Principles ok Co-oPERATrox in AGRKTi/rrjUK. H8'> 



The fact that co-operative associations have to contend witli such 

 strong" opposition should serve to prove to farmers that there is some- 

 thing radically wrong v/ith their own business. • Instead of dishearten- 

 ing them, it should be to them the deciding factor in answering the 

 question whether or not co-operation is necessary for them. 



The farmer, however, does not always view the matter in this 

 light. In all countries he is difficult to move, and is naturally a 

 strong individualist. He is averse to delegating authority over his 

 affairs to anj* one, and when he is faced by some kind of adversity in liis 

 association, or is confronted witli tlie skilful arguments of those who 

 aim at destroying tlie organization and keeping him working as an 

 individual, he is apt to weaken and finally to leave the org-anization, 

 unless he feels the need of co-operation by reason of the fact that his 

 existence as a farmer is threatened by existing conditions. 



It follows, therefore, that to be permanently successful a co- 

 operative association must be founded on economic necessity. The 

 reason for its existence must lie in .some vital service which it is 

 expected to perform if it is to live in tjie face of the opposition to 

 which it will be subjected 



It would, therefore, be well to begin to co-operate first of all in 

 those lines of agricultural production in which it is felt that the 

 greatest need for co-operation exists. 



Necessity plays a great part in co-operation. It is one of the 

 chief factors which lead to concerted action and loyalty amongst 

 farmers in time of adversity. 



As long as the foundation is sound, members should not become 

 discouraged when the initial efforts of their society are necessarily 

 small and inauspicious. It is very often advisable to begin in a small 

 way and allow the business to extend in the degree that members 

 gain experience and confidence in the society. 



There are many large and powerful co-operative organizations in 

 other countries to-day which began in the humblest of ways. 



But it is important that a society should not be established pre- 

 maturely. Before deciding on the formation of a co-operative 

 organization, all the pros and cons should carefully be considered, and 

 every precaution should be taken as would be done before commencing 

 any other kind of business. 



A point I would like to emphasize is that, whereas the causes of 

 failure of any ordinary business are usually ascribed to bad manage- 

 ment or something oi that nature, the blame, in the case of a co-opera- 

 tive society, is generally put on co-operation itself. The actual cause 

 of failure (in the majority of cases violation of the fundamental prin- 

 ciples of co-operation) is lost sight o'f, and peoj)le jump to the con- 

 clusion that it is co-operation which is a failui^^. The result is that 

 the failure of any co-operative societ}' tends to discredit the movement 

 throughout the country, and adversely to affect its progress. 



In the preliminary stages of the movement, failures can, of course, 

 hardly be avoided, and were experienced even in those older countries 

 where co-operation has met with such a marked degree of success, but, 

 for the reason just mentioned, it is essential that everything should be 

 done to avoid tliein as much as possible. 



In forming a co-oper;itive society, care should be taken not to 

 foUhw blindly the systems practised in other countries, however 

 successful they may have proved there. It would be well to accept 



