Third, A discussion of efficiency in a National Labour Party from the point of view of the trend of national efficiency in business.  Apparently the most efficient and shrewd business men in England and America are the men who are running what might be called lubricated industries—­who are making their industries succeed on the principle of sympathetic, smooth-running, mutual interests.  If the successful modern business man who owns factories is not running each factory as a small civil war, is it not true that the only practical and successful Labour Party in England, the only party that can get things done for labour and that can hold power, is bound to be the party that succeeds in having the most courage for both sides, in seeing the most mutual interests, and in seeing how these interests can be put together, and in seeing it first and acting on it before any other merely one-sided party would be able to think it out?

Fourth, A discussion of the selection of the best labour leaders to place at the head of the unions.

Nearly every man who succeeds in business notably, succeeds in believing something about the people with whom he deals that the men around him have not believed before, or in believing something which, if they did believe it, they had not applied or acted as if they had believed before.  If, in order to succeed, a business man does not believe something that needs to be believed before other people believe it, he hires somebody who does believe it to believe it for him.

Perhaps Labour would find it profitable to act on this principle too, and to see to it that the leaders chosen to act for them are not the noisiest minded, but the most creative men, the men who can express original, shrewd faiths in the men with whom they have to deal—­faiths that the men around them will be grateful (after a second thought) to have expressed next.

* * * * *

In the meantime, whether among the labourers or the capitalists, however long it may take, it is not hard to see, on every hand to-day, the world about us slowly, implacably getting into the hands of the men, poor or rich, who have the most keen, patient courage about other people, the men who are “good” (God save the word!), the men who have practical, working human sympathies and a sense of possibilities in those above them and beneath them with whom they work—­the men who most clearly, eagerly, and doggedly want things for others, who have the most courage for others.

I have thought that if we could find out what this courage is, how it works, how it can be had, and where it comes from, it might be more worth our while to know than any other one thing in the world.

I would like to try to consider a few of the sources of this courage for others.

CHAPTER XIV

SOURCES OF COURAGE FOR OTHERS—­TOLERATION