al efficiency in business.
Apparently the most efficient and shrewd business men in England and
America are the men who are running what might be called lubricated
industries--who are making their industries succeed on the principle of
sympathetic, smooth-running, mutual interests. If the successful modern
business man who owns factories is not running each factory as a small
civil war, is it not true that the only practical and successful Labour
Party in England, the only party that can get things done for labour and
that can hold power, is bound to be the party that succeeds in having
the most courage for both sides, in seeing the most mutual interests,
and in seeing how these interests can be put together, and in seeing it
first and acting on it before any other merely one-sided party would be
able to think it out?

Fourth, A discussion of the selection of the best labour leaders to
place at the head of the unions.

Nearly every man who succeeds in business notably, succeeds in believing
something about the people with whom he deals that the men around him
have not believed before, or in believing something which, if they did
believe it, they had not applied or acted as if they had believed
before. If, in order to succeed, a business man does not believe
something that needs to be believed before other people believe it, he
hires somebody who does believe it to believe it for him.

Perhaps Labour would find it profitable to act on this principle too,
and to see to it that the leaders chosen to act for them are not the
noisiest minded, but the most creative men, the men who can express
original, shrewd faiths in the men with whom they have to deal--faiths
that the men around them will be grateful (after a second thought) to
have expressed next.

* * * * *

In the meantime, whether among the labourers or the capitalists, however
long it may take, it is not hard to see, on every hand to-day, the world
about us slowly, implacably getting into the hands of the men, poor or
rich, who have the most keen, patient courage about other people, the
men who are "good" (God save the word!), the men who have practical,
working human sympathies and a sense of possibilities in those above
them and beneath them with whom they work--the men who most clearly,
eagerly, and doggedly want things for others, who have the most courage
for others.

I have thought that if we could find out what this courag