The truth is that every step in any great organization brings out new possibilities, new dangers, and new resources. Side by side with the perils of free libraries—as of too much light reading, and the absence of proper appreciation of the best things—there are evoked resources to meet these dangers.
Outside the library there come up the “association to promote study at home,” and the vast Chautauqua “reading circles”—all these being essentially based on the free library system, and implying it for their full development. Inside the library there grow up such methods as those of Mr. S.S. Green, City Librarian of Worcester, Massachusetts, whose ways of making such an institution useful to all sorts and conditions of the people may take rank with Rowland Hill's improvements in postal service, as to their results on democratic civilization. He has succeeded in linking the library and the public schools so closely that he and the teachers acting in concurrence, indirectly control the reading of the whole generation that is growing up in that city. The details must be sought in his reports—as, for instance, one from the Library Journal of March, 1887, which is printed as a leaflet; but the essential thing in managing libraries, as in managing schools, is to have faith in the community in which one lives, and to believe that people do, as the Scripture has it, “covet earnestly the best gifts,” if you will only show them how those best gifts are to be obtained. Put into school and library methods one-half the organizing ability brought to bear on railways and telegraphs, and we shall stand astonished at the results within our reach. Those already attained, if fairly looked at, are sufficient to encourage any one. The writer has at two different times and in two different States been a director in these institutions. Whenever he needed a little stimulus toward doing his duty it was his custom to go and look over the rack containing the books lately brought back by readers. With all necessary deduction for the love of fiction—a love shared in these days by the wisest and best—the proportion of sensible and useful reading was always such as to vindicate the immense value of the free public libraries.
TWO FUNDAMENTALS
Mary Salome Cutler, now Mrs. Milton Fairchild, is the first librarian to be quoted in this symposium. A sketch of her appears in Vol. II. of this series. In the paragraphs quoted below which form part of a paper read by Miss Cutler, then vice-director of the New York State Library School, before the Pennsylvania Library Club and printed in The Library Journal (October, 1896), appears a definite recognition of the social character of the library's task. Her two fundamentals—organization and human feelings—are both decided elements in its socialization.
In considering library interests we do well, I think, not to confine ourselves to the limited range of library subjects.
That mysterious thing which we call society is growing more complex, every part more curiously intertwined with every other part, each human life bearing some relation to every other human life. Whether he will or no, it is literally true that “no man liveth to himself alone.” If it were possible, then, as a part of this organism to discover some of the laws which govern the whole, we might come back to our special domain with an application of the laws which would have the force of freshness. I believe that we gain an insight into these controlling principles only by yielding to the tendency of solidarity, by opening ourselves to surrounding influences, by living the fullest life of which we are capable. I think I have seen the workings of two of these laws which have a close relation to each other. If I am right your experience will confirm mine, and we can together make the application to what concerns us most—the library interests of to-day.
In any undertaking results depend directly, and often largely, upon the perfection of organization. Organization implies a mind which can grasp the undertaking as a whole, follow it out, each step in detail, estimate the various factors, personal and impersonal, provide for unforeseen contingencies, and furnish the faith, the will-power, the personal magnetism, whatever you choose to call it, in such measure as is needed to carry it through. Such a mind sees the end at the beginning, and thinks of it as already done while to others it may seem far off and even impossible. Such thought, often the work of one mind, sometimes the result of cooperation, is behind every piece of accomplished work. Other elements may doubtless be essential, but there can be no adequate results without organization. And, making allowance for other elements, the perfection of results depends upon the perfection of organization....
For the reason of this tendency we have not far to seek. I believe it is found in the scientific spirit of the age, which is surely pervading every sphere of human thought and activity. The careful investigation of facts, the deduction of the law from the phenomena, the distrust of chance and the loyalty to the law deduced, all of which evidence the scientific spirit, mark alike the great financier, diplomatist, inventor, philanthropist.
In some undertakings organization alone will suffice. For example, making a machine, laying out a railroad, compiling a volume of statistics. In others there must needs come in what I will call the human element, the consideration of people, not in masses, but as individuals, that matchless, indescribable quality which we call human sympathy....
Illustrations might be multiplied in educational, religious, and philanthropic efforts where we work for the masses, and forget that each one of the mass is a human being with passions, sensibilities, aspirations like our own. This interest in the human being as such, which is a gift to some, can be cultivated, but it can never be simulated. The counterfeit always rings false. Joined to a good memory for names and faces, it gives a person a power which can hardly be estimated....
It seems to me that these two principles apply with tremendous and unusual force to the problems of the modern library. I will speak of the public library alone because it has a wider reach and a closer touch on life.
We will review in imagination the library situation in this country. We take up Mr. Flint's Statistics volume for 1893; we sum up 593 free libraries in the New England states, 520 in New York, Pennsylvania, and New Jersey, 285 in the Southern states, 758 in the Western states, a total of 2156 free libraries.
We recall our friends in the American Library Association, who constitute with some marked exceptions, who prefer to work alone, the high-water mark of the fraternity. As their names pass before us we take a measure of the men and women. We think of their libraries which we may have visited, or, better still, which we have used as readers. In some few cases we know the influence of these libraries in the town or city. Take it for all in all we find a body of hard-working men and women translating into practice noble ideals. As a result, the library is beginning to get a hold upon the community. But it is only a beginning and, compared with the possibilities, only a prophecy of what may and will be. Are not the failures in our work due to the lack of the best organization and the true human touch?
A librarian is appointed, let us say, to an important post. He has doubtless had experience in library work. He comes on to consult with the trustees. They vote to send him on a trip for getting ideas from other libraries. He probably has on his hands a beautiful building illy adapted to library work.