3. “_He is subject to the passions of the pack in his mob violence and the passions of the herd in his panics._” 4. “_He is remarkably susceptible to leadership._” Mr. Trotter points out that the need for leadership is often satisfied by leadership of a quality which cannot stand analysis, and which must therefore satisfy some impulse rather than the demands of reason. 5. “_His relations with his fellows are dependent upon the recognition of him as a member of the herd._” The gregarious tendency, Mr. Trotter believes, is biologically fundamental. He finds therefore that the herd reaction is not confined to outbreaks such as panics and mob violence, but that it is a constant factor in all human thinking and feeling. Discussing the results of the sensitiveness of the individual to the herd point of view, Mr. Trotter says in part, “To believe must be an ineradicable natural bias of man, or in other words, an affirmation, positive or negative, is more readily accepted than rejected, unless its source is definitely disassociated from the herd. _Man is not, therefore, suggestible by fits and starts, not merely in panics and mobs, under hypnosis, and so forth, but always, everywhere, and under any circumstances._” The suggestibility of people to ideas which are part of the standards of their groups could not be more succinctly expressed than in the old command, “When in Rome do as the Romans.” Psychologists have defined for the public relations counsel the fundamental equipment of the individual mind and its relation to group reactions. We have seen the motivations of the individual mind--the motivations of the group mind. We have seen the characteristics in thought and action of the individual and the group. All these things we have touched on, though briefly, since they form the ground-work of knowledge for the public relations counsel. Their application will be discussed later. CHAPTER VI THE GROUP AND HERD ARE THE BASIC MECHANISMS OF PUBLIC CHANGE The institutions that make public opinion carry on against a background which is in itself a controlling factor. The real character of this controlling background we shall take up later. Let us first consider some examples that prove its existence--then we can look into its origin and its standards. Powerful standards control the very institutions which are supposed to help form public opinion. It is necessary to understand the origin, the working and the strength of these institutions in order to understand the institutions themselves and their effect upon the public. In tracing the interaction of institution upon public and public upon institution, one finds a circle of obedience and leadership. The press, the school and other leaders of thought are themselves working in a background which they cannot entirely control. Let us turn to the press again for a text.