Marshall Nyall was an excellent workman. He was keen, quick of comprehension, practical in his judgment, and unusually resourceful. He was energetic, industrious, and skillful. Being blessed with considerable idealism, he took pride and pleasure in putting a fine artistic finish on everything he did. He studied his work in all its aspects and was alert in finding ways of saving time, materials, energy, and money. He was, therefore, personally efficient. As an employee of the Swift Motor Company, he rose rapidly until he became superintendent. In that position he made a good record. So valuable was he that the White Rapids Motor Company coveted him and its president and general manager began to lay plans to entice him away. Negotiations were begun and continued over a period of weeks. Larger and larger grew the inducements offered by the White Rapids Motor Company until, finally, Nyall's employers felt that they could not afford to meet them any longer, and this highly efficient man became works manager for the White Rapids Motor Company, at a very greatly increased salary. Now, the White Rapids Motor Company was larger and wealthier than the Swift Motor Company. The position of works manager was a more important and responsible position than that of superintendent. Nyall was accordingly delighted and had high ambitions as to his career with his new employers. HOW THE TROUBLE STARTED "You have a reputation," said the president and general manager to Nyall, "for efficiency. Efficiency is what we want in the works here, and if you can put these factories on as efficient a basis as you did the shops of the Swift Motor Company, your future is assured." "I can do that all right, Mr. Burton," Nyall replied confidently, "provided I get the right kind of co-operation from the front office." "Call on us for anything you want, Nyall," returned the president sharply. He was a proud, positive man. He loved power. He had the ability to lead and to rule, and he resented even the slightest imputation that any lack of co-operation on his part might defeat his plans for efficient management. A few days later Nyall made some changes in the plan of routing the work through the factories. These changes were rather radical and sweeping and necessitated a considerable initial expense. Naturally, Burton was not long in hearing about it. Instantly he summoned his works manager. "Haven't you begun your work here in a rather drastic manner?" he inquired. "Surely you have not studied this situation carefully enough in a few days to justify you in making such sweeping changes in the system which we have built up here after years of patient study and research. I have given the routing of the work through the factories days and nights of careful study, Nyall, during the years that we have been standardizing it. I believe that it was just as nearly perfect as it can be just as we had it."