PART VIII
ORGANIZED INTELLIGENCE
CHAPTER XXV. THE ENTERING WEDGE " XXVI. INTELLIGENCE WORK " XXVII. THE APPEAL TO THE PUBLIC " XXVIII. THE APPEAL TO REASON
CHAPTER XXV
THE ENTERING WEDGE
1
If the remedy were interesting, American pioneers like Charles McCarthy, Robert Valentine, and Frederick W. Taylor would not have had to fight so hard for a hearing. But it is clear why they had to fight, and why bureaus of governmental research, industrial audits, budgeting and the like are the ugly ducklings of reform. They reverse the process by which interesting public opinions are built up. Instead of presenting a casual fact, a large screen of stereotypes, and a dramatic identification, they break down the drama, break through the stereotypes, and offer men a picture of facts, which is unfamiliar and to them impersonal. When this is not painful, it is dull, and those to whom it is painful, the trading politician and the partisan who has much to conceal, often exploit the dullness that the public feels, in order to remove the pain that they feel.
2
Yet every complicated community has sought the assistance of special men, of augurs, priests, elders. Our own democracy, based though it was on a theory of universal competence, sought lawyers to manage its government, and to help manage its industry. It was recognized that the specially trained man was in some dim way oriented to a wider system of truth than that which arises spontaneously in the amateur's mind. But experience has shown that the traditional lawyer's equipment was not enough assistance. The Great Society had grown furiously and to colossal dimensions by the application of technical knowledge. It was made by engineers who had learned to use exact measurements and quantitative analysis. It could not be governed, men began to discover, by men who thought deductively about rights and wrongs. It could be brought under human control only by the technic which had created it. Gradually, then, the more enlightened directing minds have called in experts who were trained, or had trained themselves, to make parts of this Great Society intelligible to those who manage it. These men are known by all kinds of names, as statisticians, accountants, auditors, industrial counsellors, engineers of many species, scientific managers, personnel administrators, research men, "scientists," and sometimes just as plain private secretaries. They have brought with them each a jargon of his own, as well as filing cabinets, card catalogues, graphs, loose-leaf contraptions, and above all the perfectly sound ideal of an executive who sits before a flat-top desk, one sheet of typewritten paper before him, and decides on matters of policy presented in a form ready for his rejection or approval.
This whole development has been the work, not so much of a spontaneous creative evolution, as of blind natural selection. The statesman, the executive, the party leader, the head of a voluntary association, found that if he had to discuss two dozen different subjects in the course of the day, somebody would have to coach him. He began to clamor for memoranda. He found he could not read his mail. He demanded somebody who would blue-pencil the interesting sentences in the important letters. He found he could not digest the great stacks of type-written reports that grew mellow on his desk. He demanded summaries. He found he could not read an unending series of figures. He embraced the man who made colored pictures of them. He found that he really did not know one machine from another. He hired engineers to pick them, and tell him how much they cost and what they could do. He peeled off one burden after another, as a man will take off first his hat, then his coat, then his collar, when he is struggling to move an unwieldy load.