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Walter Lippmann explores the discrepancy between the actual environment and the mental images individuals form of the world. He examines how reliance on incomplete or outdated information influences human behavior and collective decision-making.

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Table of Contents

CHAPTER XIV

wages are too low. A trade union can by mass action in a strike break an opposition so that the union officials can negotiate an agreement. It may win, for example, the right to joint control. But it cannot exercise the right except through an organization. A nation can clamor for war, but when it goes to war it must put itself under orders from a general staff.

The limit of direct action is for all practical purposes the power to say Yes or No on an issue presented to the mass. [Footnote: Cf. James, Some Problems of Philosophy, p. 227. "But for most of our emergencies, fractional solutions are impossible. Seldom can we act fractionally." Cf. Lowell, Public Opinion and Popular Government, pp. 91, 92.] For only in the very simplest cases does an issue present itself in the same form spontaneously and approximately at the same time to all the members of a public. There are unorganized strikes and boycotts, not merely industrial ones, where the grievance is so plain that virtually without leadership the same reaction takes place in many people. But even in these rudimentary cases there are persons who know what they want to do more quickly than the rest, and who become impromptu ringleaders. Where they do not appear a crowd will mill about aimlessly beset by all its private aims, or stand by fatalistically, as did a crowd of fifty persons the other day, and watch a man commit suicide.

For what we make out of most of the impressions that come to us from the invisible world is a kind of pantomime played out in revery. The number of times is small that we consciously decide anything about events beyond our sight, and each man's opinion of what he could accomplish if he tried, is slight. There is rarely a practical issue, and therefore no great habit of decision. This would be more evident were it not that most information when it reaches us carries with it an aura of suggestion as to how we ought to feel about the news. That suggestion we need, and if we do not find it in the news we turn to the editorials or to a trusted adviser. The revery, if we feel ourselves implicated, is uncomfortable until we know where we stand, that is, until the facts have been formulated so that we can feel Yes or No in regard to them.

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