When looking more closely into these cases where unsatisfactory results were obtained, I have usually found that it was not the idea nor the system that was at fault, but the way they were handled. The underlying principles were not understood, and results were expected before the necessary preliminary spade work had been done. More often than not, when difficulties arose it was because the common respect which every man, especially superiors, owe to their fellow workers was wanting, and therefore the necessary tact for a successful management could not exist. Many masters did not sufficiently realize this, nor did they make sufficiently clear to their men the new and altered conditions under which the work now had to be done.