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 Fifth Edition

ORGANISATIONAL
BEHAVIOUR
Individuals, Groups and Organisation
IAN BROOKS
Contents
xv Preface
xvii About the author
xviii Acknowledgements

1 CHAPTER 1
Organisational behaviour in an international context
1 Learning outcomes and key concepts
2 Introduction
2 What is organisational behaviour?
3 Why study organisational behaviour?
3 Organisational behaviour today
4 Four themes: diversity, change, conflict and communications
5 Diversity in the workplace
5 Global change leading to organisational change
6 Conflict and communication
7 Overview of the text
8 Case studies and examples
10 The Impact of National Culture on Organisational Behaviour
11 National culture: definition
13 Geert Hofstede
16 Individualism–collectivism
17 Power distance
17 Uncertainty avoidance
20 Masculinity–femininity
20 Long-term–short-term orientation
21 Culture shock and culture shift
22 Culture and change in China
23 The significance of communication in a cross-cultural context
25 Developing cultural competencies
27 Conclusions
27 References
28 Further reading

29 CHAPTER 2
From classical organisational theory to the gig economy
29 Learning outcomes and key concepts
30 Introduction
viii Contents

30 Introduction: Schools of Thought

31 Macro-organisational theories
32 Technical–rational approach
32 Bureaucracy
33 The classical school
34 Scientific management
34 Frederick Taylor
36 Gilbreth and Gantt
37 A critique
38 Socio-human approach
38 Human relations school
41 Systems theory
42 Recognising international diversity: convergence vs divergence
43 Contemporary lenses and postmodernism
43 Frames or perspectives
45 Organisation as a brain: the learning organisation
46 The World of Work is Changing: the Gig Economy
46 The gig economy
47 The pros and cons of the gig economy
50 Not just for the young
50 Boundaryless careers
51 Potential benefits
52 Potential drawbacks
52 Gig economy: impact on organisational behaviour
53 From organisation teamwork to leveraging your networking
53 From formal authority to interpersonal, participative, capability
53 The gig economy and the psychological contract
54 Contemporary themes in organisational behaviour
55 Managerial Implications
55 Summary of Main Points
56 Conclusions
57 Questions
57 References
58 Further Reading

59 CHAPTER 3
Perspectives on individual behaviour
59 Learning outcomes and key concepts
60 Introduction
60 Individual Behaviour and Personality
61 Personality theories
62 Trait theory
63 Humanistic approach
64 Psychodynamic theory
64 Jung’s personality theory
 Contents ix

66 Testing individuals and groups in organisations

67 Personality in the organisation
68 Emotional intelligence (EI): a quality for the twenty-first century?
71 Perception and the Perceptual Process
75 Self-perception
76 Attribution theory
78 Attitudes and Values
78 Attitudes
79 Values
80 Emotional labour
82 National culture and individual behaviour
83 Learning in the Organisation
83 Learning styles
84 Kolb’s learning cycle
85 Organisational learning and change
85 Decision Making
86 The rational model
86 Satisficing
86 Garbage can model
87 Cognitive bias in decision making
87 Non-decision making
88 Diversity, Change, Conflict and Communication
88 The Johari Window: using communication to change perception
91 Psychological contracts: will organisational change lead to more conflict?
92 Managerial Implications
92 Summary of Main Points
93 Conclusions
94 Questions
94 References
96 Further Reading

97 CHAPTER 4
Motivation theory, practice and generational change
97 Learning outcomes and key concepts
98 Introduction and Definition
99 Motivation Schools of Thought
100 Behavioural modification theory and giving feedback
101 Expectancy theory: a framework for the analysis of workplace motivation
102 Porter and Lawler’s expectancy model
105 Needs theories
105 Needs hierarchy
108 McClelland’s achievement needs theory
111 Intrinsic and extrinsic rewards: Herzberg
115 Goal theory and self-motivation
118 Motivation and equitable treatment
x Contents

119 Change, motivation and the psychological contract

121 Generational Changes, Motivation and Organisational Behaviour
124 What are the implications for motivation and other organisational behaviour
priorities?
125 Motivation and diversity
126 Motivation and conflict
127 Motivation and communication
127 Motivation and job design
130 Hackman and Oldham job characteristic model
131 Managerial Implications
132 Summary of Main Points
132 Conclusions
133 Questions
133 References
135 Further Reading

137 CHAPTER 5
Groups and teams
137 Learning outcomes and key concepts
138 Introduction
138 Why gather in groups?
139 Groups and teams: definition
140 Groups
140 Teams
141 Self-directed and self-managed teams
144 Communities of practice
145 Groups within groups
145 Formal and informal groups and teams
145 Formal groups
146 Informal groups
148 Stages of Group and Team Development
148 Bass and Ryterband
148 Tuckman
151 Roles and Routines
151 Group norms
151 Group roles
152 Belbin’s team roles
152 Building and maintaining effective teams
155 Group cohesiveness and performance
156 Conformity and groupthink
159 Intra-group behaviour and conflict
161 Inter-group behaviour and conflict
162 Into the Twenty-first Century: Mobile Communications, Virtual and
Cross-cultural Teams
166 Teamwork in a modern global context
167 Cross-cultural teamworking
 Contents xi

