate the good obtained from gatherings of this kind. I was 
 strongly impressed with the fact that the idea of almost all those repre- 
 senting large industries was that manufacturing concerns must be con- 
 ducted on the 'square deal' basis." — Mrs. W. W. Shaw, ]\Ianager Per- 
 sonnel Department, Durham Hosiery INIills, Durham, N. C. 
 
 "The value of these Conferences lies in their emphasis on these funda- 
 mental and much-needed principles." — Richard B. Carter, President, ' 
 Carter's Ink Company, 236 First Street, Boston, IMass. 
 
 "I enjoyed every minute; I also enjoyed the dififerent speakers 
 throughout the entire Conference at Silver Bay. The place was an ideal 
 one. I am hoping to be with you again in the next year." — J. A. Pine, 
 Harrisburg Shoe Manufacturing Company, Harrisburg, Pa. 
 
 "The meeting was quite valuable and the opportunity was offered for 
 a full and free discussion with others who are vitally interested in the 
 very great problem." — J. L. K. Snyder, Superintendent, Niagara Alkali 
 Company, Niagara Falls, N. Y. 
 
 "The impression that the Conference has left on me could not be 
 measured in dollars and cents as it was too valuable. There is no question 
 in my mind but that we are on the right track." — Richard G. Riley, 
 Superintendent, King Philip IMills, Fall River, Mass. 
 
 62 
 
"I was very much impressed with the general scope of the Conference 
 meetings and benefited by the suggestions made along the lines of better 
 'management, more efficient personnel, etc., and believe you are doing a 
 'wonderful lot of good in bringing these men together. I am looking for- 
 ward to joining you at that time next year." — M. J. Powers, General 
 Passenger Agent, The Delaware & Hudson Company, Albany, N. Y. 
 
 ' "Mr. Lamont and myself feel that the Conference was very much 
 I worth while and that it should be repeated from year to year. We feel 
 ithat we can make much faster and better progress in the company's 
 affairs from having been to this Conference." — Olive B. Bradley, 
 [Assistant Treasurer, IMcCallum Hosiery Company, Northampton, Mass. 
 
 "Not only were the speakers of the Conference most inspiring, but also 
 the opportunity of intercourse with men who are in the same line of work 
 was most helpful." — H. Gilbert Francke, Service Manager, Pacific 
 Mills, Lawrence, Mass. 
 
 "These Conferences were a great inspiration to me. The whole spirit 
 and tone of the Conference was most encouraging to a better understand- 
 ing of the principles involved." — Charles S. Speare, Brown Brothers 
 Company, 59 Wall Street, New York City. 
 
 "I came away from Silver Bay filled with enthusiasm over the work. 
 You are making a practical application of practical Christianity in all that 
 was being done." — Emory West, Adirondack Power & Light Corpora- 
 tion, Glens Falls, N. Y. 
 
 — \ 
 ''\\'hile various papers read and addresses given at the Conference are 
 
 of benefit, the main advantage gained is from the Round Table discussions 
 and getting in touch with executives of other concerns and discussing 
 various difficulties and conditions. I hope to have the privilege of attend- 
 ing the next Conference at Silver Bay, and I wish you every success in 
 your efforts." — C. H. Thompson, General Safety Supervisor, Eastman 
 Kodak Company, Rochester, N. Y. 
 
 "The Conference was both a privilege and a benefit to meet and asso- 
 ciate with the representatives of industry attending. The subjects cov- 
 ered were so complete that anyone connected with industry would be 
 deeply interested. I came away feeling I had spent three very profitable 
 days. The service extended by the hotel and conveniences of travel pro- 
 vided, were much appreciated by the writer." — R. R. Van Tassell, 
 Superintendent, J. Edward Ogden Company, Inc., Bayonne, N. J. 
 
