Only recently have we begun to see that the "political ring" is not something confined to public life. It was Lincoln Steffens, I believe, who first perceived that fact. For a time it was my privilege to work under him on an investigation of the "Money Power." The leading idea was different from customary "muckraking." We were looking not for the evils of Big Business, but for its anatomy. Mr. Steffens came to the subject with a first-hand knowledge of politics. He knew the "invisible government" of cities, states, and the nation. He knew how the boss worked, how he organized his power. When Mr. Steffens approached the vast confusion and complication of big business, he needed some hypothesis to guide him through that maze of facts. He made a bold and brilliant guess, an hypothesis. To govern a life insurance company, Mr. Steffens argued, was just as much "government" as to run a city. What if political methods existed in the realm of business? The investigation was never carried through completely, but we did study the methods by which several life and fire insurance companies, banks, two or three railroads, and several industrials are controlled. We found that the anatomy of Big Business was strikingly like that of Tammany Hall: the same pyramiding of influence, the same tendency of power to center on individuals who did not necessarily sit in the official seats, the same effort of human organization to grow independently of legal arrangements. Thus in the life insurance companies, and the Hughes investigation supports this, the real power was held not by the president, not by the voters or policy-holders, but by men who were not even directors. After a while we took it as a matter of course that the head of a company was an administrative dummy, with a dependence on unofficial power similar to that of Governor Dix on Boss Murphy. That seems to be typical of the whole economic life of this country. It is controlled by groups of men whose influence extends like a web to smaller, tributary groups, cutting across all official boundaries and designations, making short work of all legal formulæ, and exercising sovereignty regardless of the little fences we erect to keep it in bounds.

A glimpse into the labor world revealed very much the same condition. The boss, and the bosslet, the heeler--the men who are "it"--all are there exercising the real power, the power that independently of charters and elections decides what shall happen. I don't wish to have this regarded as necessarily malign. It seems so now because we put our faith in the ideal arrangements which it disturbs. But if we could come to face it squarely--to see that that is what sovereignty is--that if we are to use human power for human purposes we must turn to the realities of it, then we shall have gone far towards leaving behind us the futile hopes of mechanical perfection so constantly blasted by natural facts.

The invisible government is malign. But the evil doesn't come from the fact that it plays horse with the Newtonian theory of the constitution. What is dangerous about it is that we do not see it, cannot use it, and are compelled to submit to it. The nature of political power we shall not change. If that is the way human societies organize sovereignty, the sooner we face that fact the better. For the object of democracy is not to imitate the rhythm of the stars but to harness political power to the nation's need. If corporations and governments have indeed gone on a joy ride the business of reform is not to set up fences, Sherman Acts and injunctions into which they can bump, but to take the wheel and to steer.

The corruption of which we hear so much is certainly not accounted for when you have called it dishonesty. It is too widespread for any such glib explanation. When you see how business controls politics, it certainly is not very illuminating to call the successful business men of a nation criminals. Yet I suppose that all of them violate the law. May not this constant dodging or hurdling of statutes be a sign that there is something the matter with the statutes? Is it not possible that graft is the cracking and bursting of the receptacles in which we have tried to constrain the business of this country? It seems possible that business has had to control politics because its laws were so stupidly obstructive. In the trust agitation this is especially plausible. For there is every reason to believe that concentration is a world-wide tendency, made possible at first by mechanical inventions, fostered by the disastrous experiences of competition, and accepted by business men through contagion and imitation. Certainly the trusts increase. Wherever politics is rigid and hostile to that tendency, there is irritation and struggle, but the agglomeration goes on. Hindered by political conditions, the process becomes secretive and morbid. The trust is not checked, but it is perverted. In 1910 the "American Banker" estimated that there were 1,198 corporations with 8,110 subsidiaries liable to all the penalties of the Sherman Act. Now this concentration must represent a profound impetus in the business world--an impetus which certainly cannot be obliterated, even if anyone were foolish enough to wish it. I venture to suggest that much of what is called "corruption" is the odor of a decaying political system done to death by an economic growth.

It is our desperate adherence to an old method that has produced the confusion of political life. Because we have insisted upon looking at government as a frame and governing as a routine, because in short we have been static in our theories, politics has such an unreal relation to actual conditions. Feckless--that is what our politics is. It is literally eccentric: it has been centered mechanically instead of vitally. We have, it seems, been seduced by a fictitious analogy: we have hoped for machine regularity when we needed human initiative and leadership, when life was crying that its inventive abilities should be freed.

Roosevelt in his term did much to center government truly. For a time natural leadership and nominal position coincided, and the administration became in a measure a real sovereignty. The routine conception dwindled, and the Roosevelt appointees went at issues as problems to be solved. They may have been mistaken: Roosevelt may be uncritical in his judgments. But the fact remains that the Roosevelt régime gave a new prestige to the Presidency by effecting through it the greatest release of political invention in a generation. Contrast it with the Taft administration, and the quality is set in relief. Taft was the perfect routineer trying to run government as automatically as possible. His sincerity consisted in utter respect for form: he denied himself whatever leadership he was capable of, and outwardly at least he tried to "balance" the government. His greatest passions seem to be purely administrative and legal. The people did not like it. They said it was dead. They were right. They had grown accustomed to a humanly liberating atmosphere in which formality was an instrument instead of an idol. They had seen the Roosevelt influence adding to the resources of life--irrigation, and waterways, conservation, the Panama Canal, the "country life" movement. They knew these things were achieved through initiative that burst through formal restrictions, and they applauded wildly. It was only a taste, but it was a taste, a taste of what government might be like.

The opposition was instructive. Apart from those who feared Roosevelt for selfish reasons, his enemies were men who loved an orderly adherence to traditional methods. They shivered in the emotional gale; they obstructed and the gale became destructive. They felt that, along with obviously good things, this sudden national fertility might breed a monster--that a leadership like Roosevelt's might indeed prove dangerous, as giving birth may lead to death.

What the methodically-minded do not see is that the sterility of a routine is far more appalling. Not everyone may feel that to push out into the untried, and