Page:How we think (IA howwethink00deweiala).pdf/114

104 Till we have reached a final conclusion, rejection and selection must be tentative or conditional. We select the things that we hope or trust are cues to meaning. But if they do not suggest a situation that accepts and includes them (see p. 81), we reconstitute our data, the facts of the case; for we mean, intellectually, by the facts of the case those traits that are used as evidence in reaching a conclusion or forming a decision.

No hard and fast rules for this operation of selecting and rejecting, or fixing upon the facts, can be given. It all comes back, as we say, to the good judgment, the good sense, of the one judging. To be a good judge is to have a sense of the relative indicative or signifying values of the various features of the perplexing situation; to know what to let go as of no account; what to eliminate as irrelevant; what to retain as conducive to outcome; what to emphasize as a clue to the difficulty. This power in ordinary matters we call knack, tact, cleverness; in more important affairs, insight, discernment. In part it is instinctive or inborn; but it also represents the funded outcome of long familiarity with like operations in the past. Possession of this ability to seize what is evidential or significant and to let the rest go is the mark of the expert, the connoisseur, the judge, in any matter.

Mill cites the following case, which is worth noting as an instance of the extreme delicacy and accuracy to which may be developed this power of sizing up the significant factors of a situation. "A Scotch manufacturer procured from England, at a high rate of wages, a working dyer, famous for producing very fine colors, with the view of teaching to his other workmen the same