Analyzing Character Part 3

On one occasion a young man of the most undoubted dramatic talent and oratorical ability sought us for counsel. "I have always felt," he said, "a strong inner urge, sometimes almost irresistible, to go upon the platform or the stage. But, because I have lacked confidence in myself, I have always, at the last moment, drawn back. The result is that to-day I am dissatisfied and unhappy in the work I am doing. I do it poorly. I long constantly for an opportunity to express myself in public. Years are going by, I have not developed my talent as I should, and I am beginning to feel that my case is hopeless." This lack of self-confidence is more common by far than many people would imagine. Arthur Frederick Sheldon has said: "Most men accomplish too little because they attempt too little." Our observations incline us to believe that this is the truth. Taking humanity as a whole, far more men fail because they try to do too little than because they try to do too much. Humanity is a great mine of undiscovered and undeveloped talents. It follows that we fall far short of our best because we do not expect and demand enough of ourselves.

CONSERVATISM

A man came to us for consultation in regard to his vocation. Just why he had come, it afterward turned out, it was hard to see. Perhaps he only wanted to settle matters in his own mind without taking definite action upon them. He was engaged in mercantile business, a business left to him by his father. He hated it. After a careful a.n.a.lysis, we informed him that he had undoubted scientific talents, and that, with training, he could make a name for himself in research and discovery. He was overjoyed at this information, but he manifested no disposition to change his vocation.

He said: "Much as I dislike the mercantile business, I hate to change. A change will mean selling out, upsetting my whole mode of life and activity, removing into a different community, beginning a new life in many of its phases. I cannot look forward to such a complete revolution with any degree of pleasure, so I guess I will have to keep along in the old store, much as I would like to devote the rest of my life to test-tubes, crucibles, and scales."

There are many such men. Change is more hateful to them than unloved work.

They fall into grooves and ruts. They would rather continue in their well-worn ways than to go through the mental anguish of breaking old ties, remaking methods of life and work, moving away from friends and relatives, and otherwise changing environment, conditions, and employment.

LACK OF COURAGE

Many men have self-confidence and yet lack courage. That may seem to be a paradoxical statement, but if the reader will study carefully some of the men he knows, he will understand that this is the truth. Men may have plenty of confidence in themselves, but they may lack the courage to face difficulties, to overcome obstacles, to meet hard conditions, to pa.s.s through disagreeable experiences. Such are the men who lack the initiative, the push, the aggressiveness, to do as well as they know how, to do as much as they can, to undertake the high achievement for which they have the ability. The cases of such men would be hopeless were it not for the fact that some powerful incentive, like an emergency or necessity, some tremendous enthusiasm, some strong determination, some deep conviction, urges them on to the expression of the fulness of their powers. Lacking even any of these, it is possible for the man who lacks courage to develop it.

Courage is developed by doing courageous acts. The man who feels that he lacks courage, who knows that he needs to forget his fears and his anxieties, has half won his battle. Knowing his deficiencies, he can by the very power of his will compel himself to courageous words and acts, thus increasing and developing his courage and, as a result, his efficiency.

LACK OF AMBITION

Finally, people do not undertake work in their proper vocations because of a lack of ambition. This is, indeed, a fundamental deficiency. Perhaps it underlies many of those we have already described. Certain it is that we usually obtain what we most earnestly and ardently desire. Someone has said that when a man knows definitely and in detail just exactly what he desires, he is halfway toward attainment. Now, a man does not know definitely and in detail what he wants unless he wants it so intensely that it is always in his mind; he thinks about it, dreams of it, and paints mental pictures of himself enjoying it; perhaps spends hours in working out the detail of it. When a man has an ambition which drives him on to this kind of mental exercise, he usually has one which overcomes his inertia, burns out his laziness, triumphs over his lack of confidence in himself, urges him out of grooves and ruts, and enables him to overcome deficiencies in education and training, is an incentive to him for the creating of opportunities where none exist, gives him courage for anything, and kindles ever afresh his enthusiasm and determination. There is no obstacle so great that it will not dissolve and vanish away into thin air in the heat of such an overwhelming desire and ambition as this.

