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or quicker operation has been in the multitude of reports that have to be filed nowadays. In some of the operating, managing offices they've had to take on a staff of eight or ten people to receive the reports and read them, because as James Dodson said to me, “The Budget says we have to file these reports. What do you think we should do with them? Put them in the drawer?”
I said, “Well, that might be the cheapest thing to do.” As a matter of fact, one of the Title I men once said to me, “That's the best thing to do with them. Put them in the drawer. File them.”
The men who were the managing operators of the department had a conscience about it. They didn't like to put them in the drawer. They felt they ought to be read. They ought to be read, marked, learned and inwardly digested. There ought to be something that you learn. So you have to hire other people to go out in the field and see exactly what the report means, see if they can try out a new experiment, doing this thing another way, so there won't be overlapping, won't be a time lag, won't be something or other. So that you now have a large number of people attached to every department who are engaged in trying to operate this new system.
I don't want to say that no good things came out of it, but the increase in paper work on the management end has been very great. There may have been a decrease of paper work in some of the inspection work, but you could have
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