COOPERATION 807under a sound plan. But those who have such ability do not always
have the ability to try a case in court. Therefore, people who are profi-
cient in court procedure must also be available.
Carrying this analysis a step further, it will be seen that there are
many different types of cases that call for people of various special-
ized abilities in both the preparation and trial of these cases. A lawyer
who was a specialist in corporate law might be wholly unprepared to
handle a case in criminal procedure.
In forming a law partnership, the person who understood the
principles of organized, cooperative iffort would surround themself with
talent that was specialized in every branch of law and legal procedure
in which they intended to practice. The person who had no concept
of the potential power of these principles would probably select their
associates by the usual hit-or-miss method, basing their selections
more on personality or acquaintanceship than on consideration of the
particular type of legal talent that each possessed.
The subject of organized effort has been covered in the preceding
lessons of this course, but it is again brought up in connection with
this lesson for the purpose of indicating the necessity of forming
alliances or organizations consisting of individuals who supply all of
the necessary talent that may be needed for the attainment of the
object in mind.
In nearly all commercial undertakings, there is a need for at
least three kinds of talent: buyers, salespeople, and those who are
familiar with finance. It will be readily seen that when these three
organize and coordinate their efforts they avail themselves, through
this form of Cooperation, of a power that no single individual of the
group has.
Many a business fails because all of the people behind it are
salespeople, or financial people, or buyers. By nature, the most able
salespeople are optimistic, enthusiastic, and emotional, while able
financial people, as a rule, are unemotional, deliberate, and conser-