We need to remind ourselves, however, that even the most ardent ambition goes astray unless it is guided by accurate knowledge. Many a man has attacked his problem with great courage and high ambition, only to meet defeat because, through lack of knowledge, he has chosen a career for which he was unfitted.

These, then, are some of the reasons people go into and remain in vocations where they do not fit. They are the reasons, also, why so many men are failures or near-failures. Any man is a failure in just the degree in which he falls short of developing and using his best and highest talents and powers.

William James, the psychologist, has said that most men use only a very small percentage of their real abilities. Harrington Emerson, efficiency engineer, says that the average man is only twenty-five per cent efficient and that his inefficiency is due to unfitness for the work he is trying to do. Students of economics say that only ten per cent of all men are truly successful. In this chapter we have presented many of the reasons for the misfit and failure. Some of them are chargeable to parents, teachers, and employers. But the most serious belong rightfully at the door of the individual himself. "The fault, dear Brutus," says Ca.s.sius, "is not in our stars, but in ourselves, that we are underlings."

It is highly desirable that parents, teachers, and other guides and advisors of the young should fully inform themselves about human nature and about work. They ought to rid their minds of prejudice and thus free themselves from unwise tradition and useless conventionality. Above all, they need to arouse themselves to the vital importance of ideals--of a clear, definite purpose, based upon accurate knowledge and sound judgment--in other words, upon common sense. This is the vocational problem.

FACTORS OF THE VOCATIONAL PROBLEM

The vocational problem consists, first, of the need of accurate vocational a.n.a.lysis; second, of the need of wise vocational counsel; third, of the need of adequate vocational training; fourth, of the need of correct vocational placement.

It is obvious that the vocational problem cannot be adequately solved by dealing with pupils or clients in groups or cla.s.ses. It is a definite, specific, and individual problem. Group study is interesting and instructive, but, alone, does not give sufficient knowledge of individual peculiarities and apt.i.tudes. It is obvious from the foregoing a.n.a.lysis of the vocational problem that it is practically identical at all points with the problem of scientific employment. Just as the highest efficiency of the employment department depends upon accurate a.n.a.lysis of the job and of the man, so the highest usefulness of the vocational bureau or vocational counsellor depends upon complete and exact knowledge of the requirements in different lines of endeavor, and the ability to a.n.a.lyze human nature accurately. It is obvious that wise counsel cannot be given, adequate training cannot be prescribed, and correct placement is impossible until these a.n.a.lyses have been properly made.

The child or adult of unusual ability, with well-marked inclinations and strong in the fundamentals of character, is never difficult to a.n.a.lyze, counsel, train, or place. If given an opportunity to gain knowledge, and freedom in the exercise of choice, he will almost surely gravitate into his natural line of work. He is not the real problem of the vocational expert. But the vast majority of children are average, or even mediocre.

They show little inclination toward any study or any work. They have weaknesses of character that will inevitably handicap them, no matter what vocation they enter. They are the real problem. There is another cla.s.s, almost equally distressing. They are the people who are brilliant, who learn easily, and who are so adaptable that they can turn their hands to almost anything. They are usually so unstable in temperament that it is difficult for them to persist in any one kind of endeavor long enough to score a success.

METHODS OF a.n.a.lYSIS IN USE

The need, in dealing with these problems, for some more reliable guide than the young person's inclinations and preferences has deeply impressed itself upon those engaged in vocational study and vocational work. They are earnestly seeking to find some better way. To this end, we have the questionaire, by which is brought out between the lines, as it were, the particular apt.i.tudes and disposition of the subject. And this method is not without its advantages. We have also psychological tests. These are of fascinating interest and have yielded some valuable results. Some vocational workers use the psychological tests and some do not. Even those who are most enthusiastic for them admit that they are complicated, that they require expensive apparatus and specially trained examiners, and that even the best results obtainable cover a very narrow field in the character and apt.i.tudes of the subject.

