Household Harvard, the local 'tech', group dynamics? all these make strong claims for his backing, but can they all be right? It is a truism that whereas in the physical sciences one can usually find an exact objective, usually quantitative answer to any problem, in the human sciences one must be reconciled to finding answers only of a subjective, statistical nature; the difficulty of finding answers is multiplied by the impossibility of eliminating all the variables. They may be right on the average, but it is a matter of probability whether they fit the individual case. One must therefore still rely on the accumulated experience of centuries, trying to establish basic principles which have stood the test of time and have also stood up to the searching criticism of the last decade. This criticism has thrown over many false idols, but has been ready to confirm what it has found to be of value. Regarded in this light, there are three pillars on which any management training should be firmly based Example, Experience, and Knowledge. Example is perhaps the most potent means of learning: the opportunity to observe, in action, somebody one can admire and respect. Earlier in this book the responsibility on top management to secure, all the way down the line, an understanding of the need to set an example and to communicate the business objectives has been stressed. Any executive with younger, aspiring men under him must be made aware, if such awareness is not instinct within him, of his duty to the business to set an example to those he is concerned with developing. The second training essential, which also bears greatly on the question of developing subordinates, is Experience. Men learn to know themselves, as well as their jobs, by trying out in practice what they have learned by precept or ideas they Г The Training of Managers 189 have conceived themselves; by solving the problems that arise, by correcting the mistakes they make and taking the blame for mistakes they can't correct they acquire the confidence of their fellows and their own confidence in themselves necessary still to further development. It is important, however, that such experience should be guided by a senior man, who can choose the right experience his junior should undergo and should guide him with advice and help lest he wastes too much energy and enthusiasm and becomes frustrated. Every senior manager must therefore recognize his responsibility for giving this guidance, and should not shirk it under the slogan 'Throw 'em in the bad ones will sink, and the good ones swim'. There are many examples in business life of the men who might have been good managers if only they were given the right encouragement at the crucial stages in their careers. An early chapter in this book called them 'managerswhomighthavebeen' and there are too many of them around. One of the contributions made by the American 'executive development schemes' is their emphasis on this guidance or 'counselling' by the superior of his subordinate. Financehome