meaning and purpose of the detail upon which each operative may be
engaged is a most powerful incentive to good work. In the past leaders
relied more upon implicit, unreasoning obedience, supported often by
affection for the leader's own character, and profound trust in his
wisdom, and a general hope of advantage for each individual who carried
out orders unhesitatingly and exactly; but they did not think it
necessary, or even desirable, that the common workers should understand
their plans and act in intelligent co-operation with them: to-day,
intelligent co-operation is prized as it has never been prized before,
and its value is realised as it has never been realised before.

If this is true in the world of arms, of labour, of commerce, it is
equally true in the world of foreign missions. The common worker, the
subscriber, the daily labourer, is beginning to demand that he shall be
allowed to take an intelligent part in the work, and missionary leaders
are beginning to see the importance of securing intelligent
co-operation. In the past the appeal has been rather to blind obedience,
and immense stress has been laid upon the "command"; the appeal has been
to the emotions, and love for Christ, love for the souls of men, hope
of eternal blessings, hope of the coming of the Kingdom, and (for
direction of the work) trust in the wisdom of great missionary leaders
or committees, have been thought sufficient to inspire all to put forth
their best efforts; but to-day, as in the labour world, as in commerce,
as in the army, so in the world of missions, the intellect is taking a
new place. Men want to understand why and how their work assists towards
the attainment of the goal, they want to know what they are doing, they
want to understand the plan and to see their work influencing the
accomplishment of the plan.

It is no doubt true that the demand for intelligent co-operation, both