Such views sprang from a complete misunderstanding of Taylor's teachings. He was little read in the original and such versions of his principles from other hands as did become available over here were not well calculated to give readers a true picture of his attitude. None of them recaptured the fervor of his outburst before the Committee of the House of Representatives, or the enthusiastic emphasis with which he there expounded his first basic principle of "a mental revolution" on the part of managers and workers alike.
It is a pity that the teachings of Taylor, Gilbreth and Gantt were not more closely associated in their published form. As was recorded in the early chapters of the first volume the three men were close associates both in their consultancy and in their teaching work. Their published work was unfortunately in strictly separate form. Gilbreth and Gantt, in writing of scientific management, emphasized precisely those aspects of " human interest " which would have won ready response in British political and social circles just before the first Great War. Had readers associated their work with Taylor's principles the idea of scientific management would have been more palatable. But unfortunately, save among a very limited group, Gilbreth was known only as "an academic apostle of motion study" and Gantt as the inventor of a chart.