ipline should be meted out to a ringleader,
and whether the other employes, supposed to be blameworthy, are
really only guilty in acquiescing, or in failing to report one who
has really furnished the initiative. He must differentiate acts
which are the result of following a ringleader blindly from the
concerted acts of disobedience of a crowd, for the "mob spirit" is
always an element to be estimated and separately handled.

INADEQUACY OF TERMS IN DISCIPLINING.--The words "disciplinarian"
and "punishment" are most unfortunate. The "Disciplinarian" would be
far better called the "peacemaker," and the "punishment" by some
such word as the "adjustment." It is _not_ the duty of the
disciplinarian to "take out anybody's grudge" against a man; it _is_
his duty to adjust disagreements. He must remember constantly that
his discipline must be of such a nature that the result will be for
the permanent best interests of the one disciplined, his co-workers,
his associates and his family.

The aim is, not to put the man down, but to keep him up to his
standard, as will be shown later in a chapter on Incentives. If the
punishment is in the form of a fine, it must not in any way return
to the coffers of the management. The fines collected--even those
fines collected from the individuals composing the management,
should go in some form to the benefit of the men themselves, such,
for example, as contributions to a workman's sick benefit fund or to
general entertainment at the annual outing of employes. In practice,
the disciplinarian is rather the friend of the worker than of the
employer, if the two interests can possibly be separated. Again
"penalty" is a bad word to use. Any words used in this connection
should preferably have had taken from them any feeling that personal
prejudice affects the discipline. It is the nature of the offense
itself which should prescribe what the outcome of it shall be.

The position of disciplinarian requires a man who has a keen
sense of justice, who has had such experience as to enable him to
smooth out difficulties until all are in a frame of mind where they
can look upon their own acts and the acts of others calmly. He must
be able so to administer his duties that each decision inspires the
realization that he acted to the best of his knowledge and belief.
He must be one who is fearless, and has no tendency to have
favorites. He must have a clear knowledge of the theories and
principl