e early ages, before large organizations
existed or the mechanic arts had made much progress, defense was
mostly defense of life itself. As time went on, and people amassed
goods and chattels, and organized in groups and tribes, it came
to include the defense of property--not only the property of
individuals, but also of the tribe and the land it occupied. Still
later, defense carne to include good name or reputation, when it
was realized that the reputation, even of an organization, could
not be destroyed without doing it an injury.

At the present day, owing to the complexity of nations and other
organizations, and to the long time during which many of them have
existed, the question of defense has become extremely difficult. The
places in which defense has been brought to its highest excellence
are the large cities of the civilized countries; for there we see that
defense of the life, property, and reputation of every individual
has been carefully provided for. This has been made possible by
the intimate intermingling of the people, the absence of racial
rivalries, and the fact that the interests of all are identical
in the matter of defense of life, property, and reputation; since,
no matter how bad any individual may be, he wishes that others
shall be good, in order that he himself may be safe.

The defense of reputation has two aspects: the practical and the
sentimental. The practical aspect regards the defense of that element
of reputation which affects ability to "make a living"; while the
sentimental aspect is concerned with the purely personal reputation
of the individual, or with the reputation of an organization or a
nation. The sentimental aspect is much more important, especially
in enlightened nations, than is realized by some who have not thought
much about it; for there is, fortunately, in every decent man a
craving for the esteem and even the affection of his fellow men;
and a knowledge that, no matter how wealthy or powerful he may
be, he cannot be happy if he knows that he is despised.

The fact that individuals organize to acquire the strength of united
effort brings about, among organizations, a spirit of competition
like that among individuals. It is more intense, however, because
no man alone can get up the enthusiasms that ten men acting together
can get up, and ten men cannot get up as much as a thousand. The
longer any organization is maintained, the sharper this spirit
of rivalry grows to