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 Never was this better illustrated than during the world war when, not to mention the oceans of propaganda that were poured out, whole military campaigns were carried through with the special plan of improving the morale of the respective armies and home populations and of weakening that of the enemy. The leaders knew that if the fighting morale broke, the war would be lost.

Strike strategy, no less than military strategy, must give close concern to the question of morale. This is because strikes, like military campaigns though in a lesser degree, are tests of the courage and endurance of their participants. The tenacity, durability, discipline, and general effectiveness of a strike largely depend upon the morale of the workers involved. The power of resistance of a body of strikers, like that of an army in the field, can be measured pretty much by the state of their fighting spirit.

The question of morale is especially important among inexperienced, unorganized workers where the discipline bred of trade union experience is weak. "Soulless" strikes such as conservative leaders conduct among the organized crafts, when morale is at a low ebb and chiefly the organization sense of the workers holds them together, would be absolutely fatal among the great masses of unskilled now unorganized.

The question of morale is, therefore, a fundamental one in strike strategy. Our problem is how to create and maintain it. This determines the whole character of our strike strategy. Propaganda is not enough. True, it is a very vital means to give the workers hope, inspiration, and understanding. But more is necessary. The whole strike strategy must be so calculated as to infuse the strikers with courage and an indomitable fighting spirit. Everything that tends to make the strike effective tends also to raise the spirits of the strikers. A good morale is not a