the memory of its pain
or the fear of its repetition. This memory of the past and fear of the
future usually wage a most unequal contest with the vivid and alluring
temptation of the present.

But should not the child be restrained? As far as necessary to protect
the garden, and perhaps also to make her conscious of an authority in
the world outside of her own will, yes--but that is not the main task.
The main task is to educate her, to develop an understanding of the
garden, to get her in the frame of mind in which she will derive her
greatest enjoyment when she cultivates it and sees it grow, and when
she restricts her picking to a reasonable share of what the garden
produces.

In the actual case before us, the child was after quick and easy
results, the only kind she could comprehend; she was unable to look
upon the garden as a living thing whose life and health must be
preserved to-day in order that it may yield returns to-morrow and next
week. Analyzed with adult understanding, her essential fault was a
failure to get beyond immediate results and to view the garden from a
long-time angle. We ought not to expect her to do this now, but we do
expect her to do it when she is grown up. We expect in time so to
educate her that she will be able to think of the garden in terms of
permanence and growth and to make an effective use of it from that
standpoint; and this same education in long-time effectiveness is what
we want in business.

Business standards must be discussed from the standpoint of efficiency,
but efficiency needs to be interpreted. We may as well admit at the
start that the efficiency ideal is not entirely in good repute at this
moment.[1] If I may import an expression from England, we have been
somewhat "fed up" with efficiency during the recent past and the ration
has been rather too much for our digestion.

[1] At the time this was written, in the spring of 1916, it will
be recalled, the German war machine for nearly two years had been
demonstrating its efficiency; the Allies had not yet matched it,
and we did not like the work that efficiency was doing.

Away back in the eighties, before the dominance of business in American
society had been questioned, efficiency, as the term was then
understood, had a place among the elect; it was the intimate associate
of business success. Then came the muck-raker, and with him came also
anti-trust cases and insurance investigations. We