``Scientific management'' has taken seriously the problem of providing and utilizing the most valuable experiences. But the viewpoint of the leaders in this modern movement is that of the employer seeking the most valuable experiences for those employees whose work is mainly mechanical, _e.g_. machine tenders, stenographers, etc. Scientific management has conclusively demonstrated the fact that it is poor economy to depend upon haphazard experiences for the development of those employees whose excellence depends upon the speed and accuracy of their occupation habits. It has thus done great service in demonstrating the kind of experience most valuable in developing men for positions of routine work. But it has done little for men whose welfare depends upon judgment--in making new adjustments and in solving the new problems continually arising in all positions of responsibility. It has left for others <p 256> to consider the experiences most profitable for developing executives. _The most valuable experience in acquiring an act of skill is frequent repetition in performing the act_. The value of the experience continues till by frequent repetition the act has become so mechanical that it is performed without attention. Further experience has little or no value. On the other hand it is true that every worthy calling demands forms of activity which could not and should not be mechanized. There are emergencies in every form of occupation that call for new adjustments. The ability to make such new adjustments depends upon richness of experience and width of view as well as upon skill in performing the old processes. The difference between a machine and a man is that the man is capable of adjusting himself to the changed situation, while a machine cannot do so. The machine may work more accurately and more rapidly than the man <p 257> in routine work, but it is capable of nothing but routine work. There is a need for much experience to make the man approximate the skill and accuracy obtained by a machine. But there is also need of experience to develop the man in that particular in which he surpasses a machine, _i.e_. in a broad experience that enables him to form judgments and hence to make a multitude of different adjustments when a need for a change occurs. A machine is constructed to perform a particular kind of routine work in a stereotyped way, but so soon as there is discovered a better way of performing this work the machine is thrown to the scrap heap because it cannot be adjusted to new requirements. _Experience which renders human activity machine-like is a form of experience that increases the probability that the possessor will be discarded and his work accomplished by the introduction of some new tool or some new method of work_.