It is hardly necessary to say that this system of lay control is of interest to us here and now, because it obtains in most libraries, where the governing body is a board of trustees or directors who are generally not experts, but who employ a librarian to superintend their work. To multiply examples would be superflous. Lay control, as above illustrated, is not universal, but I postpone for the present a consideration of its antitheses and its exceptions. It looks illogical, and when the ordinary citizen’s attention is brought to the matter in any way he generally so considers it. In certain cases it is even a familiar object of satire. The general public is apt, I think, to regard lay control as improper or absurd. With the expert and his staff, who are concerned directly with the management of the institution in question, the feeling is a little different. It is more like that of President Cleveland when he “had Congress on his hands”--a sort of anxious tolerance. They bear with the board that employs them because it has the power of the purse, but they are glad when it adjourns without interfering unduly with them. Are either of these points of view justified? Should lay boards of directors be abolished? Or, if retained, should those without expert knowledge be barred? Now at first sight it certainly seems as if the ultimate control of every business or operation should be in the hands of those who thoroughly understand it, and this would certainly bar out lay control. I believe that this view is superficial and will not bear close analysis. The idea that those who control an institution should be familiar with its details appears to originate in an analogy with a man’s control of his own private affairs, when his occupation and income make it necessary that he should attend to all those affairs personally. The citizen who digs and plants his own garden must understand some of the details of gardening. The man who does his own “odd jobs” about the house must be able to drive a nail and handle a paint brush. This necessity vanishes, however, as the man’s interests become more varied and his financial ability to care for them becomes greater. At a certain point personal attention to detail becomes not only unnecessary but impossible. To expect the master of a great estate to understand the details of his garden, his stable, his kennels, as well as the experts to whom he entrusts them, is absurd. He may, of course, as a matter of amusement, busy himself in some one department, but if he tries to superintend everything personally, still more to understand and regulate matters of detail, he is wasting his time. We must seek our analogy, then, both for lay control and for the attitude of the ordinary citizen toward it in that citizen’s management of his private affairs. He knows his own business--or thinks he does--and he finds it hard to realize that the details of that business could ever grow beyond his personal control.