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fly that they were radical, that it was a radical group. I did say to him. “Well, of course, Mr. Taylor, you and other employers have often told me that the craft union type of organization, which makes so many unions in one big plant such as steel or automobiles or electrical manufacturing, would be an intolerable situation because there would be so many unions to deal with, and all of them from a manufacturer's point of view having members who did work of about the same general value. The traditions of the trade would be what was imposed on you and you would find yourself paying the metal polishers more wages than you paid somebody else, although in your scale of reckoning their value in production of steel or automobiles their labor would be the same value to you as some other group of people.”

He said, “That's one of the great problems.”

I said, “This, of course, is the great reason why the CIO thinks it's going to be popular. They think that they're going to be popular because they are going to ignore the craft unions in general and stress the industrial unions, what Hugh Johnson used to call the vertical unions.”

“Yes,” said Taylor, “that is better. At least,