unless he chooses to prevent this by having others work with him.  Neither will there be any question but that, if a record is made, he makes it himself, unless someone who is not vitally connected with the work, as some onlooker, interested or disinterested, should make the records for him.  But the typical case of the man working for himself would be that he was working as an individual, and that the record was made by himself.  There would then be four kinds of records—­an unconscious record, a conscious record not written, a written record and a standardized record.  The “unconscious record” would be, in reality, no record at all.  It would simply be, that somewhere in the man’s mind there would be a record of what he had done, which, except as a “fringe of consciousness” would not particularly influence his programme.  What we mean by a “conscious record” would be more of a set habit, the man knowing that he had done the work in a certain way.  This would begin to influence, more or less, his programme, and also his knowledge of his capacity for work.  With a written record, would come a thorough knowledge on his part of what he had done and how he had done it, and we must note that with this written record comes the possibility for some sort of a set programme, the man knowing what it will be possible to do, and how he had best do it.  With the standardized record comes the standardized method.

RELATIONSHIPS COMPLEX.—­When we consider the man working for another, he may either be one of a gang, or one whose work is considered as that of an individual.  In either case, any of the four sorts of records can be made of his work that have been already described for the man working for himself.  Each one of these records may be made by the man, or by the management; for with the man working for another, naturally the second mind, that of the other, or the manager, enters in, and a great many more combinations are possible.

For example,—­there might be an unconscious record made by the man and a conscious record, or a written record, made by the manager.  There might be a conscious record made by the man, but an unconscious or a written record made by the manager, etc.  There are too many combinations made to be here considered.  Each one of these combinations would have a definite and a different effect, both upon the mind of the man, and upon the mind of the manager; and also upon their relation to each other.  The second half of this chart is similar, but treats of programmes, as many variables enter here.

It may be thought that the details of the preceding chart and the three following charts are uninteresting, obvious, and show too many possible combinations.  If this be so, then it is most necessary to include them to illustrate the conditions that are passed through and slipped back into too often in our schools, our apprenticeship and in all but the best of managements.

The outline of advancement must be known and recognized if the quality of teaching, efficiency, and management is to be graded in its right class.