168 Virtual teams

172 Groups and change
172 Teams – are they really that good?
174 Managerial Implications
175 Summary of Main Points
175 Conclusions
176 Questions
176 References
178 Further Reading

181 CHAPTER 6
Management and leadership
181 Learning outcomes and key concepts
182 Introduction
182 From Taylor to Mintzberg
183 Frederick Taylor
183 Henri Fayol
184 Peter Drucker
186 Henry Mintzberg
188 Differentiating leadership from management
189 Transformational vs transactional leadership
191 Leadership: Schools of Thought
191 Trait theory of leadership
193 Behavioural theories
193 Leadership style
196 Theory X and Theory Y
196 Conclusions
197 Situational theory
197 Fiedler’s contingency theory
198 Conclusions
199 New Perspectives on Leadership
199 Non-Western leadership theories
200 Servant leadership
200 Cross-cultural leadership
201 Pluralistic leadership
203 Entrepreneurial leadership
204 Leaders on leadership
205 Women and leadership
206 Leadership and conflict
206 Leadership and change
207 Managerial Implications
208 Summary of Main Points
208 Conclusions
209 Questions
209 References
211 Further Reading
xii Contents

213 CHAPTER 7
Organisational structure
213 Learning outcomes and key concepts
214 Introduction
214 What is structure?
215 Talking about structure: definitions
215 Centralisation and decentralisation
216 Differentiation
216 Integration
216 Specialisation
216 Formalisation and the informal organisation
217 Span of control
217 Bureaucracy
218 Traditional Structural Types
218 Multifunctional (U-form) structures
220 Multidivisional (M-form) structures
221 Post-bureaucratic Structures
221 Matrix structures
224 Project management matrix
225 Family business
226 Network structures and virtual organisations
227 Virtual organisations
229 Comparison of the Main Structural Forms
229 Delayering and flexible working
232 Flexible working
233 Distancing
233 Numerical flexibility
233 Functional flexibility
233 Numbers on flexible working arrangements
234 What Influences Organisational Structure?
235 Strategy and structure
236 Blue ocean strategy
236 Technology and structure
237 Size and structure
238 The business environment
239 Cross-cultural influences on structure
241 Summary
242 Knowledge Workers, Holacracy and Communities of Practice
245 Holacratic structures
246 Organisational Change and Restructuring
246 Structural inertia
247 Forces for change
248 Change management models
251 Diversity
251 Managerial Implications
 Contents xiii

251 Summary of Main Points

252 Conclusions
252 Questions
253 References
255 Further Reading

257 CHAPTER 8
Organisational power, politics and conflict
257 Learning outcomes and key concepts
258 Introduction
258 The Political Perspective
259 Are organisations guided by rational behaviour?
261 Unitary, pluralist and radical views
263 Organisational Power
263 Sources of power
267 Covert power
268 Powerlessness
269 Empowerment
270 Summary: the pros and cons of power in organisations
271 Organisational Politics
272 Four foci of political activity
272 Structural change
272 Inter-departmental coordination
272 Resource allocation
272 Management succession
273 Politics and sport
273 Organisational Conflict
275 Conflict and diversity
276 Management of conflict
277 Conflict-handling model
279 Symbols and power
280 Power and organisational change
281 Resistance to change
283 Managerial Implications
284 Summary of Main Points
284 Conclusions
284 Questions
285 References
286 Further Reading

287 CHAPTER 9
Organisational culture: the impact on
organisational behaviour
287 Learning outcomes and key concepts
xiv Contents

288 Introduction
288 Organisational Culture
290 Subculture and professional cultures
292 Subculture and professional cultures: a source of organisational conflict
292 Sector recipes
292 Organisational culture: definitional debate
294 Culture and organisational performance
295 Cultures as an onion
296 Structural view of culture
296 Strategy view of culture
298 The interpretative view of culture
300 Diversity, Institutional Racism and ‘Culture of Fear/bullying’
301 Organisational Culture and Change
306 Managerial Implications
306 Summary of Main Points
307 Conclusions
307 Questions
307 References
309 Further reading

