The Birmingham age-herald., 1922-11-30

other fellow which had prevailed for a number of years as the ex- pression of the human policy of the coml.e ny. In a recent authorized statement he says:
 Some organizations use up so much energy and time maintaining feeling of harmony that they have no force left to work for the object for which the organization was ere ated. The organization is secondary to the object. The only harmonious organization that is worth anything is an organization in which all the members are bent on the one main purpose-not to get along with it. self, but to get along toward the ob 1ective. A common purpose, honest ly believed in, sincerely desired-that is the great harmonizing principle.
 T pity the poor fellow who is so soft and flabby that he must always have an atmosphere of good feeling around him before he can do his work. There are such men. They produce with sort of hot-house fer vor while they are being coddle>,, but the moment the atmosphere chills and becomes critical they become helpless. And in the end, unless they obtain enough mental and moral hardness to lift them out of their soft reliance on feeling they are failures. Not only are they business failures; they are character failures also; it is as if their bones never at tained a sufficient degree of hard ness to enable them to stand on their own feet. There is altogether too much reliance on good feeling in our l.,, s,f, f,-of { ft1. too great a fondness for working with the people they like. In the end it spells a good many valuable qual- ities
 Do not misunderstood me; when use the term good feeling I mean that habit of making ones personal likes and dislikes the sole standard of judgment Suppose you do not like man. Is that anything against him? It may be something against you. What have your likes or dislikes to do with the factse Every man of common sense knows that there are men whom he dis likes, who are really more capable than he is himself"
 Fault In the Man
 Once in a while I found a man in the office or the shop of the kind MT. Ford describes. He was eternally seeking to transfer because he did not personally like some one under whom, or With whom, he had to work He must breathe the atmosphere of good feeling found only in mu- tual admiration societies, or cease to function. The fault was in the man, not in the organization. Full of per sonal prejudices. he created wherever he went the very atmosphere of which he complained. The average man is not dependent on good feel ing" of the kind described, but ne does require the atmosphere of good will to bring out of him the best in him. The foreman or executive who arouses in men the spirit of hate and antagonism through unjust and in- human treatment Is calling out that which is not only injurious to his own organization. but is a menace to industry as a whole.
 It may be that more can be gotten of men who led. It may be that hate and fear are stronger incentives to work than good will and loyalty. But I don't believe it. For the time be- ing-yes. possibly. But in the end what? For the violation of certain laws we may never be brought Into a court of justice. But we pay the penalty in the end. just the same. There are laws which men do not make and which do not depend on men for their enforcement.
 (Continued tomorrOw.)