WHAT RESEARCH EXPECTS OF MANAGEMENT 261 their fellow men. Those who seek truth in the quest fl0r accomplishment, constantly engage in "studious inquiry, usually critical and exhaustive in- vestigation or experimentation, having for its aim the revision of accepted conclusions in the light of newly discovered facts." To express it more simply and succinctly they strive to keep up-to-date in a complex and ever- changing society. They conduct research at an informal level. To live and act intelligently--as researchers--they must not of necessity, be scientists. To be successful they must be "analytical, thorough, and exact by means of thorough and complete discussion (or consideration) covering all points or items .... "They must see to it that they consistently engage in systematic inquiry by means of action or operation designed as a test, trial, or attempt. Their prowess will be judged by the conclusions at which they arrive, their "convictions from inference," their "practical determinations," their "decisions." BE•aEr •N RESE^ke, To achieve the major objective--success in the modern industrial race for technological supremacy--management must sincerely believe in re- search. Its actions must be research-oriented its belief in the fruitfulness of research should be intuitive and unhesitant, so that when faced with technical problems it instinctively seeks answers with an open mind and critical experimentation, rather than with prejudice, opinion, and a mythi- cal recantation of some prior art. Management should not have to be per- suaded to support research. This statement does not mean that management should support research uncritically, or that all research is either worthy of support or timely. Frequently, political and economic facts may overrule the logic of a re- search program. Frequently the answers to industrial problems are not technical but rather, social in nature, such as a breakdown in production because of faulty human relations between labor and management. The fact remains, however, that the great industrial development of the present era is the brainchild of scientific research, and no industrial organization can compete successfully unless it is convinced and aggressive about it. RESEARCH Is LIKE INSURANCE No respected, capable, business executive would ever dream of conduct- ing his business regardless of economics or politics without the benefit of the protection afforded by adequate insurance coverage. To this end, a wager is made by business with the insurance company on a basis of odds actuarily established. Business bets (at these odds) with an insurance company that it will have a fire and hopes that it will not, and with the sol- ace gained from such a protective arrangement, management puts its mind to the pressing problems at hand,

262 JOURNAL OF THE SOCIETY OF COSMETIC CHEMISTS In the case of research, management should adopt a similar course. Whether it establishes a research department, or whether it engages the services of a consulting research laboratory, the magnitude of the project should be related to the economics of the business in such manner that the research is assured of continuity. The odds must obviously be properly established as in the case for insurance, since in this case, management wagers with the research laboratory that it will not succeed, but hopes that it will. Both insurance and research are contemplated to relieve the burdens of the future rainy day. Insurance provides cash, research provides know- how in terms of sound, scientific knowledge that makes possible intelligent, practical operations, preparation to meet competition, keeping ahead of competition, product improvement, and product development. ATTITUDES TOWARD RESEARCH So much for beliefs. Now, what should management's attitudes be about research and research scientists? Management's attitudes are fundamentally as important as its beliefs. Attainments will depend upon the sincerity of purpose, the conscientiousness, and the enthusiasm ex- pressed and evidenced by management. The proper attitudes toward re- search must never be lost sight of, irrespective of the immediate adminis- trative pressures, if management's attitudes toward research are to be effective. First--Y maginative The executive will inevitably be faced with problems attendant to deal- ing with vast bodies of knowledge or the necessity for such knowledge. These areas will doubtlessly involve abstract concepts, many of which will be beyond his experience. Yet because of his responsibilities, it will be his duty to develop and retain the ability to appreciate the importance of applying new fields of understanding to local problems. Not only must this attitude be developed, but it must be imparted to his superiors as well as to his subordinates. Management must not forget that research, as broadly defined, has for its aim "the revision of accepted conclusions in the light of newly dis- covered facts." Keen, imaginative powers are potent tools in achieving this aim. The road to achievement is often fraught with discouraging cir- cumstances, but it must be remembered that any worth-while objective is rarely easily attainable. The apparent deterrents must be used only to further whet the imagination. Second--Discriminating Science in all fields is developing at such a rapid rate that .it is impossible