Part: 123456789         Session: 1         Page na123456789101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960616263646566676869707172737475767778798081828384858687888990919293949596979899100101102103104105106107108109110111112113114115116117118119120121122123124125126127128129130131132133134135136137138139140141142143144145146147148149150151152153154155156157158159160161162163164165166167168169170171172173174175176177178179180181182183184185186187188189190191192193194195196197198199200201202203204205206207208209210211212213214215216217218219220221222223224225226227228229230231232233234235236237238239240241242243244245246247248249250251252253254255256257258259260261262263264265266267268269270271272273274275276277278279280281282283284285286287288289290291292293294295296297298299300301302303304305306307308309310311312313314315316317318319320321322323324325326327328329330331332333334335336337338339340341342343344345346347348349350351352353354355356357358359360361362363364365366367368369370371372373374375376377378379380381382383384385386387388389390391392393394395396397398399400401402403404405406407408409410411412413414415416417418419420421422423424425426427428429430431432433434435436437438439440441442443444445446447448449450451452453454455456457458459460461462463464465466467468469470471472473474475476477478479480481482483484485486487488489490491492493494495496497498499500501502503504505506507508509510511512513514515516517518519520521522523524525526527528529530531532533534535536537538539540541542543544545546547548549550551552553554555556557558559560561562563564565566567568569570571572573574575576577578579580581582583584585586587588589590591592593594595596597598599600601602603604605606607608609610611612613614615616617618619620621622623624625626627628629630631632633634635636637638639640641642643644645646647648649650651652653654 of 654

operations, their merchandising, their sales, their purchasing problems, their interrelations between this and that, the way they get their capital, is a tool of analysis to understand not only what they regularly do, but what they could do instead of what they do do.

I, of course, was in full revolt against the idea that human beings could not, by putting thought into the operation of their industries, reduce, or at least mitigate if not completely abolish, this recurrent pattern of unemployment, which was so hazardous not only to the individuals involved, but to the whole of society, to the whole of the human race and to the very life of the particular industry. That industrialist couldn't go on operating if too many people were operating manufacturing enterprises with no regard to preventing unemployment.

I don't regard myself as having discovered these ideas, but people who thought about these problems in 1930 were thinking in terms of what could be done about it. Could anything be done or did we have to just accept this blank despair? It would be like saying in the medical field that you had to accept diphtheria as a scourge that exists. All right, we went to work and discovered something that prevented and stopped diphtheria, just as we're working on cancer now. The human race just doesn't lie down under