I have talked to numerous employers whose experience has been the same. At first their employees showed no desire for any added responsibility whatever. Had there not been the conviction that they were on the right track, the whole scheme of sharing management with the workers would have been abandoned. Little by little, however, latent abilities were drawn out; as more responsibilities were intrusted to the workers, their capacities for carrying the responsibilities increased. In two cases that I know of personally, the employees actually control the management of their respective companies. In both these companies the employers announced that their businesses were making more money than under one-sided management. On the whole, this development of the partnership idea in industry is a matter of the necessary intellectual conviction that the idea is sound—whether that conviction be arrived at _via_ ethics or “solid business judgment”—to be followed by the technical expert who knows how to put the idea into practice. That he will know only after careful study of each individual plant as a situation peculiar unto itself. He is a physician, diagnosing a case of industrial anæmia. As in medicine, so industry has its quacks—experts who prescribe pink pills for pale industries, the administration of which may be attended with a brief show of energy and improvement, only to relapse into the old pallor. As between a half-baked “expert” and an “ignorant” employer whose heart is in the right place—take the employer. If he sincerely feels that long enough has he gone on the principle, “I'll run my business as I see fit and take suggestions from no one”; if it has suddenly come over him that, after all, the employee is in most ways but another like himself, and that all this time that employee might be laboring under the notion, often more unconscious than conscious, that he would “like to run his job as he saw fit and take suggestions from no one”; if, then, that employer calls his men together and says, “let's run the business as we all together see fit and take suggestions from one another”—then is that employer and that business on the road to industrial peace, efficiency, and production, expert or no expert. The road is uphill, the going often rough and discouraging, but more often than not the load of management becomes lighter, easing overburdened muscles; the load of labor in a sense heavier, yet along with the added weight, as they warm to the task there develops a sense that they are trusted, are necessary to the success of the march, that they now are men, doing man-sized work. Perhaps in only a minimum of cases will the load ever be divided “fifty-fifty.” Too soon would the workers tire of their added burden, too few could carry the added weight. The fact remains that with management carrying the whole load, the march is going very badly indeed on the whole. At times the procession scarcely seems to move.