more rigid standardization and will not work extra hard, unless they
receive extra pay for doing it.

All of this involves an individual study of and treatment for each man,
while in the past they have been handled in large groups.

The management must also see that those who prepare the bricks and the
mortar and adjust the scaffold, etc., for the bricklayers, cooperate
with them by doing their work just right and always on time; and they
must also inform each bricklayer at frequent intervals as to the
progress he is making, so that he may not unintentionally fall off in
his pace. Thus it will be seen that it is the assumption by the
management of new duties and new kinds of work never done by employers
in the past that makes this great improvement possible, and that,
without this new help from the management, the workman even with full
knowledge of the new methods and with the best of intentions could not
attain these startling results.

Mr. Gilbreth's method of bricklaying furnishes a simple illustration of
true and effective cooperation. Not the type of cooperation in which a
mass of workmen on one side together cooperate with the management; but
that in which several men in the management (each one in his own
particular way) help each workman individually, on the one hand, by
studying his needs and his shortcomings and teaching him better and
quicker methods, and, on the other hand, by seeing that all other
workmen with whom he comes in contact help and cooperate with him by
doing their part of the work right and fast.

The writer has gone thus fully into Mr. Gilbreth's method in order that
it may be perfectly clear that this increase in output and that this