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either. It took us some time, being taught by these very excellent accountants and efficiency engineers, to really understand it, to grasp it, to really gather just what would be done and how it would be done, and to have confidence in it. I think we could have sold it to the man if we had taken the same trouble to sell it to them that these accountants took to sell it to us.”

Of course, that was a step in the direction of right thinking, I realized. But I was pretty sure that his conclusions were not correct, because it was too complicated for ordinary people to accept, even if they understood it. There were too many elements of variation in what was to be in the pay envelope from week to week to make it satisfactory to a workman's family. I tried to point that out to Mr. Litchfield, and I do him the credit to say that before he got through with it he began to see that what the workman's wife, the workman's family, and the workman himself want to know is how much money comes home on Saturday night. They want to know it in advance, because, as I said to him, “They have just as many plans to make for their children and their family life as you have for yours. They're on a different scale, but it takes even closer figuring. You can allow for errors in estimating how much a thing is going to