UNIFORM METHOD NEEDED

The present need is for some uniform, readily applicable, inexpensive, and comprehensive method of a.n.a.lysis. The advantages of such a method are immediately apparent. First, its uniformity would permit the making of records for comparison, covering a very wide range of subjects, environment, and vocations. Second, even the simplest cla.s.sifications, which are readily learned and easily applied by the inexpert, would yield tangible and measurable results and would be far better than the present unstandardized and wholly unscientific methods. Third, were such a uniform method adopted and made a part of the vocational work of our inst.i.tutions; were uniform records to be made and wisely used, we should soon have a body of useful knowledge on this subject. Fourth, as the result of the application of such a uniform method, text books and charts could be prepared which would form the basis of popular education in vocational guidance.

But this book will find its way into the hands of many whose own vocational problems cry out for solution. Such need first to know themselves, to know their apt.i.tudes and talents, whether developed or undeveloped. They need to study vocations--to know everything about the kinds of work they might do, from their requirements to their possibilities twenty, thirty, or forty years in the future. Finally, they need the courage, self-confidence, industry, progressiveness, and ambition to throw off the shackles of circ.u.mstance and, in the light of scientific truth, to press forward to the achievement, success, fulness of life, and happiness possible through development and use of all their powers.

CHAPTER II

ELEMENTS OF FITNESS

In our study are two small pieces of clear white marble. Each of them is decorated with a beautifully designed little flower in natural color. This flower is depicted by the skillful inlaying of semi-precious stones. These marbles came from Agra, India. They are samples of the handiwork which makes the Taj Mahal one of the most beautiful structures in the world. In the fitting of this inlay work the stones--some of them almost as hard as diamonds--are cut and polished to nearly mathematical accuracy of size and shape. But the more carefully and exactly these are made, the more badly they fit and the worse failure is the whole design, unless the s.p.a.ces intended for them in the marble are likewise cut and prepared with nicety and accuracy. In the selecting of a life work, similarly, the same care must be taken in learning accurately the requirements of work--the exact size and shape, as it were, of each vocation--as is spent upon learning the exact qualifications of each individual. Both require common sense and intelligent judgment.

We measure a man's height in centimeters or inches. Pounds and ounces or grams and centigrams offer us exact standards of measuring his weight. But there are no absolute standards for measuring the man himself, and probably there never can be. Human values, therefore, can be standardized only relatively. By the study of large groups we can, however, ascertain approximately the average or normal. In this way, physical standards have been set up as to pulse rate, temperature, respiration, etc. Chemical a.n.a.lysis determines norms of blood composition, and microscopic investigation determines the average number of blood corpuscles per cubic centimeter. The Binet-Simon mental tests are based upon certain approximate averages of intelligence and mental development established in the same way. The Munsterberg a.s.sociated-word test of intelligence and other psychological experiments are among the efforts made to establish such standards. These are valuable as far as they go and probably yield all the information that their originators claim for them, which, unfortunately, is not a great deal. By time and motion studies, we are enabled to set up standards of efficiency that work out well in practice.

All these, however, still leave us in the dark as to the man himself--his honesty, his loyalty, his highest and best values.

ELEMENTS OF THE VOCATIONAL PROBLEM

But, granted for the moment that we could devise and successfully apply exact and accurate standards of measurement for human beings, our work would be only partially done. Any mechanic knows that it is a sad waste of time and pains to standardize tenons, with micrometer and emery paper, to a thousandth of an inch, so long as the mortises are left unstandardized.

A valuable man makes an unusual record on the staff of some employer.

Other employers immediately begin to lay plans to entice him away.

Transferred to another organization, he may prove mediocre, or even undesirable, in his services. Hiring "stars" away from other employers has proved disastrous so many times that the practice is no longer common.

Many a flouris.h.i.+ng and fruitful tree has been transplanted, only to wither and die--a tragedy involving the tree itself and both orchards. Measured by every known standard, a man thus enticed away may be close to 100 per cent efficient, but the man is only one ingredient in the compound from which results are expected. To know and to rate his apt.i.tudes, abilities, personality, and possibilities is of the highest importance, but these cannot be rated except in relation to his work and to his environment.

These are the other two ingredients in the compound. It is quite obvious that all standards for judging men--and for self-a.n.a.lysis--must vary with relation to the work they are to do and the environment in which they are placed.

The important factors of any vocation may be cla.s.sified very broadly under three heads, namely, nature, position, and requirements. Chart I gives a cla.s.sification of work, with a few suggestive subdivisions, under each of these three general heads. The meanings of the subdivisions listed under "Nature" and "Position" are clear.

