Consider briefly the course of this movement up to the present date. Sometime in the eighties Taylor introduced his principles of Scientific Management. Some ingenious spirit, indirectly inspired no doubt by him, produced the following invention for organizing the activities of man. A certain American establishment paid its employees on the basis of ‘task work’, i.e. upon piece rates with a time-limit for the performance of the unit-task. The worker was paid a 25% bonus on the ordinary wage for the performance of his task, but the task and time-setter was paid a bonus based upon the number of men who failed to earn their bonuses. The apparent disadvantage to the worker, however, was counterbalanced by providing him with a foreman who also was paid upon the basis of the number of men under him who ‘made their tasks’. As Muscio[1] comments, “The situation then was this: The workman was given a bonus as an incentive to expend intense efforts to accomplishing a task in a set time; the foreman was given ‘blood money’ to drive the man if he became slack, and the task and time-setter was also paid ‘blood money’ to set the times so short that ‘the making of the tasks’ involved an expenditure of more than the greatest reasonable amount of energy.” The Trade Unions got to know of this, with the result that Scientific Management of that sort is now as dead as mutton. Public interest subsides. But in principle it was right――right in the sense that its inventor had a glimpse of something which is ultimately going to prove effective. He made the mistake which probably every inventor makes. He constructed a machine with the power to blow itself up; but this only shows that power is there, and power to be controlled. The mistake, of course, was a natural one to make for people preoccupied with the parallelogram of forces. Another case supplies the necessary comment and indicates a more hopeful line of experiment. [1] Muscio, _Lectures on Industrial Psychology_, p. 39 (Routledge).