The acts of those whom I admire are particularly contagious, but I remain indifferent to the acts of those who are uninteresting. Acts showing a skill to which I aspire are immediately imitated, while acts representing stages of development from which I have escaped are less likely to be imitated. We imitate the acts of hearty, jovial individuals more than the acts of others. This point cannot be pressed too far since a surly and selfish individual often seems to corrupt a whole <p 38> group. Also it is not always the acts which I admire that are imitated. If I am frequently with a lame person, I am in danger of acquiring a limp; one who stutters is clearly injurious to my freedom of speech; round-shouldered friends may at first cause me to straighten up, but soon I am in danger of a droop. That imitation is merely something to be avoided by teachers, employers, and foremen is an idea soon banished when the importance and complexity of the process is comprehended. In teaching we find precept inferior to example wherever the latter is possible. Particularly in teaching all sorts of acts of skill the imitation of perfect models is the first resort. In business, however, insufficient consideration has been given to the possibilities of imitation in increasing human efficiency. _In the preparation of this article representative business men who had been especially successful in dealing with employees were asked the following questions_:-- <p 39> In increasing the efficiency of your employees do you utilize imitation by (1) placing efficient workmen where they may be imitated by the less efficient? (2) having the men visit highly efficient establishments? (3) bringing to the attention of your men the lives of successful men and the work of successful houses? (4) bringing frequently to the attention of the men model methods of work? (5) Have you observed any pronounced instance of increase or decrease in the work of a department due to imitation? The men interviewed took a decided interest in the subject, and their answers contained much of general value. Some admitted that they had never made any conscious effort to utilize imitation as implied in the first four questions. Many others had made particular use of one or more of the methods. A few of the firms interviewed had employed all four methods with entire satisfaction. <p 40> The following is a fair representative of the answers. It is the response of a very successful general manager of a railroad:-- ``I beg to give you below the answer to the questions which you have asked:-- ``1. The superintendent and foremen in our shops are the most efficient we can find. They are imitated, and thus influence the less efficient. ``2. We have the heads of our departments visit other shops to see how they are progressing in the same line. If they notice anything that is better than what we have as to the output of work, we imitate it by following their methods.