grim determination to have no more cuts if soldiering can prevent it.
Unfortunately for the character of the workman, soldiering involves a
deliberate attempt to mislead and deceive his employer, and thus upright
and straightforward workmen are compelled to become more or less
hypocritical. The employer is soon looked upon as an antagonist, if not
an enemy, and the mutual confidence which should exist between a leader
and his men, the enthusiasm, the feeling that they are all working for
the same end and will share in the results is entirely lacking.

"The feeling of antagonism under the ordinary piece-work system becomes
in many cases so marked on the part of the men that any proposition made
by their employers, however reasonable, is looked upon with suspicion,
and soldiering becomes such a fixed habit that men will frequently take
pains to restrict the product of machines which they are running when
even a large increase in output would involve no more work on their
part."

Third. As to the third cause for slow work, considerable space will
later in this paper be devoted to illustrating the great gain, both to
employers and employees, which results from the substitution of
scientific for rule-of-thumb methods in even the smallest details of the
work of every trade. The enormous saving of time and therefore increase
in the output which it is possible to effect through eliminating
unnecessary motions and substituting fast for slow and inefficient
motions for the men working in any of our trades can be fully realized
only after one has personally seen the improvement which results from a
thorough motion and time study, made by a competent man.

To explain briefly: owing to the fact that the workmen in all of our
trades have been taught the details of their work by observation of