XXV
NEW BRAIN TRACKS IN BUSINESS
Speaking roughly, there are two kinds of men who are markedly successful in business—the men who give people what they want, and the men who make people want things they have thought they did not want before. Moving pictures, watermelons, pianolas, telephones, forks, flying machines and locomotives, appendicitis, Christianity and chewing gum, umbrellas and even babies—have all been brought to pass by convincing other human beings that they do not know what they want, by a process which is essentially courting, that is: by a combination of fighting and affection which arrests, holds and enthralls people into adding new selves to themselves.
I confess to a certain partiality for men who get rich by making people different because I am an evolutionist and the chances are that anything you do to most people that makes them different, improves them.
But comparisons are irrelevant and I am not willing to back down from my good opinion of American human nature in business and admit that men who prosper by making people want telephones, or things they have not wanted, are the business superiors of men who prosper by just piling up on people more and more and better—things they want already.
The superior business man is the man who has a superior knowledge of himself, who searches out and uses the gift he is born with in himself and who gets other people to use theirs. Because it happens that I am an inventor, or what is called an artist, and because though I cannot remember, without the slightest doubt, I began, to advertise that I was here, or about to be here, before I was born, and because I would be bored to death handing out to people things I know they want, or presenting to people truths they merely believe already, it would be shallow for me to say that the men in American business who do not make people want things, and who just heap up on them what they want, are not successful men, are not equally important, equally essential to the state and are not doing for themselves and others just what the country, if it was a wise country and was around asking people to do things, would ask them to do.
On the other hand, I believe that in the present new tragic economic crisis with which all kinds of business men, whatever they are like, are being brought sharply face to face at a time when new brain tracks in business are especially called for—a time when practically millions of people have got to have them and use them whether they want to or not, I have thought it would be to the point to consider in the chapters that follow, what new brain tracks are like, how they work, and what people who have been accustomed not to have new brain tracks or to find them awkward, can do to get them and to make them work.