264 JOURNAL OF THE SOCIETY OF COSMETIC CHEMISTS between theoretical and actual performance has provided the key to dis- criminating among the many possible causes of deviations, and rationaliz- ing these into mathematical expression. Knowing from empirical experi- ence some of the properties of fibers and yarns, such as crimp and twist, the effect of these variables has been gradually determined. Third--Tolerant Research is the product of human beings, working with and among other human beings. For all the striking advances in science, we still have far, far to go before we can be assured in advance that in setting up any attack upon a problem, we have chosen proper methods for solution. Research progresses by small steps, frequently very slowly. The time of solution and the scope of the work, can rarely, if ever, be guaranteed. Many of the small steps, and much of the time consumed as a result of added wisdom, stem from experimental failure. There is a danger in these times to think of the research method and science as being ahumen and infallible, and thus, when an experiment fails, to question the competence of the scientist. This attitude may be most unfair, and management should not take such a stand. Rather, it should realize that research methods are fruitful as much because they profit t3om failure as because they solve a practical problem. The most intelligent, effective expenditure of research funds depends upon a tolerant under- standing of the limitations of what is known and what can be done. Those who have labored diligently in the field of research, realize the problems that arise when the results of theoretical determinations are first explored at a practical level. Seldom is success achieved on the first trial. More than likely, failure will be apparent on several trials. Such failures should not necessarily be looked upon by management to connote a lack of soundness of work done at the fundamental level, but rather point to the need of additional research at the applied level. Here, the attributes of tolerance are paramount to achieving success. Management must be will- ing to sift the wheat from the chaff. It must determine which lines of attack upon the newly uncovered applied problems will be most fruitful. It must if fi•ed be, stand ready to revise its accepted conclusions in the light of newly discovered facts that become evident in the process of application. Such action must be taken forcefully, but not critically, for the wise man is he who recognizes the limitations of his fellow man, as he should recog- nize his own. Fourth--Humble Science makes no policy--people make policy. Science may tell us how to do something. Science cannot tell us when or whether to do something. The plight of the world today and the shadow of the hydrogen bomb bear grim witness to these facts.

WHAT RESEARCH EXPECTS OF MANAGEMENT 265 No matter what management's other attitudes toward science may be, it should not demand that science relieve it of its responsibility for action. Science has been so productive, and the authority of science has come to be so persuasive, that society has come to place an unfortunate faith in the ability of science. Humility is to be regarded more highly than authority in all fields of endeavor, and research is no exception. ß ß ß ß ß ß Good research can be fostered by good publicity. However, the use of advertising copy which unwarrantedly glorifies research findings, and which makes spectacular announcements of and claims for products and processes, far beyond the ability of the research group to produce, is damaging to both management and research. All too frequently "research" is conducted for the purpose of creating extravaganza-type advertising programs. False claims or overrated statements inevitably impose serious problems upon management and the responsibility for them is frequently, albeit unfairly charged to research. Management should avoid such practices since they can result only in disappointment and disillusionment to all concerned. John Boulton, Director of the Dye Research Laboratory of Courtaulds Limited at Droylsden, England, in his opening remarks to the 1949 Annual Conference of the Textile Institute commented as follows: "It is one thing to build up a large research potential, to make use of its results in industry is another. Management should ask themselves if in fact, they are making use of research. Research purely of itself, is a cure for nothing. Research is an activity the first product of which is ideas of a speculative kind and ideas of an established kind. The first provide a reservoir for further and eventual production of the second kind, which constitute new knowledge. Industry should be concerned, therefore, with the following questions: "(a) Are we making the fullest use of the available research potential, and if we are not, can we find reasons for this and can we point to practical means by which we can, with due speed, tap the available sources of new knowledge ? "(b) Apart from the use we may make of its results, are we doing all that could be done to initiate research? The relation between the sources of new ideas and their application to industry should be a two-way relation. It is not sufficient for industry to apply itself, no matter how diligently, to the receiving end of the research activity. "Is industry actively seeking the right kind of new knowledge? "Is industry asking the right kind of questions of the research worker ?" Management and research may both profit from his sage advice.