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having of committees would bring a corresponding emotional feeling. They would feel a part of it. They would feel responsible. They would feel that they ought to do certain things. Therefore, you could rely on them to do it by voluntary action, without an expensive and almost impossible policing job.

Nelson's whole attitude toward the codes always was, “Be careful, Hugh, we mustn't put into these codes, no matter how good they are, things that we have to police, because we never can police this. It's too big to be practical to police. If you have to force people to do it, they will cheat you. You just won't get cooperation. You just must not make them so complicated and detailed. They'll just toss it out the window the way they did Prohibition.” He used to use that as a case in point.

He was very sound. He knew what he was doing. He always said, “Of course, I don't know anything except how these manufacturers in the cotton textile industry feel. I don't know about how other manufacturers feel.” He never drew general conclusions. He was very interesting to me because he would keep it specific within the borders of his own experience.

George Sloan was a much more relaxed personality and had, as a person in his position would have to have, much