As will be brought out later under "Incentives," no competition is approved under Scientific Management which speeds up the men uselessly, or which brings any ill feeling between the men or any feeling that the weaker ones have not a fair chance. All of these things are contrary to Scientific Management, as well as contrary to common sense, for it goes without saying that no man is capable of doing his best work permanently if he is worried by the idea that he will not receive the square deal, that someone stronger than he will be allowed to cheat or to domineer over him, or that he will be speeded up to such an extent that while his work will increase for one day, the next day his work will fall down because of the effect of the fatigue of the day before. The field of the contests is widened, as separating of the work of the individual not only allows for competition between individuals, but for the competition of the individual with his own records. This competition is not only a great, constant and helpful incentive to every worker, but it is also an excellent means of developing individuality. ADVANTAGES TO MANAGERS OF SEPARATING OUTPUT.--The advantages to the managers of separating the work are that there is a chance to know exactly who is making the high output, and that the spirit of competition which prevails when men compare their outputs to their own former records or others, leads to increased effort. ADVANTAGES TO WORKERS OF SEPARATING OUTPUT.--As for advantages to the men: By separation of the individual work, not only is the man's work itself shown, but at the same time the work of all other people is separated, cut away and put aside, and he can locate the man who is delaying him by, for example, not keeping him supplied with materials. The man has not only an opportunity to concentrate, but every possible incentive to exercise his will and his desire to do things. His attention is concentrated on the fact that he as an individual is expected to do his very best. He has the moral stimulus of responsibility. He has the emotional stimulus of competition. He has the mental stimulus of definiteness. He has, most valuable of all, a chance to be an entity rather than one of an undiscriminated gang. This chance to be an individual, or personality, is in great contradistinction to the popular opinion of Scientific Management, which thinks it turns men into machines. A very simple example of the effect of the worker's seeing his output show up separately in response to and in proportion to his effort and skill is that of boys in the lumber producing districts chopping edgings for fire wood. Here the chopping is so comparatively light that the output increased very rapidly, and the boy delights to "see his pile of fire wood grow."