Analyzing Character by Arthur Newcomb (best ebook reader under 100 txt) 📖
- Author: Arthur Newcomb
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ANALYSES FROM PHOTOGRAPHS
Perhaps, in some ways, an even more convincing evidence of the reliability and practicability of the observational method may be found in the results obtainable by analysis from photographs. A photograph is, in a sense, a purely mechanical product. It is, in graphic form, a record of the subject's physical characteristics, stripped of all of the atmosphere, so to speak, of his personality. A photograph cannot talk, cannot act, cannot reveal the man within by any subtle appeal to what are called the intuitions. Photographs as the basis of analysis are used extensively in employment and vocational work. These analyses are usually written out in detail and stand, in black and white, undeniable records of the analyst's observations and conclusions. The analysis of Sidney Williams appearing on pages 206 to 210 is a sample of the definite and specific manner in which these analyses are made. It has been impossible for us to trace and verify in detail every one of these records. They are being made all the time, and in one form or another, by many of those who are now using this method. But we have traced several hundred of them for purposes of verification and have found amongst them only three which have differed with the facts in the case in any essential particular. In fact, some analysts are far more reliable in making analyses from photographs than in personal interviews. In dealing with the photograph they apply the principles and laws of the science relentlessly and almost mathematically, while, in a personal interview, they are irresistibly influenced by their sympathies, their likes and their dislikes.
As a test, we have had some analyses made without even a photograph as a guide, using simply standard charts of the essential physical characteristics of the subjects. For this test five subjects were chosen, all of them unknown to the analysts. Their physical characteristics were charted by those acquainted with the method and five copies were made of each chart.
In order to give the reader an idea of the nature of the data upon which these analyses were made, we reproduce here, in ordinary language, the information contained in the chart made out for Subject Number One:
Sex—Male. Nationality—Scotch. Occupation—Teacher. Date of Birth—March 19, 1891. Color—Eyes, medium; hair, skin and beard, slightly brunette. Form—Forehead, eyes, mouth and chin, plane; nose, strongly convex. Height—5 ft. 9 1/2 in. Weight—145 lbs. Build—Square-shouldered, bony and muscular; lacking somewhat in adipose. Consistency of Flesh—Hard-elastic. Flexibility of Joints—Rigid-elastic. Long trunk, short legs. Nose section, of face predominates, chin a close second, mouth third. High, wide, long, medium-square head. Middle division of cranium predominates, top second, base third. Crown section of cranium largest; front section, second; back section, third; temporal, fourth. Square forehead, medium wide, more prominent at the brows than above. Expression somewhat grim. Health good; body, clothes, hands and mouth clean and in good condition. Hands square. Fingers medium long, with square tips, well-rounded, sensitive pads and short nails. Thumbs long and set low on hand.
The information as to the other four subjects was similar in character. One of these charts was then sent to Mr. G.C. B——, another to Mr. C.F.R——, another to Miss E.W.R——, another to Mrs. A.W——, and the fifth to Miss M.O.P——, students of this science—two of them having studied it less than one year. Each analyst was asked to make his analysis according to a definite plan, so that the results could be definitely compared. These results are shown in the table on pages 356 and 357.
Herein is the true answer to the serious question with which we opened this chapter. Whether or not reliable analyses can be made by the observation of physical characteristics is no longer debatable.
Such analyses are being made.
Explanation of abbreviations: Sell., selling; Sec., secretarial work; Exec., executive position; Lit., literature; Purch., purchasing; Merch., merchandising; Pol., politics; Ins., insurance; Acc., accountant; Stat., statistics; Phys., physician; Adm., administration; Adv., advertising; Jour., journalism; Finan., financial; Comm., commerce; Prom., promoting; Org., organizing; Const., construction; Educ., educating; Eng., engineering; Pers. Serv., personal service; Soc. Serv., social service; Agr., agriculture; Mfr., manufacturing.
NOTE—An analysis of the foregoing record shows 82-1/4% of agreement with the record in regard to the subjects' characteristics. This part of the work depends upon an application of principles. In checking the four classifications, Mechanical, Professional, Commercial and Artistic, the element of individual judgment of the analyst entered into the problem; yet here we have an agreement with the record amounting to 65-1/2%. Naturally, choice of exact vocation offers an unusually wide field to the personal equation, especially when the analyst has no data, as in this case, in regard to early environment, education, training, residence, and opportunities. But, even in this case, the students are, in general, in marked agreement with the records. It is impossible to state this agreement in percentages, since each was given a first, second, and third choice, and since some of the vocations suggested are very nearly those indicated in the record, yet not exactly the same. A study of these three columns, however, will impress the reader with the accuracy of the analysts' judgments.
