NEED A FILTER? FOR CORROSIVE LIQUIDS *

Adams CFR are rubber lined filters which meet corrosion problems that require this type construction. Where lead lining is a must, the Adams CFL filter wi l l meet your needs. Each tubular element of either filter may be removed individually for inspection, or replacement.

Adams CVF Filters are ava i lab le in Carbon Steel, Stainless Steel, Monel and Nickel construction. Also constructed with submerged head for personnel safety and with outer jacket for use with steam or refrigerated coolant to maintain desired temperature.

All Adams Filters provide safe cleaning without disassembly by a sudden, high velocity reverse flow of backwash l iquid.

D o you have a filtration problem where corrosive l iquids must be given a high polish ? W h e r e there is danger to personnel ? W h e r e there is a problem of temperature control ? T h e R. P. Adams Company has a line of filters which will solve any one of these problems . . . or a combinat ion of all. W e may not have the answer to your specific problem, but the chances are we do. For the fastest action, we suggest you use the coupon below, or wri te for Bulletin 431 on your company letterhead.

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R. P. ADAMS COMPANY, INC. 217 E. PARK DRIVE BUFFALO 17, NEW YORK

R. P. ADAMS COMPANY, INC. 217 E. PARK DRIVE — BUFFALO 17, NEW YORK

W e have a problem involving the filtration of corrosive liquids. Π Please send us your Bulletin 431. • Ask your local representative to call on us.

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Far further information, circle number 112 A on Readers' Service Card, nage 119 A

1 1 2 A INDUSTRIAL AND ENGINEERING CHEMISTRY

THE P R O F E S S I O N A L S IDE

alike. A common concern of labora­tory directors is how to sell the lab­oratory's output to management—a commentary on the laboratory's power as an innovative force. Or­ganizational traditions and scientific bias combine to keep the labora­tory's power small. If we use that muddy organizational theory called staff line in our managerial thinking, the laboratory obviously becomes a staff department—advisers to the line, without authority. In a well designed industrial organization, management 's principal decision­making responsibility falls in the area of major changes in the direc­tion of organizational effort. T h a t kind of thinking would make re­search and development the line organization, as innovation is their business. It does not often happen that way. Market research, organ­izational research, general economic research, etc., are located elsewhere in the firm. So the laboratory cannot bring to bear the same intel­ligence in connection with these as­pects of innovation as it can for the technical aspects. In fact, these other aspects are likely to be re­garded as unscientific, an att i tude which perpetuates the laboratory's weakness as a creative force.

Creativity Often Destroys

Exploration of the second theme—-preventing creativity from having destructive consequences—leads to the last: that the emphasis on crea­tivity is often destructive. T h e em­phasis on creativity is derived largely from management 's concern with justifying the cost of research and development effort, with evaluating research results. Top management rather than the scientists makes this evaluation, and the research direc­tor is in the position of selling top management—a phrase which faintly suggests that the product being sold is no bargain. The research director needs something sensational to sell, something that sells itself, something that anyone can see will make a real contribution to company profit. So the pressure is on the staff, to be creative, and the staff reacts to this pressure with a good many semi-neurotic and semiprofitable activi­ties like brainstorming, creativity courses, and so on. The atmos­phere becomes a little frenetic, but