strength available in the immediate. But he can exercise force by disturbing the line up of the forces. By making the invisible visible, he confronts the people who exercise material force with a new environment, sets ideas and feelings at work in them, throws them out of position, and so, in the profoundest way, affects the decision.
Men cannot long act in a way that they know is a contradiction of the environment as they conceive it. If they are bent on acting in a certain way they have to reconceive the environment, they have to censor out, to rationalize. But if in their presence, there is an insistent fact which is so obtrusive that they cannot explain it away, one of three courses is open. They can perversely ignore it, though they will cripple themselves in the process, will overact their part and come to grief. They can take it into account but refuse to act. They pay in internal discomfort and frustration. Or, and I believe this to be the most frequent case, they adjust their whole behavior to the enlarged environment.
The idea that the expert is an ineffectual person because he lets others make the decisions is quite contrary to experience. The more subtle the elements that enter into the decision, the more irresponsible power the expert wields. He is certain, moreover, to exercise more power in the future than ever he did before, because increasingly the relevant facts will elude the voter and the administrator. All governing agencies will tend to organize bodies of research and information, which will throw out tentacles and expand, as have the intelligence de-
