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EMPLOYMENT PSYCHOLOGY 
the case of the psychologist. His tests are adapted to the 
selection of the more ordinary variety of workers, the 
nature of whose work conforms to certain fairly well 
standardized forms. However, the farther away he gets 
from these forms—that is, the more complicated and ex 
ceptional the work becomes—the less applicable are his 
tests. This tendency is characteristic of all scientific 
progress. It is well expressed in the trite saying: “Genius 
knows no law.” Not that the genius is beyond the scope 
of the law. He is governed by law as much as any other 
man. The scientist, however, or the psychologist does 
not know the law or the rule which applies to the excep 
tional being. Therefore, he has little if any advantage 
over the ordinary manager when it comes to selecting 
exceptional men. The technique of medicine may make 
a man of poor ability a relatively successful physician. 
However, as soon as he encounters a case distinctly be 
yond the scope of his technique, his remedies are almost 
on a par with the ordinary house remedies. This is much 
more true in the case of the psychologist whose technique 
is as yet in a less highly developed state. Up to a certain 
point, his technique enables him to select people with 
special success. Beyond that point, his success is a per 
sonal matter, distinct from his technique, and depending 
more largely on his individual ability. In so far as the 
psychologist is a good manager, he may also be successful 
in selecting big men. In so far as he is a poor manager, 
he is bound to fail in his attempt. Where the scientific 
method stops, the strength and weakness of the personal 
equation must again have the last word.