The accountant does not always go after the same facts as the sales manager, and even with the same facts the two are likely to draw quite different conclusions as to their bearing on a general policy. Specialization, too, may result in setting an intense analysis of one group of facts over against a very superficial view of other facts--or again, an intense analysis of the same facts from one viewpoint with failure to consider them from another, and perhaps equally important, viewpoint. Unless these weaknesses are corrected, the business will lack balance; the work of departments will not harmonize; there will be no fundamental policy; goods sold on a quality basis will be manufactured on a price basis--all of which leads to disastrous results. Scientific method is the first article in the creed by which business training must be guided. The growing necessity for critical and searching analysis of business problems, justifies all the effort we can put forth to develop plans for training into a structure of which scientific method shall be the corner-stone. But analysis is not all. Following analysis must come synthesis. Somewhere all the facts and conclusions must be assembled and gathered up into a working plan. It is this task of leveling up rough places in the combined work of department specialists, that puts the training and insight of both the executive and the director of research to the most severe test. It is a mark of a well-trained executive that in performing his task he instinctively follows principles instead of trusting alone to momentary intuitions, however valuable and necessary these may be. And here it is that the second article in the creed of business training appears. The executive's task is primarily to adjust human relations, and the nature of the principles by which these adjustments are made, determines the relations of a concern to its laborers, to competitors, to customers, and to the public. If the executive comes to his task without a mind and spirit trained to an appreciation of human relations, he is not likely so to synthesize the work of his subordinates as to make for either maximum efficiency within the business or its maximum contribution to the life of the State.