statement, policy, or standard. The most the conference leader can do is to hope that after seeing or hearing of the policy or practice the members of the conference when their experience has been broader will be more likely to recognize its importance to them and to the trade generally.

A conference leader will find that the printed materials furnished him will contain the fundamental problems in the field covered in the material. These problems are quite likely to be the problems most of his group have met and are facing, so the printed materials will help him in guiding his group discussions toward the major interests of his group. He can use the wording of the problems as given in the material or he can restate them in his own language when putting them before the group. When helping the members of his group to decide just how far the devices and methods apparently successful in other plants can be successfully applied to their own plants, he can refer to the ways and means given in the materials from the experiences of others who have partially solved some of these problems.

Finally the sequence of topics given in the material supplied to a conference leader will assist him in planning his conference program, for he will find that they have been carefully organized into an effective teaching sequence. However, there is no necessity for following the sequence of topics given. Whenever the group interests require that the sequence given in the materials should be broken, the leader should feel free to follow the desires or interests of his group. Thus, when the members of a group are preparing for a special event, such as an inventory or an income-tax statement, then and there is the proper time to take up whatever topics in the material relate to the immediate interests of the group.

The fact that a topic has been discussed does not necessarily mean that the topic has been disposed of permanently. Indeed it is characteristic of a conference that a topic is revived again and again. If the revival gives promise of a real contribution, then there is no reason why that contribution should not be welcomed. In this way a statement or policy rejected after being suggested by the leader may be adopted by the conference on second thought after they have had a chance to see its importance in their own experience. This going back to resume a discussion of a problem is one of the most significant indications that the conference is affecting the thinking and, probably, the actions of the members while not in the conference.

Since a conference discussion does not necessarily move forward from topic to topic but may take up topics in the order which meets the needs of the group, a definite time schedule can not be planned

on the basis of the printed material. Then, too, some topics may require more than one session; some less. However, the experienced conference leader can plan his program in general terms and feel sure than the topics outlined in the prepared material can be handled in approximately so many sessions, although he can not be sure just which topic will be discussed at a given meeting. Indeed, in planning a program the characteristic activities which may be expected at a given season in an industry can usually be foreseen and the most effective sequence of topics planned for the benefit of the group. Using Other Material.

Whether or not a conference group uses prepared instructional material, such as a national trade association may supply, from time to time the leader or some of the group will run across articles in trade papers and books which can be advantageously used. The members of the group should be encouraged to bring into the conference trade papers, clippings from the daily papers, and references to magazine articles, or books which throw light upon the problems being discussed. Incidently this kind of supplementary material will encourage the members of the group to apply their new knowledge and attitudes to the written contributions of others and may reveal to many the wealth of printed material of value in their business. In so far as interest in trade literature may result in a trade consciousness and trade pride, this use of trade journals will have an even more valuable outcome. Of course, the same dangers apply to the use of this kind of material as to the use of the usual instructional material, for the men are likely to think the printed word is to be taken too seriously.

SECTION VII

HANDLING MEN IN A CONFERENCE

A Conference will Attract Men of Different Types.

Anyone who presides over a group finds that handling men is a most difficult job, calling for all the patience, forbearance, and judg ment he possesses. Conference groups usually include about every variety of temperament and mental attitude to be found in business. Much of a conference leader's success depends upon his ability to manage the individuals present, so that each contributes and each profits by the discussion.

It is not uncommon to find in a conference group the opinionated individual who wants to impress his opinions on everybody else. There is also the kind of man who seems to want always to be on the winning side. He keeps still during the early stages of the discussion as if waiting to find out which way the group will go. He

waits to speak until he is sure he is with the majority. Then he gives

his opinion.

The hot-air artist, who talks on any and all subjects, is also likely to be present, though often not contributing much to the real point of the discussion, as he usually speaks before he has thought much.

Another man likely to be present is the silent individual who apparently takes little interest at all in the proceedings. Such individuals usually sit back, say nothing, and, as far as anyone can tell, are not interested. But this type often comes out at a certain point with a most sensible contribution to the discussion.

A Conference Will Include Men with Different Attitudes.

Men with different attitudes toward their business and their work are also present in almost every conference. One common attitude is found in the men who are distinctly in business for all they can get out of it in money, training, or experience. Another attitude is seen in the men who are satisfied to hold their jobs. Very often these men are conscientious plodders with no particular ambition. They see nothing particular ahead, but apparently regard their work as just a day to day job. One variety of the job-holding attitude is seen in the men interested in their present job only for the money, and looking for a better job some place else at the first opportunity.

Every group is likely to include men who think that anything is all right so long as they can get away with it. They may believe that the less one does for the salary he gets the smarter he is. There is quite likely to be one variety of this same attitude which does not believe men are paid for thinking. They usually claim a man is paid to do only what he is told.

