"fair trial" fail, while the things that "must go," go all right.

To decide where to begin is a perplexing and bewildering problem which
faces the reorganizer in management when he arrives in a large
establishment. In making this decision, as in taking each subsequent
step, the most important consideration, which should always be first in
the mind of the reformer, is "what effect will this step have upon the
workmen?" Through some means (it would almost appear some especial
sense) the workman seems to scent the approach of a reformer even before
his arrival in town. Their suspicions are thoroughly aroused, and they
are on the alert for sweeping changes which are to be against their
interests and which they are prepared to oppose from the start. Through
generations of bitter experiences working men as a class have teamed to
look upon all change as antagonistic to their best interests. They do
not ask the object of the change, but oppose it simply as change. The
first changes, therefore, should be such as to allay the suspicions of
the men and convince them by actual contact that the reforms are after
all rather harmless and are only such as will ultimately be of benefit
to all concerned. Such improvements then as directly affect the workmen
least should be started first. At the same time it must be remembered
that the whole operation is of necessity so slow that the new system
should be started at as many points as possible, and constantly pushed
as hard as possible. In the metal working plant which we are using for
purposes of illustration a start can be made at once along all of the
following lines:

First. The introduction of standards throughout the works and office.

Second. The scientific study of unit times on several different kinds of
work.