CHAPTER V IDEAL EMPLOYMENT CONDITIONSThe progress of civilization and enlightment is a good deal like that in the old riddle of the man who had a fox, a goose, and a basket of corn to carry across the river and could carry only one at a time. If you remember, he carried the goose across first, leaving the fox with the corn, since the fox could not eat the corn. Then he went back, leaving the goose, and got the corn; then, when he returned for the fox, he took the goose back with him and left it alone on the bank, while he carried the fox across to keep company with the corn. Then he returned once more and brought the goose over, completing the transfer.
So Civilization carries forward, for a time, one aspect of life. Then she drops this and returns to bring up another. This, in turn, she drops again and goes back once more, and when she goes back she is likely enough to carry the first advance back with her. In the end, however, she finally brings up all of the elements and factors in human life.
For the last fifty years we have made great progress in the invention of machinery, the development of new industries, the organization of great financial and industrial institutions, and the volume of production in nearly all lines. But, in the meantime, in order to make this advance, Civilization has been required to carry back, some hundred of years, the relationship between employer and employed. Now let us hope she is ready to go back and bring this important factor up to date.
ANCIENT AND MODERN EMPLOYMENT CONDITIONS
In the old feudal days, the employee was a serf, bound to the soil of his employer. He received a bare living and shared not at all in the gains of the man whose chattel he was. In the days of transition between ancient feudalism and modern industrialism, Civilization greatly improved the relationship between employer and employee. The proprietor and all his men worked side by side in the same shop, performing the same tasks. Each was proud of his skill. Each took delight in his work. Each understood the other. Oftentimes the employee lived under the same roof with his employer, enjoyed the same recreations, and ate at the same table. The skilful, competent, shrewd employer gathered around him the best men in the trade. He profited greatly and his men shared in his prosperity. The invention of machinery and the great enlargement of industrial units makes such relationship between employer and employee impossible. Yet, when employment conditions are improved to match the improvements in machinery and production, we shall go back to the ancient shop for the fundamental principles upon which the new and better relationship will be built.
MUTUAL INTERESTS OF EMPLOYER AND EMPLOYEE
Observe carefully what these fundamental principles are. First, men who love their work and take pride in it; second, mutuality of interests in that work; third, mutual understanding between employer and employee. By this we mean an understanding by each of the other's point of view, personality, ability, motives, intentions, ambitions, and desires. Already Civilization is groping toward the establishment of a new relation upon this basis. Scientific methods of employment are being adopted in more and more of our industrial and commercial plants. These insure the fitness of the employee for his work and, because of his fitness, his love for it and pride in it. They also insure a better understanding between employer and employee, whose relationship to each other is guided and controlled by a sympathetic and expert corps of men and women especially selected and trained for just such work. Profit sharing, the bonus system, the premium system, study clubs and classes, and many other forms of giving an adequate day's pay for a day's efficient work are all evidences of the desire on the part of the employers and employees to mutualize their interests.
It is true that to-day, perhaps, we have reached the very flood-tide of organization of employees into labor unions and employers into associations, and that these organizations are frequently antagonistic. But these are only evidences of our blind groping toward the ideal. These movements show that we are awake to our needs, that we appreciate the intolerable nature of present conditions and that we have determined to better them. It is inevitable, when such an awakening comes, that we shall eventually learn by our mistakes and direct our effort toward the true solution of our problem.
IDEAL CONDITIONS DIVERSE AS TO DETAIL
Just what would constitute the details of ideal employment conditions it is impossible at this time to say. These will have to be worked out painstakingly, carefully, and with a true appreciation of the fundamental principles involved, by wise and competent employers and employees. It is altogether likely that different conditions will be found to be ideal in different industries and probably in different units of the same industries. One man will maintain ideal conditions by the virtue of his own magnetism and forceful personality, tying his men to himself with the strong bonds of mutual admiration, mutual respect, mutual loyalty, and mutual love. Another will create ideal conditions principally by the magnificent exploits of his organization. It is human nature for a man to like to belong to a winning team, to be proud of his connection with a championship organization. Still, another institution may maintain ideal employment conditions by the good judgment, efficiency, and sincere motives with which it conducts its welfare work. Still another may approach the ideal by means of profit sharing, bonuses, and other such emoluments. We have seen and studied organizations in this country and in Europe which very nearly approached the ideal for each of these reasons. We have also seen some which took advantage of several or all of these.
THE EMPLOYER'S IDEAL
As time goes on, more effective methods of profit sharing will, no doubt, be evolved, methods in which there is greater justice for both employer and employee. New ideas will be developed in welfare work as the result of scientific methods of employment. Employer and employee will learn to understand each other better. The success of all of
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