That this is not a question of principle for the opponents of the one-man principle is shown best of all by their not demanding the collegiate principle for the actual workshops, jobs, and pits. They even say with indignation that only a madman can demand that a board of three or five should manage a workshop. There must be one manager, and one only. Why? If collegiate administration is a "school," why do we not require an elementary school? Why should we not introduce boards into the workshops? And, if the collegiate principle is not a sacred gospel for the workshops, why is it compulsory for the factories? Abramovich said here that, as we have few experts--thanks to the Bolsheviks, he repeats after Kautsky--we shall replace them by boards of workers. That is nonsense. No board of persons who do not know the given business can replace one man who knows it. A board of lawyers will not replace one switchman. A board of patients will not replace the doctor. The very idea is incorrect. A board in itself does not give knowledge to the ignorant. It can only hide the ignorance of the ignorant. If a person is appointed to a responsible administrative post, he is under the watch, not only of others but of himself, and sees clearly what he knows and what he does not know. But there is nothing worse than a board of ignorant, badly-prepared workers appointed to a purely practical post, demanding expert knowledge. The members of the board are in a state of perpetual panic and mutual dissatisfaction, and by their helplessness introduce hesitation and chaos into all their work. The working class is very deeply interested in raising its capacity for administration, that is, in being educated; but this is attained in the sphere of industry by the periodical report of the administrative body of a factory before the whole factory, and the discussion of the economic plan for the year or for the current month. All the workers who display serious interest in the work of industrial organization are registered by the directors of the undertaking, or by special commissions; are taken through appropriate courses closely bound up with the practical work of the factory itself; and are then appointed, first to less responsible, and then to more responsible posts. In such a way we shall embrace many thousands, and, in the future, tens of thousands. But the question of "threes" and "fives" interests, not the laboring masses, but the more backward, weaker, less fitted for independent work, section of the Soviet labor bureaucracy. The foremost, intelligent, determined administrator naturally strives to take the factory into his hands as a whole, and to show both to himself and to others that he can carry out his work. While if that administrator is a weakling, who does not stand very steadily on his feet, he attempts to associate another with himself, for in the company of another his own weakness will be unnoticed. In such a collegiate principle there is a very dangerous