a little of the ready reliance on the expert comes from the desire to waive responsibillity, comes from the endless evasion of life instead of an honest facing of it. The expert is to many what the priest is, someone who knows absolutely and can tell us what to do. The king, the priest, the expert, have one after the other had our allegiance, but so far as we put any of them in the place of ourselves, we have not a sound society and neither individual nor general progress.

Another idea that is changing is that the leader must be one who can make quick decisions. The leader to-day is often one who thinks out his decisions very slowly.

It is always the sign of the second-rate man when the decision merely meets the present situation. It is the left-over in a decision which gives it its greatest value. It is the carry-over in the decision which helps develop the situation in the way we wish it to be developed. The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them; they have a vision of the future.

the point of educating instead of blaming seems to me very important. For nothing stultifies one more than being blamed. Moreover, if the question is, who is to blame?, perhaps each will want to place the blame on someone else, or on the other hand, someone may try to shield his fellow-worker. In either case the attempt is to hide the error and if this is done the error cannot be corrected.

The divorce of our so-called spiritual life from our daily activities is a fatal dualism.

There is too great a tendency (perhaps encouraged by popular journalism) to deal with the dramatic moments, forgetting that these are not always the most significant moments. ... To find the significant rather than the dramatic features of industrial controversy, of a disagreement in regard to policy on board of directors or between managers, is essential to integrative business policies.

the leader releases energy, unites energies, and all with the object not only of carrying out a purpose, but of creating further and larger purposes. And I do not mean here by larger purposes mergers or more branches; I speak of larger in the qualitative rather than the quantitative sense. I mean purposes which will include more of those fundamental values for which most of us agree we are really living.