The trouble with these tired workers, then, is that their work has not been arranged in the least fatiguing manner nor in such a way that they could get the most rest and recovery in the least amount of idle time during the working hours. The ones whose heads are high and whose shoulders are thrown back may have been provided in some way with sufficient rest. The ones whose heads are bowed probably have not had the recovery time that they needed. It is possible that those who have had all the rest they needed have not produced as much as have the others. The remedy for this may not lie in shortening the rest, but in improving work methods. The waste in work not done, or in work done with the wrong method, is a serious economic waste. The waste in unnecessary fatigue is not only an economic waste, it is a waste of life, and it calls for immediate attention from every one of us, whether interested in the individual, the group, or the economic prosperity of our country. What Fatigue Study Is. Our fatigue study is an attack upon this unnecessary waste of human energy. It is a careful consideration of the problem of activity from the side of its results upon the human organism. It aims: 1. To determine accurately what fatigue results from doing various types of work. 2. To eliminate all unnecessary fatigue. 3. To reduce the necessary fatigue to the lowest amount possible. 4. To provide all possible means for overcoming fatigue. 5. To put the facts obtained from the study into such form that every worker can use them for himself to get more out of life. The Field of This Book. The reader who will carefully watch the tired crowd of workers will probably decide that he would like to do something about the fatigue problem immediately. There are various methods by which he may attack the problem. He may, and must, ultimately, review the literature on fatigue. The work of Marey, of Amar, of Imbert, of Offner, of Thorndike, and of numerous other physiologists and psychologists lies open to the student of the subject. He may turn immediately to Miss Josephine Goldmark’s masterly volume on “Fatigue and Efficiency.” This will give him an insight into the application of fatigue elimination to the industries. He may decide, however, that such study must wait, and that he must actually _do something_ to cut down the fatigue the first thing the next morning, while the driving force of what he has seen is still strong. Nothing can mean so much to what he is to do as the strong incentive that drives him to doing it, the desire to help. But he will do best if he is instructed and directed. He should plan, in order that he may do the most in the least amount of time, and do the big, easy, obvious things first.