311 Glossary
319 Index
Preface

This significantly updated and amended fifth edition provides an introduction to organisa-
tional behaviour. It is intended for students on a range of courses including:
• Business Studies/Business Administration or similar business and management under-
graduate degrees often at level 1 or 2;
• Modules in Working with People, Organisational Behaviour, Managing and Organising
or similar subject titles including introductory programmes for advanced HRM;
• Post experience/postgraduate and professional courses, part of which comprise Organi-
sational Behaviour as an introduction or underpinning of management, HRM, the
management of change, cross-cultural management, or business strategy.
• A general reader as a focused and lively updated introduction to the subject.
This edition aims to be more accessible than the market leaders in the field. It provides a
succinct and focused, yet robust, coverage of the subject. In my experience, many under-
graduate students find a larger text inaccessible and rather daunting.
The text includes considerable new material of relevance to the modern twenty-first-­
century workplace (e.g. modern communication technologies, cross-cultural management,
generational change) and changing forms of employment (e.g. gig economy) and places
OB in the international or global context that it warrants. Many OB texts virtually ignore
cultural difference, which at best is forgetful and at worst blinkered and ethnocentric. Most
OB texts tend also to ignore the changing nature of both the workplace and the genera-
tional changes taking place among students, employees, managers and in wider society.
Considerable research was undertaken prior to the design of the text to ascertain the
needs of students and tutors in this regard. Their responses and advice have directly influ-
enced the design objectives and content of the text, for which I am very grateful.
Every effort has been made to trace and acknowledge ownership of copyright. The pub-
lishers will be pleased to make suitable arrangements with any copyright holders whom it
has not been possible to contact.

Exciting new contents – major updates for the fifth edition

I have attempted to take on board both reviewer comments and my own and others’ teach-
ing and senior management experiences and have, as a consequence, embraced many new
developments in the world of work and existing phenomena which exert a profound impact
on behaviour in and around organisations. The fifth edition better reflects the realities of
today’s workplace, a workplace that most students of this subject will enter shortly with
aspiration, understanding, enthusiasm and, of course, some innocence. The text has
improved currency and hence relevance for students while also maintaining the core and
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xvi Preface

essence of OB: most of the key contents that comprise this wonderful subject remain and
form the basic structure of the text.

New materials
• The book includes significant explanatory academic and practical material on national
culture in Chapter 1 and then in all subsequent chapters in the context of the subjects
covered. This provides an ongoing critique of Western models (where appropriate), the
inclusion of some non-Western theories and the impact that culture has on OB in vari-
ous geographical contexts. Many fascinating insights, particularly for the uninitiated,
are revealed: for example, did you know that despite ‘Western’ fascination with ‘leader-
ship’, there is no direct translation of that word in many ‘Eastern’ languages.
• Inclusion of a major section on the gig economy and boundaryless careers and refer-
ence elsewhere where relevant. The world of work is changing with profound individ-
ual, organisational and societal implications. These impact the subject of OB which
hitherto tended to assume traditional employment patterns. We explore some of the
consequences of change both for these involved and for the subject of OB, for example,
its impact on the psychological contract, on motivation and on management and
­leadership.
• Consideration of generational changes, responding to reviewers and tutors’ arguments
that some traditional theory assumes stable, homogeneous contexts and that ‘today’s’
young people have experienced radically different contexts from those of their parents
and grandparents. We explore the attitudes, values and behaviours of Baby Boomers
through to Generation X, Y and Z, and the hypothesis that there are significant implica-
tions for behaviour in organisations. One’s own experiences are such that recognition of
generational differences reflects the realities one can observe.
• There is further updated material on many contemporary themes in OB, for example:
the impact of modern communication technologies; emotional intelligence; cultural
intelligence; emotional labour; work–life balance (WLB); knowledge workers; commu-
nities of practice; pay and motivation; self-motivation; networking; virtual teams, vir-
tual organisations and networked structures; cross-cultural working; family business
and Chinese family business; blue ocean strategy; more on change and change manage-
ment, and further material on diversity including institutionalism racism and ‘culture of
fear’.
• We have added further real-life cases (some amended/disguised), often from recent grad-
uates in work.
• A glossary of terms added for the first time.
We have removed some older, less relevant or repetitive material while preserving those key
seminal contributions in each chapter: it is a blend of the old and good and the new and
exploratory.
About the author

Dr Ian Brooks ‘retired’ in the summer of 2016, after over fifteen years as Dean of the
­Northampton Business School and later Executive Dean at the University of N ­ orthampton,
and entered the gig economy. In his executive role he held strategic responsibility for
­university-wide internationalisation and for developing academic partnerships with educa-
tion organisations at home and overseas. He helped establish new franchise and similar
­academic/business arrangements in New Zealand, Hong Kong, Singapore, Malaysia,
Myanmar, India, Sri Lanka, Mauritius, Ghana, Kenya, Dubai (all involving travel to and
around those locations, of course) and in the United Kingdom.
Whilst a tutor he taught OB, organisational change and business strategy and has pub-
lished in many peer-reviewed journals (see Research Gate) in OB, cultural change and strat-
egy. Ian has a first degree from Nottingham University and an MBA from Bath University.
His PhD focused on organisational and professional culture and change.
In ‘retirement’ Ian does a little writing (hence this fifth edition) and international educa-
tional consultancy and is a visiting professor of the University of Northampton.
Ian was born in Gloucester and lived in Dubai for seven years in the 1980s. He is married
with children in work and at university.
Acknowledgements

