The educational work of non-missionary agencies must also be
considered
IV. Medical work needs only the addition of provincial hospitals and
non-missionary medical work
V. Two other subjects claim attention here, literature and industrial
work
The difficulty of dealing with literature. It needs special treatment
Two brief tables suggested
The difficulty of dealing with industrial work still greater
For industrial missions, other than those which are really
educational, we suggest three tables
VI. Union work

CHAPTER XI.

THE RELATION OF THE STATION TO THE WORLD.

A world-wide work can only be conducted on world-wide principles
These world-wide principles must govern the work in every part,
however small
No country, however large, can be an isolated unit from missionary
point of view
How shall we gain a view of this large whole?
We suggest that four tables would suffice for our purpose:--
(1) A table showing the force at work in relation to
population
(2) A table designed to reveal something of the
character and power of the force
(3) A table showing the relative strength expended in evangelistic,
medical, and educational work
(4) A table showing the extent to which the native Christians support
existing work
This is only a tentative suggestion proposed to invite criticism

CHAPTER I.

THE IMPORTANCE OF A DOMINANT PURPOSE.

It is a marked characteristic of our age that every appeal for an
expression of energy should be an intellectual appeal. Emotional appeals
are of course made, and made with tremendous force, but, with the
emotional appeal, an emphasis is laid to-day upon the intellectual
apprehension of the meaning of the effort demanded which is something
quite new to us. Soldiers in the ranks have the objective of their
attack explained to them, and this explanation has a great influence
over the character and quality of the effort which they put forth.
Labourers demand and expect every day a larger and fuller understanding
of the meaning of the work which they are asked to perform. They need to
enjoy the intellectual apprehension of the larger aspects of the work,
and the relation of their own detailed operations to those larger
aspects; and it is commonly recognised that the understanding of the
meaning and purpose of the detail upon which each operative may be
engaged is a most powerful incentive to good work. In the past leaders
relied more upon