CHART I /Physical |Mental |Combination of Physical and Mental |Professional /Nature..........|Commercial | |Industrial | |Fine | |Coa.r.s.e | |Light | Heavy, etc.

| Work....| /Executive |Position........|Subordinate | Staff | | /Physical | |Moral | |Intellectual Requirements....|Emotional |Volitional |Apt.i.tudes |Experience Training, etc.

PHYSICAL REQUIREMENTS

Work has its physical requirements as to size, build, strength, endurance, freedom from tendencies to disease, agility, and inherent capacity for manual and digital skill. It may also have certain requirements as to eyesight, hearing, reaction time, muscular co-ordination, sense of touch, and even, in some particular places, sense of smell and sense of taste.

Moral requirements may vary from those of a hired gunman to those of a Y.M.C.A. secretary or a bank cas.h.i.+er.

INTELLECTUAL REQUIREMENTS

Intellectual requirements and requirements in apt.i.tudes, experience, and training vary, of course, with every kind of work, and almost with every particular job. One most valuable division of people intellectually is as to capacity of intellect. Some people have fine intellects, capable of great accomplishments in the way of education and training. They are particularly fitted for intellectual work; they have mental grasp; they comprehend; they reason; they have good judgment; they learn easily; they remember well. In every way their intellects are active, energetic, capable. Other people have only moderate intellectual capacity. They express themselves best in physical activity or in the direct, man-to-man handling of others. Their few intellectual activities may be exceedingly keen and accurate--or slow, dull, and vague. People with small intellectual capacity sometimes have remarkable vigor and clearness of mind in some one direction--such as finance, promotion, commerce; judgment of people, horses, cattle, or other living beings; mechanics, invention, music, art, poetry, or some other narrow specialty. Some intellects, in other words, are simply incompetent--others, merely narrow.

People can also be divided, intellectually, into two other cla.s.ses, the theoretical and the practical. The man with a theoretical intellect is thoughtful, meditative, reflective. His mind works slowly; it is interested in philosophy, in theories, in abstractions, and is capable of dealing with them. On the other hand, it is not particularly well qualified for observing practical things, and for making a practical application of the theories it learns so easily and in which it takes so great an interest. This is the intellect of the philosopher, the dreamer, the educator, the preacher, the writer, the reformer, the poet. This is particularly the intellect of reason, of logic, of ideas and ideals.

Whether found amongst the world's leaders or in the lowliest walks of life, its function is always that of dealing with theory, finding out reasons, putting together logical arguments, teaching others and dealing with abstractions. Oftentimes this type of intellect is so impractical that its possessor never possesses anything else. Literature abounds in the tragic tales of philosophers, poets, reformers, and dreamers who starved beautifully and n.o.bly. Every-day life sees thousands more blundering along, either cursing their luck or wondering why Providence withholds its material gifts from people so deserving as they.

Over against this is the practical, matter-of-fact, a.n.a.lytical intellect--the intellect which demands facts and demands them quickly; the intellect which is quick in its operations, impatient, keen, penetrating, intolerant of mere theories and abstractions, not particularly strong in reason and logic, but exceedingly keen and discriminating in regard to the facts. This is the intellect which deals with things, with the material universe, with laws and principles, based upon accurately determined facts. This is the intellect of the preeminently practical man.

Some intellects are particularly fine in critical powers; some have splendid financial ability; some are artistic and musical; some have almost miraculous instinct in mechanical affairs; some are scientific; others are mechanical; still others are inventive. There are many intellects, of course, which combine two or more of these qualities, as, for instance, an intellect blessed with both financial and organizing ability. This is the intellect of the captain of industry, of the multi-millionaire. Then there is the intellect which combines financial, inventive, and organizing ability. This is the intellect of Edison, of Westinghouse, of Curtis, of the Wright brothers, of Marconi, and of Cyrus McCormick. Herbert Spencer was blessed with an intellect capable of both philosophic and scientific thought, both theoretical and practical.

Spencer had also great organizing ability, but he devoted it to the organizing of a system of philosophy based upon his scientific researches.