It worked in a vicious circle. The average job gave the worker little or no chance to show any initiative, to feel any sense of ownership or responsibility, to use such intellect and enthusiasm as he possessed. The attitude of the average employer built up no spirit of loyalty or co-operation between management and men. Hence these very human tendencies, compelling expression in a normal personality, became atrophied, as far as the job was concerned, and sought such functioning as a discouraging environment left them capable of in fields outside of industry—in many cases, within the labor movement itself. The less capacity the job called out, the more incapable the worker became. Tendencies inherent in human nature, whose expressions all these years could have been enriching the individual and industry, and therefore the nation as a whole, have been balked entirely, or shunted off to find expression often in antisocial outlets. In some cases the loss to industry was small, since the individual capacities at best were small. In other cases the loss was great indeed. In every case, encouragement of the use of capacities increases the possibilities of those capacities. The first step in this process of conversion then is to reorganize the relationship between management and men so that as many outlets as possible within industry can be found for those human expressions whose functioning will enrich the individual and industry. Which means that little by little the workers must share in industrial responsibilities. The job itself, with every conceivable invention for calling out the creative impulse, can never, under the machine process, enlist sufficient enthusiasm for sustained interest and loyalty on the part of the worker. He must come to have a word in management, in determining the conditions under which he labors five and a half to seven days a week. It is a nice point here. The parlor Bolshevik pictures all labor eager and anxious and capable of actually controlling industry. The fact of the matter is that most individuals from any and every walk of life prefer to sidestep responsibility. Yet everyone does better under some. Too much may have a more disastrous effect than not enough—to the individual as well as industry. Here again is where there must be caution in generalizing. Each employer has a problem of his own. Nor can the exact amount of responsibility necessary to call out maximum efficiency and enthusiasm ever be determined in advance.