To insure against the loss of correspondence, it should be most carefully filed, and every letter should be accounted for. Also, if a correspondent wants certain correspondence from the files he should state explicitly what correspondence or information he desires. This not only insures his getting the information needed to formulate an intelligent reply, but protects the file clerk. The systematic method is to have a correspondence requisition, similar to the one shown in Fig. 3. On this requisition is noted just what is wanted--invoice, order, or letter--with room for special instructions. One of these requisitions should be sent to the files whenever any papers are wanted, and nothing should be delivered without such a requisition. By placing this requisition in the files, in place of the papers removed, the file clerk can always trace missing correspondence. [Illustration: Fig. 3. Requisition for Correspondence] =Complaints and Changes of Address.= In some lines of business, complaints and notices of change of addresses are quite numerous. An example is the business of publishing a weekly or monthly periodical. Many complaints are received from subscribers who claim that they do not receive the publication regularly. The great majority of these complaints can be traced to carelessness on the part of the subscriber in failing to notify of change of address. In some businesses, the handling of complaints requires the services of a correspondent, and a clerk to trace the complaint and gather the information necessary before an adjustment can be made. In a smaller business, the work of looking up the information usually falls on the stenographer. But no matter who gathers the information, the correspondent never should attempt to answer or adjust a complaint until he has made a thorough investigation. Not until he understands all of the causes leading up to the complaint, can he correctly judge of its merits. The policy of having all complaints handled by one man is in keeping with approved business practice. A man who makes a study of the subject soon learns to handle complaints to the ultimate satisfaction of all concerned. Being independent of the selfish interests of a particular department, he is much more likely to serve the best interests of the house than any other man in the organization. The sales manager, for instance, is not the best man to adjust complaints of customers; he is likely to be more liberal than is warranted, because of his fear of losing trade.