304 SCIENCE PROGRESS 



THE MENTAL ABILITY OF THE QUAKERS 

 From Dr. E. H. Hankin 



To the Editor of Science Progress 



Dear Sir, — Principal Graham's letter in your July number suggests that 

 he is under the impression that my article on the above subject was meant 

 to be an attack on certain Quaker customs. My intention was the exact 

 contrary. It seems to me to be probable that the quasi-rational customs in 

 question were of positive value for the following reasons. 



In a small book recently published by me entitled The Menial Limita- 

 tions of the Expert, it is pointed out that we have two methods of coming 

 to a decision : one by means of conscious reasoning — a process that may 

 take a long time as it needs numerous data that must be available to con- 

 sciousness ; the other method is an intuitive mental process that almost 

 instantaneously leads to correct decisions. The latter process is especially 

 used by business men, and this power forms a large part of what is popularly 

 known as the " business instinct." For instance, a merchant once said to 

 me that the chief part of his business consisted in arriving at important 

 decisions at lo seconds' notice. On relating this to a clever company 

 promoter, he replied, " So do I, but I only take i second." " Isn't that," 

 I asked, " due to some activity of the subconscious mind ? " "I don't know 

 that word," said he. " I call it higher mathematics." This reply illustrates 

 the singular capacity for profound ignorance that so often characterises the 

 successful man of business. In practice most people, on most occasions, use 

 the two processes at the same time combined in difierent proportions, but it 

 may generally be noticed that those who rely most on sudden intuitive decisions 

 are least capable of reasoned argument. That there is some kind of antagonism 

 between the two processes is indicated by Lord Mansfield's advice to a friend 

 to judge according to his notions of common sense. " But," said he, " never 

 give your reasons. Your judgments will probably be right, but your reasons 

 will certainly be wrong." Lord Mansfield's friend was not an expert. The 

 expert, in his work, has to give reasons and they have to be good reasons. 

 With some experts the power of intuitive decision seems so little developed 

 that they are ignorant of its existence. 



Certain grounds are adduced in my book for suspecting that our education, 

 by attempting to develop precociously the power of conscious reasoning, 

 actually thereby checks the development of the intuitive powers of the mind. 

 Grounds are given for suspecting that, in order to stimulate such development, 

 what is wanted in education is formal discipline rather than attempts to 

 directly stimulate the intelligence. But the proof of the pudding is in the 

 eating. Can a body of men be pointed out who, by their creed, their social 

 habits and their education, have discouraged reliance on conscious reasoning 

 and, if so, what was the effect on their intuitive mental powers ? An answer 

 to this question is given by my study of the Quakers. At the time of their 

 origin and in the immediately succeeding years they showed an extraordinary 

 development of business capacity. Further, this business capacity appears 

 to have been inherited. Either it was really inherited or there was something 

 in the mental habits and education of the Quakers that, in each generation, 

 stimulated the development of the intuitive powers of their minds. In 

 considering what this something can have been, we must first ask how may we 

 expect it to be possible to artificially stimulate such powers ? 



In the first place most, if not all, mental capacities can be improved by 

 practice. It is probable that this is the case with the business instinct, for 

 we find this most developed in those who, in their daily work, have to come to 

 sudden decisions. Secondly, in view of the apparent antagonism between 



