t the typical case
of the man working for himself would be that he was working as an
individual, and that the record was made by himself. There would
then be four kinds of records--an unconscious record, a conscious
record not written, a written record and a standardized record. The
"unconscious record" would be, in reality, no record at all. It
would simply be, that somewhere in the man's mind there would be a
record of what he had done, which, except as a "fringe of
consciousness" would not particularly influence his programme. What
we mean by a "conscious record" would be more of a set habit, the
man knowing that he had done the work in a certain way. This would
begin to influence, more or less, his programme, and also his
knowledge of his capacity for work. With a written record, would
come a thorough knowledge on his part of what he had done and how he
had done it, and we must note that with this written record comes
the possibility for some sort of a set programme, the man knowing
what it will be possible to do, and how he had best do it. With the
standardized record comes the standardized method.

RELATIONSHIPS COMPLEX.--When we consider the man working for
another, he may either be one of a gang, or one whose work is
considered as that of an individual. In either case, any of the four
sorts of records can be made of his work that have been already
described for the man working for himself. Each one of these records
may be made by the man, or by the management; for with the man
working for another, naturally the second mind, that of the other,
or the manager, enters in, and a great many more combinations
are possible.

For example,--there might be an unconscious record made by the
man and a conscious record, or a written record, made by the
manager. There might be a conscious record made by the man, but an
unconscious or a written record made by the manager, etc. There are
too many combinations made to be here considered. Each one of these
combinations would have a definite and a different effect, both upon
the mind of the man, and upon the mind of the manager; and also upon
their relation to each other. The second half of this chart is
similar, but treats of programmes, as many variables enter here.

It may be thought that the details of the preceding chart and
the three following charts are uninteresting, obvious, and show too
many possible combinations. If this be so, then it is most necessary