while the executive should give every possible value to the information of the specialist, no executive should abdicate thinking on any subject because of the expert. The expert's information or opinion should not be allowed automatically to become a decision. On the other hand, full recognition should be given to the part the expert plays in decision making.

many rules could be made for the giving of orders. Don't preach when you give orders. Don't discuss matters already settled unless you have fresh data. Make your direction so specific that there will be no question whether they have been obeyed or not. Find out how to give directions and yet to allow people opportunity for independent thinking, for initiative. And so on and so on. Order-giving requires just as much study and just as much training as any other skill we wish to acquire.

We are not wholly patriotic when we are working with all our heart for America merely; we are truly patriotic only when we are working also that America may take her place worthily and helpfully in the world of nations . . . Interdependence is the keynote of the relations of nations as it is the keynote of the relations of individuals within nations.

The manager cannot share his power with division superintendent or foreman or workman, but he can give them opportunities for developing their power.

There is no such thing as vicarious experience.

Conflict is resolved not through compromise, but through invention.

The unifying of opposites is the eternal process.