To take advantage of their conscious or voluntary imitation, workpeople must be provided with examples which appeal to them as admirable and inspire the wish to emulate them. A common application of this principle is seen in the choice of department heads, foremen, and other bosses. Invariably these win promotion by industry, skill, and efficiency greater than that displayed by their fellows, or by all-round mastery of their trades which enable them to show their less efficient mates how any and all operations should be conducted. This focusing of attention upon individuals worthy of imitation has been carried much farther by various companies. Through their ``house organs''--weekly or monthly papers published primarily for circulation within the organization--they make record of every incident reflecting unusual skill, initiative, or personal power in an individual member of the organization. <p 36> A big order closed, a difficult contract secured, a complex or delicate operation performed in less than the usual time, a new personal record in production, the invention of an unproved method or machine--whatever the achievement, it is described and glorified, its author praised and held up for emulation. This, indeed, is one of the methods by which the larger sales organizations have obtained remarkable results. _Graphically told, the story of an important sale with the salesman's picture alongside makes double use of the instinct of imitation. It suggests forcibly that every man in the field can duplicate the achievement and tells how he can do it_. Frequently, examples of initiative and efficiency are borrowed from outside organizations. ``Carrying a message to Garcia'' has long been a business synonym for immediate and effective execution of orders. One big company, employing thousands of mechanics and developing all its executives and skilled experts from boys and men within the or- <p 37> ganization, has printed in its house organ studies of all the great American and English inventors from Stephenson and Fulton to Edison and Westinghouse. These histories emphasize the facts that these men were self- taught and bench-trained, and that their achievements can be imitated by every intelligent mechanic in the organization. _In teaching and learning by imitation certain modifying facts are to be kept constantly in mind. We tend to imitate everything which catches our attention, but certain things appeal more powerfully than others_.