February, '21] newell: organization in economic entomology 43 



ance while scientific investigators are pursuing research work would in 

 some cases mean that the attempt would be foredoomed to failure for 

 if the insect is permitted to have its own way while the investigators 

 pursue their labors, it occupies new territory or increases to such an extent 

 as to make the proposed undertaking impractical of accomplishment 

 because of prohibitive expense. It is much as if an army were to per- 

 sistently refuse to attack the enemy until all details ofthelatter's position, 

 strength, w^eapons, fortifications and reserves are known. Like the army 

 in war, we must rush to the attack without waiting to be sure we will 

 win. To know that we have a "fighting chance" is sufficient warrant 

 for putting forth our strongest efforts and, as in other wars, the advant- 

 age is with the side which takes and holds the offensive. 



The directors of any project involving the expenditure of relatively 

 large amounts out of the public treasury and affecting in an economic 

 way large numbers of citizens must take the public into their confidence. 

 Judicious but truthful publicity is therefore a necessity. The admission 

 of temporary- failures and the acknowledgement of mistakes are as 

 important as supplying to the public information on the encouraging 

 features. This poHcy of taking the public into our confidence inspires 

 belief in our honesty of purpose and prevents the development of that 

 suspicion with which the layman or the pubHc is so apt to regard work 

 involving scientific men or the expenditure of public funds. Publicity 

 must emanate from headquarters rather than from operatives in the 

 field. The reasons for this are obvious. At the same time, information 

 must be of such a nature as to avoid the appearance of being "propa- 

 ganda" in the sense that the word is now taken, namely, an attempt 

 to create sentiment for or against an undertaking. It is needless to say 

 that no feature of the work should be so manipulated as to forward 

 personal interests. Even the appearance of such a condition shoiild 

 be carefully avoided. For a nursery inspector, for example, to own stock 

 in a nurser\' is to at once raise a suspicion in the minds of the pubHc 

 as to his loyalty and to raise in the minds of the nurserymen a question 

 as to the sincerity of purpose behind the entire nursery inspection ser- 

 vice. 



In an extensive undertaking the executive or directing official occupies 

 the most responsible place. On his character and conduct to a great 

 extent depends the morale of the working force. He must be patient 

 with employees and citizens alike, he must be famiHar with all branches 

 of his organization, firm in dismissing those employees who are unfit 

 or who commit any moral error, yet exceedingly charitable in the case 

 of mistakes which are made through ignorance or inabiUty but with the 

 best of motives. In the enforcement of laws and regulations he must 