Fortunately, a conference is not likely to have many who can not think if they wanted to. Fortunate, too, is that conference which has men animated by a spirit of social service and high ideals. Handling Men with Different Attitudes.

This manual can not go into the details of how to handle these different types. They are referred to here in order to call attention to the fact that each and all are likely to be present for a time at least. The leader who can spot each of the different kinds will find that he must learn how to handle each kind, as each should be treated in the way most effective under the circumstances. So many factors must be considered in handling a group that no manual could discuss all the situations likely to arise. For instance, the hot-air artist can sometimes be quieted by drawing the attention of the group to something he had said to which the group is likely to take exception. If such an individual finds that there is a tendency on the part of the leader and the group to jump on him, he will be more careful about what he says; in proportion as he thinks before he talks,

he will likely talk less. This result will not always come; but this shows what may happen under favorable circumstances.

A conference leader should remember that there are usually two main reasons why men, especially in the earlier meetings, refrain from participating in a discussion. First, they are shy about expressing themselves to a group; second, they have not gotten their thinking machine geared up to the point where they really have anything to say. Quite often men of the second kind are waiting to hear all the evidence before they reach a decision, and so usually can not be expected to say much in the earlier stages. Indeed, the pride of these men can often be appealed to by asking them for a summary which they are surprisingly often able to give most effectively. To the extent that the leader can do this he draws these men into the discussion and uses them to do what he himself would otherwise have to do. This helps keep himself in the background.

Group Attitudes Affect a Conference.

Everyone who has met people in groups recognizes that groups differ. These differences are largely due to the dominant attitude, the prevailing type of individual present, and other characteristics which determine how the group will respond to efforts to interest them in certain problems or subjects, how they will react to some topics, or how they will treat a problem in a discussion. Thus, a group composed of men most of whom think that anything in business is all right so long as they can get away with it will react to 'some problems far differently from a group composed of men who think in terms of social service.

At times a conference may be composed of both employers and employees. Such a group is not likely to frankly and freely discuss their attitudes toward each other as a class. An employer when his employees are present will not honestly and frankly express his opinion on how employees should be handled; neither will many employees when facing their employers tell exactly what they think of their employers. Such groups have a definite cautious reserved attitude toward discussing certain problems just as every group composed of men with apparently opposing interests will have a similar guarded, restrained attitude toward problems involving these interests.

The attitude of the average business man toward suggestions about how to improve the management of his business has been discussed. This self-confident attitude will be found in any group composed of men of the kind described. It may be the group attitude if the majority have that particular attitude.

The Group Attitude Toward the Leader.

One other group characteristic of a different kind requires special mention. Occasionally an individual who has not had experience

in the kind of business followed by the members of his group is chosen to serve as the leader. The group attitude is likely to be unfriendly or least critical toward such a leader, for the members are likely to regard him as an outsider. A leader with a group of this kind should realize that he does not know the details of the problem being discussed, does not think in the terms of the group, and does not, in a certain sense, speak their language. Geniality, self-effacement, and a sense of humor will often overcome this attitude, for it will usually disappear when the actual service rendered by the leader is of such a quality as to win the respect of the group. If the group leader happens to be a school-teacher, he will find another difficulty. Most practical business men think in the concrete terms of their own experiences. They think of the particular things which have happened, of the specific things they have done, and of the details of the situations which they have had to handle. They think of all these experiences as worth-while stories with a remarkable amount of apparently irrelevant detail about names. times, seasons, settings, and conversation. These men do not think much in terms of abstract principles. Neither can many apply abstract principles very successfully in interpreting their own experiences or stories.

The school-teacher, on the contrary, as a result of his training, is likely to think almost wholly in abstract terms, to discuss general principles, and to be impatient of irrelevant details. Such a man is likely to find that the members of his group do not think in the way he does; certainly they do not express themselves in the same way. He will usually find that he should express himself in terms of concrete cases rather than in principles, rules, or generalizations. Unless he can put his questions and summaries in ways which the group can understand he will not be able to successfully draw out from his group the experiences which are pivotal in their thinking and which really determine their attitudes or views.

Types of Group Leaders.

Just as groups differ so do group leaders. For success the group and the leader should be in accord with one another. There is one outstanding responsibility which every leader should recognize. If a leader is to be successful in handling a group, he must expect to adapt his ways of thinking, talking, and acting, to the ways of the group rather than to expect the group to conform to his ways. Indeed, during the first few meetings of a conference, the most important part of the leader's job is to see just how well he is becoming acquainted with his group, for unless he understands his group he has no basis for modifying his questions and management.

A man accustomed to handling men will realize the importance of adapting his conduct and language to his group, and will know