The house of Industry : a new estate of the realm

A PRECEDENT—WHAT TO AVOID 53

had not been foolishly stimulated by nervous statesmen.

Secondly: It was by no means the clever and dominating men who best succeeded. Those who thought they could manage everything themselves merely created friction, with consequent delay and trouble. The best results came from those factories, shops, offices and departments where a spirit of co-operation prevailed, where responsibility was shared. Fellowship, conscious or unconscious, was at a premium; autocracy, in great things or little, was distinctly at a discount. Thus, in storm and stress, the fundamental facts of human relationship assert themselves. In war or peace, Morris’s dictum rings true: “ Fellowship is life and lack of fellowship is death.’’ Victorian sentimentalism? Perhaps; but in industry as in social life it is the way of wisdom.

Thirdly: The ignorance of working class conditions shown by this superimposed bureaucracy. Not surprising this, when we remember that the skilled and trained men were either in the Army or at their work. When the shop-stewards, regularly appointed by their fellow workers, asserted their rights and made their claim, Headquarters grew frantic with anxiety, consternation, anger and even vindictiveness. As a matter of fact, nobody quite knew what a shop-steward was. I was accordingly sent to the centres of discontent to inquire and report.

At the first place, I was met by one of the bureaucrats in charge of labour, if you please,

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