Interpersonal Relations in Libraries

Is IT NOT LOGICAL to assume that the Staff Organizations Round Table, of all the groups in the library profession, represents the one best acquainted with —and the strongest proponent of—the art and science of interpersonal relations in library organization? If it were a general-interest group rather than a specialinterest group this assumption could not be made, and a great deal in the way of definition of subject would be in order; for in all philosophies definitions must be stated first, or no one knows what you are tacking your small contribution on to. And interpersonal relations is nothing less than a philosophy; with many it is a theology; and with many more, a belief which has existed so long in their minds that it must appear to them to be inherent. Certainly many of the experts feel it is inherent, being spiritual rather than practical, and, as has been expressed by one author, "... he who goes out to meet a person meets God." 1 There are those who feel, and to some extent justifiably, that the exploitation of interpersonal relations for increasing work production is a misuse of management. From an administrative standpoint it can readily be concluded that it is not* a misuse, but a convenient justification for proceeding humanistically, or at least individually, with the business o personnel administration. That is, ir aft institution which recognizes the value of interpersonal relations, it is no long^f necessary to justify adopted policies of treating the individual as an inax. Ual instead of merely as a member of th^* group, even though this at times in