ORGANIZATION AND LEADERSHIP 77 



been a real advantage to farmers. Gradually a realiza- 

 tion of his handicap in relationships with powerful busi- 

 ness organizations has come to the farmer. 



This situation is equally true in the more general field 

 of his interests, as, for example, representation in the 

 larger affairs of the State and Nation. The business man 

 has developed extensively his industrial and trade associa- 

 tions. Every city has its chamber of commerce, every 

 village its board of trade, and these organizations exert a 

 powerful influence upon public policies. Labor has per- 

 fected its unions and has federated them. When large 

 questions affecting public policy, or even affecting particu- 

 larly the agricultural welfare, such as taxation, trans- 

 portation, the tariff and others, come up for decision, the 

 organizations of business and labor represent them and 

 their voices count in the final decision. In the past the 

 voice of the farmer has either been silent or altogether 

 too weak and inadequate to receive the attention it should 

 command. 



The farmer has now sensed this situation and the pres- 

 ent movement toward organization is one of practical 

 preparation to meet it. 



It is in the public interest that he should do so. Other- 

 wise, public policy is likely to be one-sided, unfair and 

 possibly actually injurious to the country's greatest in- 

 dustry. Inevitably, such a condition must react against 

 the general public interest. The public should concern it- 

 self less with the dangers of the organization among farm- 

 ers and more with its advantages. The dangers are read- 

 ily controlled by regulative legislation ; the advantages can 

 be secured in no other way. 



In the same way, the rural community is too often 

 dominated by town and village interests and by business 

 men, though it must be admitted that this is more be- 



