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116 American has the same free rhythm in his romance of business. He varies his conduct not to suit the clock but to suit the case. He gives more time to more important and less time to less important things; and he makes up his time-table as he goes along. Suppose he has three appointments; the first, let us say, is some mere trifle of erecting a tower twenty storeys high and exhibiting a sky-sign on the top of it; the second is a business discussion about the possibility of printing advertisements of soft drinks on the table-napkins at a restaurant; the third is attending a conference to decide how the populace can be prevented from using chewing-gum and the manufacturers can still manage to sell it. He will be content merely to glance at the sky-sign as he goes by in a trolley-car or an automobile; he will then settle down to the discussion with his partner about the table-napkins, each speaker indulging in long monologues in turn; a peculiarity of much American conversation. Now if in the middle of one of these monologues, he suddenly thinks that the vacant space of the waiter's shirt-front might also be utilised to advertise the Gee Whiz Ginger Champagne, he will instantly follow up the new idea in all its aspects and possibilities, in an even longer monologue; and will never think of looking at his watch while he is rapturously looking at his waiter. The consequence is that he will come late into the great social movement against chewing-gum, where an Englishman would probably have arrived at the proper hour. But though the Englishman's conduct is more proper, it need not be in all respects more practical. The Englishman's rules are better for the business of life, but not necessarily for the life of business. And it is