=Check Extreme Requirements for Youth in Labor.=--There are many requirements for youth in offered opportunities of training and of work which are distinctly detrimental to respect for, and possibility of continued service of, the old. Take, for example, the age limit in many departments of business and manual labor. During the war we had in the countries most denuded of young men a new sort of trial of the middle-aged in positions where it had been thought youth was required. What was the result? The trial made in Chicago by fifteen large employers of labor under the leadership of Mr. Benjamin Rosenthal, was distinctly, to use his words, "to upset the fallacious theory that men between the ages of 45 and 65 are fit only for the scrap-heap." The result of this experiment showed that in some phases of work the older men did as much work in a given number of hours as the younger men; in other departments they did as much in the week or month, from their steadiness and devotion to their work, but not as much in any one day. That is, the older men were less quick, but more steady and, therefore, in the end accomplished as much. In some kinds of labor the older men did better than the younger because usually more patient of detail and less restive in monotonous toil. In the larger enterprises older men are proverbially less speculative, more conservative, less venturesome than the young. American business would, perhaps, not suffer if a larger admixture of these qualities were found in all the walks of commerce and business. The fact that when a man is at the head of a concern, large or small, he is valued usually more at sixty-five than at thirty-five, and the further fact that thirty-five is often the dead-line for admission to the lower ranks of the same industry or commercial position, is a proof that this age-limit of the worker in lower position is not one of definite knowledge of actual incapacity after forty years of age but rather due to other conditions. Those conditions are, first and foremost, the easier management of younger than of older subordinates. It is hard for many men to "order about," in peremptory fashion, a man older than themselves, and few men can command without abruptness or sharp orders. It is still harder for most men to order about as office assistant or clerk or secretary a woman older than themselves. And fewer men can assume a respectful yet commanding attitude toward women than can do so toward men in their employ. Some embarrassment has yet to be worn off in business relations of the sexes. Moreover, the tendency toward upspeeding of all mechanical manufacture is a part of the rushing spirit of an age which has invented more fast-going things than it has as yet mental power to use wisely or with social safety, and it is true that fewer men over forty can rush in their work than can do so below that age.