fact that stagnation in place of progress of the men in the plant
is deadly to the organization, and feel that if we get an
extra-efficient man in a certain position that he must be kept there
regardless of his own opportunity for advancement. We fail to realize
that progress all the way through the organization, should be
encouraged--that while man is distinctly a creature of habit, his mind
as well as his body must be considered, and that only by changes of a
progressive nature does he develop most favorably.

Too often a manufacturer is opposed to the creation of other
organizations by men from his own organization, when, as a matter
of fact, it would be a great deal better for his own institution
if he would encourage the growth of other plants that can be
created by his own men.



HABIT ACTION, BASIS OF SKILL AND PROFICIENCY.

We have many text books on the subject of industrial finance, of
engineering, of invention, of industrial management, and all these
books are written on the assumption that the human being knows his
own kind. A study of our failures seems to reveal, however, that
we have misunderstood the human being.

For instance, while we know that skill and experience is
invaluable, we make our mistake by underrating its value, or too
often we limit its application to the hand worker. We say that
skill of the pianist, the surgeon, the workman must be acquired by
practice. We know that in many trades a workman must spend three,