 "An exchange of forward-looking ideas, such as this year's Conference 
 furnished, is altogether too valuable for any industrial executive to miss. 
 Attendance at the Silver Bay Conference seems an ideal way for any 
 
 63 
 
 ■'-1 
 
industrial management to start a new year's work. It represented the 
 experience of men who are taking progressive action." — W. W. Drew, 
 Business Training Corporation, 185 Madison Avenue, New York City. 
 
 "The Conference made a most distinct and favorable impression upon 
 our three industrial secretaries, three members of our board of manage- 
 ment, and two of the industrial representatives from that district. I be- 
 lieve our work there will go forward with renewed impetus and inspira- 
 tion." — R. V. Wright, Managing Editor, Raihvay Age, New York City. 
 
 "I personally believe the Conference is one of the very strongest moves 
 that has ever been made to eradicate the difficulty between capital and 
 labor." — A. W. Fox, Assistant Treasurer, The Johns-Pratt Company, 
 Hartford, Conn. 
 
 "Although each particular plant must solve its problems in its own 
 way, the contact with other minds necessarily broadens us, and gives us 
 a wider view, even of our own small problems. The great impression of 
 the Conference was the sincerity and earnestness of the men who spoke, 
 and also those who entered the discussion." — S. H. Libby, Managing 
 Engineer, Sprague Electric Company, Bloomfield, N. J. 
 
 "I am very glad to record the delightful and helpful impressions re- 
 ceived from the Industrial Conference at Silver Bay. I think the Indus- 
 trial Conference is perhaps the most potent agency in the United States 
 for giving to those who are fortunate enough to attend the right 'attitude' 
 in industrial matters." — George S. Hawley, ^Manager and Counsel, 
 IManufacturers' Association of Bridgeport, Conn. 
 
 "My days with you at the Silver Bay Conference were happy ones 
 indeed, and I came away with a renewed confidence in the ability of 
 American men in industry to work out all of their difficult and pressing 
 problems." — L. P. Alford, M.E., Editor, Industrial Management. 
 
 "The value and need are imperative. The inspiration is beyond ex- 
 pression. I shall recommend the Conference to every business man I 
 meet, for the good that follows is unmeasurable." — John H. Thornton, 
 Superintendent, David Lupton's Sons Company, Philadelphia, Pa. 
 
 "The Committee is to be congratulated upon the Conference on Indus- 
 trial Relations because of the high type of men you had on the program, 
 the earnestness of everyone in attendance, and the subject matter. I was 
 particularly pleased with the way in which the program was strictly 
 adhered to as to point of time." — L. T. Thomas, Associate Editor, Shaw 
 Publications, Chicago, 111. 
 
 64 
 
"The Conference was worth whik,- h'jjh'y educative, and productive of 
 many good thoughts, which ought to reflect themselves in carrying out in 
 industry more cooperation, friendliness and good will between manage- 
 ment and men." — A. C. Recker, General Superintendent, Waterbury 
 Manufacturing Company, Waterbury, Conn. 
 
 *T was particularly impressed by the earnestness in evidence at the 
 Silver Bay Conference. When the desire to practice the Golden Rule in 
 dealings with our employes is made manifest by such representative busi- 
 ness men as attended, I am very sure of a proper ending for all of our 
 industrial unrest." — S. B. Bunker, Manager Personnel, General Motors 
 Corporation, Detroit, Mich. 
 
 COMMENTS ON THE GROUNDS 
 
 "I am greatly pleased with the Conference. There is much more of 
 the spirit of enthusiasm here than in other industrial human relations con- 
 ferences which I have attended. This one is outstanding in the entire 
 harmony of diversified interests." — Mr. Park of American Locomotive 
 Works. 
 
 "This has been a revelation to me. It means a change in my life and 
 will mean much to our company." — A New Bedford Overseer. 
 
 More than one said : "I hate conferences but I have attended every 
 session here because of my interest and the splendid presentations." 
 
