al strife. However, the ultimate outcome of such science was the development of a rigid set of rules and laws that dehumanized the worker. In reality, scientific management was nothing more than a hard, unfeeling elitist system according to which "engineers worked out the one best way of doing a thing and then ordered workers to comply with it" (O'Neill, 83). This was a cold and emotionless science; one filled with precise measurements, economical statistics and monetary projections. This brand of science appealed to the businessman, the career city manager and to some extent the commercial farmer. While scientific development did allow for higher profits, increased productivity and more efficient governments, it left little room for human compassion and social welfare services. As Weibe so aptly pointed out the reform minded businessman desired continuous services that were both efficient and inexpensive and resented any taxes that would "take away with one hand the benefits he was just then extracting with the other" (Weibe, 175). It is apparent that Taylor's brand of science was not always in the best interest of the common worker, and social engineers who advocated scientific management were often quite willing to sacrifice the worker's welfare in the name of efficiency. Jane Addams often found herself at odds with such efficiency experts. Such was the case, when she served on a public relief committee. Although the committee's sole purpose was to provide work for unemployed laborers, they were unwilling to forgo the ideal of "efficiency". Exasperated, Addams attempted to point out that it was not the committee's ultimate goal to clean streets but to provide jobs in a time of high unemployment. Before resigning her post, she told fellow her fellow committee members "it is better to have men work half a day for seventy-five cents than a whole day for a dollar, better that they should earn three dollars in two days than in...
