One of the most dramatic things about the war was the speeding up of supply and transport under the strong hand of the man who had brought the Panama Canal to completion. General Goethals was no administrative theorist. He was willing to try anything and anybody once, but he was prompt in rejecting what did not promptly accomplish his purpose. An engineer of General Goethals' distinction can be regarded as a scholar in his particular field; but the point I want to make is that during his service as Quartermaster-General, when officers of the regular army and over-night majors, as they were called, presidents of manufacturing plants, bankers and lawyers, were passing in what seemed to be an almost unbroken procession through his office, he retained just two men in his inner circle from first to last, and both were academic persons. Herbert Hoover surrounded himself with scholars, entomologists, statisticians and public health men. He did not always use them for their specialties, but he evidently liked the type. The great welfare societies did the same, and the list of academic men whom they used makes an impressive total. These instances are typical of a very general success among scholars in coöperating effectively and helpfully with eminently practical men. This may be because the scholar has been trained in a form of competition which the so-called practical man lacked. He is used to having his work wiped out by some discovery of a rival, and having to begin afresh. He is used to a checking of his work by his fellows which, if of a different nature, is no less relentless than the war-time check in the toll of human lives. The man of high reputation in business often failed because he had learned to measure success and his own competence only in terms of dividends, and in the new test he found his measuring-rod worse than useless.