The Waterbury Democrat. [volume] (Waterbury, Conn.) 1917-1946, 1940-03-07

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Ranization covering e v e r a
sites. An able, we'll trained staff
! was somewhere failing to produce
The previous administrator had re-
signed, giving as reason the lack
of cooperation In the organization
Rumors Of trouble had hoated back
to headquarters. Inefficiency, jeal-
ousy, dishonesty, confusion were
said to be spelling the work. How
should he begin to straighten IT all
out?
The director called the top men
together, watched them as they
talked. He spotted friction and
maneuvering for position. He trav-
eled through the field and found
that wherever there was confusion
in q section it could be traced to
personal turmoil In the life Of the
key man there.
He pondered the situation
Should he fire these men? The next
lot might be worse.
Should he use the big stick and
try to force his will through? That
did not add up to make good Or
rar1ization, to his way Of thinking
And besides the job was too big for
any one man to handle. How should
be proceed?
He had learned through MIRA that
accurate, adequate information
comes when q man listens to God
and Is ready to carry out the
orders he gets. So he listened -
every day.
There was only one answer -
change the life of the men respon-
Sible. when somebody's doing
somsthing wrong, get him changed
and he'll do 1t right" A plan Of
action came into his mind.
RemakeS Way Of Living
Browning, somehow the people
up In headquarters have come to
the conclusion that you're response
Bile for the trouble in this organiza-
ton" It was in the Office of the
first Of the, trouble makers, few
hours later. "Now I figure there
must be fire somewhere behind all
this smoke. What's the truth about
1t all?" Before the other man, de-
mails rushing to his lips, could an
Swer, the director talked on about
his own life. He told Browning Of
the failures OF his past, about some
Of his own mistakes that had to be
Strengthened out. He spoke Of the
power of an honest apology. He
spoke Of how Moral Re-Armament
had remade mis- way Of living.
Browning stared III establishment at
the turn In the conversation. He list
ened intently. He could see that the
other man was sincere. Anger dis
appeared. For the first time he
told someone about the struggles In
his own life-the trouble at home,
the fear that logged his ind,
made him act against his judgment.
They spent a lot of time together
during the next days. Results began
to show Immediately and before
many months Browning had started
a new life-began to look younger.
One by one, within year and a
half, the seven main trouble max
ers had begun to live on new basis
Of thinking and action-cleaned up
instead Of fired out. A united team
had been produced by what the di-
rector called "the new way. that
ducks the friction method Of de-
Gliding things" Jealousy disappear
ed. They planned their policy with
all the facts in the open. They
reached decisions through a COM
mon mind. They could now do an
effective job. In fact their work
has been recognized in government
circles as one Of the most signifi-
cant and constructive developments
in the whole country.
MIRA Cures Friction
The problems Of a business, like
the problems of labor union or a
home. are the problems Of Living
together. America is recapturing
through MIRA the art of living to-
gether because MIRA cures the fric-
ton and feelings that keep people
apart.
A large business house in the mid
die west recently asked thousands
Of its employees what proportion OF
the problems in business were due
to jealousy, dishonesty, selfishness
and fear. The answers ranged from
go to 05 per cent.
A hundred trade papers repre-
senting the principal industries here
and In other countries have recent
1y carried articles-"MRA-the re-
storation of confidence in business. u
Confidence is based on trust. Trust
Is based on character Business to-
day can only stand just so much
dishonesty and fear before it disin-
tegrates and collapses. But with
moral recovery comes economic re-
covery.
One head OF company with
5000 employees recently apollo
gized to his men for being the
cause OF strike they were waging
IT had been In closer touch with
the works, I would have known GER
tain conditions needed changing,
he said.
Consult with Competitors
Some employers Inspired By
MIRA have moved out OF their
homes Into less spacious quarters IN
order 70 keep their employees on and
their business producing. when II
would have been far easier 70 shut
down. They have even consulted
with their competitors before
launching 4 new policy that might
DO personally profitable but prove
Injurious 70 the industry as O whole,
Such Fehulk led Peter Bennett,
president of lhe Federation Of Brit.
Va industries and eight other lead.
iiig IndistFiallhiA 70 cable 70 the ma
iional meeting foF Moral nssAFma'
Hlent q WaShlngipD thA HNftagei
"IleallzIna Inst the true function Of
llldilelFg. Commerce and fFanA "A 10