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operations, of that industry. Although the operations might change from time to time, it was at that point that the relationships of the employers and workers would become creative, in that there would be a cooperation about the change.

In other words, in the textile industry if there was to be a change in the number of looms carried by an individual, according to their theory, there is the acute point of the relationship between the employer and worker. At that point there would be a scientific understanding and adjustment to which the workers would make their contribution, as well as the employer. They would agree upon the number of looms to be carried, not so much on the basis of a bargain, but on the basis of what the realistic elements of the situation proved to be. The price of this adjustment would also be arrived at by an objective study of the production that came forth from these looms per capital production.

At any rate, they had written this pamphlet and Bruere was sort of familiar with this problem, so I put him on. I cannot remember who the third person on the board was.

Anyway, it was called The Cotton Textile Board, and came to be known as the Winant Board. It had the effect of quieting down this rush of hit or miss flying wedge strikes,