Quite as conspicuous as the physical changes in the shop was the change in what may be called its human atmosphere. Under the Taylor System the business of management was not only planning but controlling what it planned. Management laid out ahead the day’s work for each man at his machine; to him they went with their instructions, to them he went for explanations and suggestions. Office and shop intermingled. They realized their mutual dependence as never before, learned to respect each other for what they were worth. Watching the functioning, one realized men had come to feel more or less as Taylor himself felt: that nothing of moment was ever accomplished save by cooperation, which must be “intimate and friendly.” Praised once for his work on the art of cutting metal he said a thing all leaders would do well to heed: “I feel strongly that work of any account in order to be done rightly should be done through true cooperation, rather than through the individual effort of any one man; and, in fact, I should feel rather ashamed of any achievement in which I attempted to do the whole thing myself.” Nothing was more exciting to me than the principles by which Taylor had developed his science. They were the principles he had applied to revolutionary discoveries and inventions in engineering. I made a brief table of them. They make the best code I know for progress in human undertakings: 1) Find out what others have done before you and begin where they left off. 2) Question everything—prove everything. 3) Tackle only one variable at a time. Shun the temptation to try more than one in order to get quick results. 4) Hold surrounding conditions as constant and uniform as possible while experimenting with your variable. 5) Work with all men against no one. Make them want to go along. There is enduring vitality in these principles and there is universality. They are as good for battered commonwealths as for backward disorganized industries. Think what it would mean in Washington today if all the experimenters began where others had left off, if no demonstrated failure was repeated, if theory was held to be but 25 per cent of an achievement, practice 75, if one variable at a time was experimented with, if time were taken for solutions and above all if everybody concerned accepted “intimate and friendly” cooperation as the most essential of all factors in our restoration.