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The New Zealand Railways Magazine, Volume 3, Issue 11 (March 1, 1929)

Projected Thinking

Projected Thinking.

No one realised this better than he and his colleagues. It was not a question so much of what they wanted, but what they thought they should ask for. “We must be dubbed not only askers but also constructive thinkers, so that we may be able to estimate our position,” he added. “We try to think beyond the present.”

As for his management of the railways, he said he had no magic wand. The adjustment of the supply to the altered demand would take money and effort, and both these required time. This adjustment could not be effected overnight.

He realised that it was sound logic for a standard to be set and for the executive officers to be expected to attain it. This standard had in recent times been stated by some in the form of “making the railways pay.”