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

WHAT RESEARCH EXPECTS OF MANAGEMENT 263 to keep intimately in touch with all aspects, or even one individual field of activity. As a result, there seems to be a tendency to reject the possibility of ever being able sufficiently to understand a portion of a given field or fields to be capable of being imaginative and capable of making intelligent decisions in research matters. This certainly need not be the case, if man- agement develops powers of discrimination. It may and should demand of any professional worker, whether he be scientist, engineer, attorney, or accountant, an interpretative explanation of the application of his work to the problem at hand and it should be possible to obtain this interpretation in language intelligible to the uninitiated. If the executive is not successful in obtaining an answer in lay terms, his education Should stand him in sufficient good stead to resolve the situation to one of intelligent communi- cation. With a proper understanding of the specific work at hand, he must apply an unbiased, analytical viewpoint, in judging the relevance of any field of science to the problem or problems facing his organization. He must discriminate between relevance and irrelevance, since unwarranted and irrelevant research has been the downfall of many a research organiza- tion. Actually, from a practical standpoint, imagination and discrimination usually function simultaneously. As a concrete illustration, let us take the problem of predicting the mechanical behavior of textile yarns from a knowledge of the mechanical properties of textile fibers. For thousands of years, textiles have been made "by guess and by gosh." While tribute must be paid to the remarkable ingenuity and skills of textile craftsmen who have produced a breathtaking variety of useful and beautiful fabrics, craftsmanship has become inadequate in meeting the demands on textile use in our complex society. With the advent of two world wars, the tre- mendous growth in industry, a flood of new fibers, finishes, and processes, the need has become pressing for quantitative methods of predicting and engineering textile products. If textiles are to be engineered even as bridges and highways, then they must be first conceived as engineering materials, and subject to the same kind of mathematical treatment as metal, wood, or concrete. But it is well known that textiles are soft, flexible, and porous, and are made up of mil- lions of individual fibers. Who can imagine such structures behaving as a solid piece of wood or steel? A qualified scientist may state that because of the multitude of fibers in the yarn it is impossible to calculate how the stresses applied to yarns are precisely distributed among the fibers. Yet the most striking advances in textile physics and the prediction of yarn performance in recent years has come by imagining yarns to be ideal engi- neering structures, e.g., solid, round, homogeneous, without any variability along the length or over the entire cross-sectional area. Then by measuring fiber properties and calculating how a yarn should perform, the difference