 "There was entire absence of the maudlin sentiment. On the other 
 hand there was the complete unanimity of heart power." 
 
 "I never saw an audience that listened so intently and stayed so faith- 
 fully to the end." 
 
 "I am not what you call a religious man, but I have a fuller realization 
 of my responsibility for my fellow man because of having attended." 
 
 "It has got me thinking and I am going back and do some thinking on 
 my job." 
 
 "We are going to bring enough men from our industries next year to 
 fill a whole cottage." 
 
 "Now I feel impelled to go back home and take, as best I can, this spirit 
 of brotherhood to my associates in industry." 
 
 "This has been a place where no barriers exist which keep a man from 
 expressing what is really in his heart." 
 
 65 
 
"My wife and 1 have talked ti^iacters'over since coming here. We are 
 going home to present ourselves for membership in a church." 
 
 "Most remarkable industrial gathering I have ever attended." — Harry 
 Holmes, Associate General Secretary, British National Council 
 Y. M. C. A. 
 
 "This is intensely interesting and entirely new to us." — IMr. Matsu- 
 MOTO, the manager of a Japanese mining and smelting industry employing 
 45,000 men. 
 
 "We will try to have our entire personnel staff at this Conference next 
 year and hope to hold our regular staff meeting at Silver Bay immediately 
 following the industrial conference." — A representative of the General 
 Motors Corporation. (This has since been confirmed by the company.) 
 
 "I came with instructions from the head of my company to make a 
 protest against having a conference on Sunday. I must say that the Sun- 
 day morning session was the most remarkable meeting I ever attended, 
 and the most religious." — J. H. Thornton, Philadelphia. 
 
 Mr. Lloyd Roberts of England, a nephew of Lloyd George, said : "I am 
 delighted at what I have seen and heard here and intend upon my return 
 to England to see if we may not hold such conferences." 
 
 "How can I take back this wonderful inspiration to our men?" — Mr. 
 MoTT, Wamsutta Mills, New Bedford, Mass. 
 
 "In all my travels and experiences with such conferences, I have never 
 come in contact with such definiteness of program and purpose." — Mr. 
 St. Clair, Witherby, Sherman & Company, Mineville, N. Y. 
 
 "Last year's Conference was the best I had ever attended and this year's 
 beats it. Everybody was sincerely enthusiastic, purposeful and the spirit 
 was wonderful. We hope to have a larger delegation next year." — The 
 chairman of the Troy delegation. 
 
 Someone else summed it up as — "Reassurance of faith, spiritual 
 dynamic, usable information." 
 
 "I expected that the Conference would be a technical discussion of 
 industrial problems. I soon realized that efforts were being concentrated 
 to develop a satisfying basic principle, applicable to all phases of indus- 
 trial life. This principle was simply 'Christ,' and the practical application 
 of His teachings and example to everyday life. It was a revelation to me 
 to discover that the human factor occupied the principal place in the 
 minds of those earnest leaders of industry." — M. R. Crew, Continental 
 Y. M. C. A., Montevideo, Uruguay. 
 
 66 
 
-• • ,. :*. 
 
 • • • M W 
 
 Note. 
 
 On behalf of the committee of arrangements and of the management 
 of the Silver Bay Association, it should be said that the members of the 
 Conference were not only generous in their appreciation of the Confer- 
 ence, but they were very considerate under some inconveniences occa- 
 sioned by (1) the congestion due to the presence of several hundred 
 students on the closing day of the summer school, which was also the 
 opening day of the Conference; (2) the limitations of the dining room, 
 which necessitated two sittings at meals ; (3) the limited number of rooms 
 with modern equipment and private baths. 
 
 The first of these difficulties will be removed. 
 
 The second will doubtless have to be accepted another year. 
 
 The third will be overcome in part before the next Conference, but it 
 may be that the way must be found for erecting an "industrial addition" 
 to the present building equipment in order to get the very best results. 
 
\3V 
 
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