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This article signalled the acceptance of a standard whereby management replaces independent judgment with "what others think" as a valid basis for action.Research for Government
Nonprofit research done at the expense of the stockholders. Why? For what purpose and at whose sacrifice? Only destructive altruism could justify such research.Despite the basic philosophical shift to altruism, some articles such as the one listed below continued to uphold the values of Du Pont:
Industrial Research in Internal Competition
This article dealt with the competitively effective utilization of human skills within the Du Pont Company.The second and most devastating step in the philosophical shift occurred when the presidency of Du Pont passed from Mr. Lammont Copeland to Mr. Charles B. McCoy. My personal experience as a Senior Research Scientist must be related to demonstrate that philosophical shift. After joining the Company, I studied each issue of the Management Newsletter. The articles captured the exciting action and values evolving from the most creative, capitalistic enterprise in history. The Newsletter symbolized supreme human action, creativity, and rationality. The Newsletter was a major source of pleasure and fuel in concretizing man's worth and potency. When the first shift occurred under Mr. Copeland, I failed to identify what had occurred. In reading the Newsletters, I subconsciously ignored or dismissed the altruistic-based articles while savouring the articles expressing the action and values of Du Pont. After seven years, I left Du Pont for three years. On returning, I read with amazement the current Management Newsletter. The feature article was entitled:
The Plant Open House,
A Way to Win Friends and Influence People.
Did a multi-billion-dollar corporation have nothing more significant to report to its management than a plant tour[ 13 ] for town folk? At that time, I did not understand why such an article should appear in the Management Newsletter. As the months passed, I read articles such as outlined in Table 1. ...Gradually I began to understand what was happening.
The second and final step in the abandonment of capitalistic principles was occurring. In essence, all the greatness of Du Pont was being reduced and equated to a plant tour for town folks...an age-old, altruistic technique of mystically reducing man's greatest achievements to the pedestrian level.
In this seemingly innocent manner, the door had been opened to sacrifice the values of Du Pont. ...How can a philosophy expressed in the Management Newsletter lead to the sacrifice of Du Pont? Du Pont sacrifices to whom? To the bogus careers of altruistic management. Consider the nature of other communications that emanated from Du Pont with Management sanction. Those communications ranged from a popular, heavily-attended seminar titled Application of Social Science Technology to Du Pont[ 14 ] to publications like Better Living (analyzed next) and speeches by key executives (analyzed later and in Table 4). The direct impact of management's current philosophy on Du Pont's business was reflected in a Du Pont seminar entitled, The Future of the Fiber Business. That seminar projected a steady decay of Du Pont's return on its fiber investment despite an optimistic market and growth picture for synthetic fibers.
That seminar was presented by the Du Pont textile-fiber management to the Executive Committee. No plan or consideration to reverse the deteriorating financial situation was offered or even considered. The gloomy nonaction stance by management to correct a suicidal business trend coupled with the anticapitalistic (government controlled) economic philosophy of Keynes accepted by Du Pont economists and management[ 15 ] are the essences for the systematic, long-range deterioration of Du Pont. With bizarre irony, the "modernistic" cover of Du Pont's Annual Report that year symbolized the purposeful destruction of values: The marvelous, industrial works of man were photographed part in-focus, part blurred, and part double exposed. Why, for what reason, for what purpose was a clear, sharp value purposely distorted and blurred into a non-value?
[ 13 ] Plant tours per se can be a proper, rational activity for any factory. In fact, an article on plant tours might properly appear in the "Management Newsletter" if presented from a profit-oriented, value-producing viewpoint.
[ 14 ] This Du Pont-sponsored seminar lent credibility to a pseudo-science in order to dismiss the capitalistic concept of value production by competitive individuals. Social science replaces that valid concept with the spurious collectivist concept of outputs by "human organizations" -- an unintelligible concept that cannot be defined or identified within reality.
[ 15 ] Seminar by Du Pont's chief economist, Mr. I. T. Ellis, "Economic Analysis and Forecasting". Credence and acceptance was granted to the spurious economic theories of master black-hat neocheater, John Maynard Keynes.
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