was a very valuable blunder. It gave me confidence. If I had been able to read German in those days I might never have commenced my experiments!" One of the most startling consequences of the telephone was its introduction of a "seamless web" of interlaced patterns in management and decision-making. It is not feasible to exercise delegated authority by telephone. The pyramidal structure of job-division and description and delegated powers cannot withstand the speed of the phone to by-pass all hierarchical arrangements, and to involve people in depth. In the same way, mobile panzer divisions equipped with radio telephones upset the traditional army structure. And we have seen how the news reporter linking the printed page to the telephone and the telegraph created a unified corporate image out of the fragmented government departments. Today the junior executive can get on a first-name basis with seniors in different parts of the country. "You just start telephoning. Anybody can walk into any manager's office by telephone. By ten o'clock of the day I hit the New York office I was calling everybody by their first names." The telephone is an irresistible intruder in time or place, so that high executives attain immunity to its call only when dining at head tables. In its nature the telephone is an intensely personal form that ignores all the claims of visual privacy prized by literate man. One firm of stockbrokers recently abolished all private offices for its executives, and settled them around a kind of seminar table. It was felt that the instant decisions that had to be made based on the continuous flow of teletype and other electric media could only receive group approval fast enough if private space were abolished. When on the alert, even the grounded crews of military aircraft cannot be out of sight of one another at any time. This is merely a time factor. More relevant is the need for total involvement in role that goes with this instant structure. The two pilots of one Canadian jet fighter are matched with all