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writing. It nearly killed them because they hated to write.

Also, I made Kerwin use a telephone and be in touch with his conciliator at least three times a week in every strike where he had a conciliator out. It's just ridiculous not to have done that. We had some kind of central reporting.

Then I reorganized his office, gave him aides and assistants. I left Kerwin at the top because he was highly regarded by the trade unions. By this time I had learned that you don't cross them, and there was no reason to. Kerwin was a very good man, except that he wasn't accustomed to working in orderly style, or a very vigorous style. When he was actually on the job, he was good. When he took on a conciliation himself, he was awfully good. He was also very good at teaching other people what to do. He had some splendid ideas. He couldn't have reduced these ideas to writing and put out a manual of procedure, but he could instruct people, tell them, advise them. When he got to going on this business of having the weekly reports, he thought it was wonderful. He came and said, “Why we never had anything like this. This is just wonderful. I really know what they're doing now. Your idea that I call them three times a week is fine, because I often find them in a problem that they don't know how to handle and I can nearly always tell them what to do. I can think of something