We are grateful to the following for permission to reproduce copyright material:

Figures
Figure 2.2 adapted from Management and Organisational Behaviour, 7th edn., Financial
Times Prentice Hall (Mullins, L. J. 2005) p. 130 © Pearson Education Ltd.; Figure 2.4 from
Office for National Statistics, Labour Force Survey, Office for National Statistics licensed
under the Open Government Licence v.3.0.; Figure 4.2 adapted from Managerial Attitudes
and Performance, Richard D. Irwin (Porter, L. W. and Lawler, E. E. 1968); Figure 8.6
adapted from Conflict and conflict-management in Dunnette, M. D. (ed.) Handbook of
Industrial and Organizational Psychology, Rand McNally (Thomas, K. 1976); Figure 9.4
after Exploring Corporate Strategy, Prentice-Hall (Johnson, G. and Scholes, K. 2013)
© Pearson Education Ltd.

Tables
Tables 1.1, 1.2 adapted from Culture’s Consequences: Comparing Values, Behaviors, Insti-
tutions and Organizations Across Nations, 2nd ed., SAGE Publications (Hofstede, Geert
2001) Reproduced with permission from Geert Hofstede BV; Table 3.3 adapted from
Organizational Behavior: The Essentials, South-Western (Nelson, Debra L. and Quick,
James C. 1996) Reproduced with permission of WEST PUBL., in the format Republish in
a book via Copyright Clearance Center

Text
Newspaper Headline on page 48 from Obligations not excuses to workers are needed, The
Guardian, 28/10/2016 (Editorial), Courtesy of Guardian News & Media Ltd; Box 2.6 from
Amy Clement, Reproduced with permission; Box 5.5 from Seratio, Seratio Limited is a spin
out company of the Think Tank, the Centre for Citizenship Enterprise and Governance.
cceg.org.uk
 Acknowledgements xix

Picture Credits
The publisher would like to thank the following for their kind permission to reproduce
their photographs:
(Key: b-bottom; c-centre; l-left; r-right; t-top)
Shutterstock.com: Granger / REX / Shutterstock 71b, scheresteinpapier 73t
All other images © Pearson Education
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Exploring the Variety of Random
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always and to remember that the modern woman owes it to herself to go out
of the home and keep abreast with the times?”
But it was not a question. It was a statement. Freda made no reply and
her mother changed the subject with the satisfied air of the sower of seed.
“When you come to Ireland,” she told her father laughingly that night,
“you will sit on the doorstep and learn to smoke a pipe. And Gregory will
be president of the Republic. And I will be—(ask mother)—a model
housewife, chasing the pigs—”
They laughed with an abandonment which indicated some joke deeper
than the banality about the pigs.
“It’s a worthy task,” said her father. “I’ll come—and I’ll enjoy learning
to smoke a pipe and see Gregory run the government—and as for you—
whatever you do you’ll be doing it with spirit.”
She nodded.
“I’ve just begun to break my trail.”
Then the day came when they must leave the little frame house and after
the excitement of getting extremely long railway tickets at the station and
checking all Freda’s luggage through to New York, they said good-by to the
Thorstads and left them standing together, incongruous even in their
farewells to their daughter.
They were to stop at St. Pierre over night. Mrs. Flandon had written to
urge them to do so and Freda would not have refused, if she had been
inclined to, bearing the sense of her obligation to them. She had not told her
father of that. It amused her to think that her father and Gregory each felt
the other responsible for those Fortunatus strings of railway ticket. But she
wanted Gregory to meet the Flandons again that the debt might be more
explainable later on.
St. Pierre was familiar this time when they entered it in mid-afternoon as
she had on that first arrival with her mother. It was pleasant to see Mrs.
Flandon again and to taste just for a moment the comfortable luxury of the
Flandon house. Freda felt in Mrs. Flandon a warmth of friendliness which
made it easy to speak of the money and assure her of Gregory’s ability to
pay it a little later.
“You’re not to bother,” said Helen, “until you’re quite ready. We were
more glad to send it than I can tell you. It’s a hostage to fortune for us.”
 Then she changed the subject quickly.
“I wonder if you’ll mind that I asked a few people for dinner to-night.
You married a celebrity and you want to get used to it. So many people
were interested in the news item about your marriage and wanted to meet
Gregory and you. I warned them not to dress so that’s all right.”
“It’s very nice,” said Freda, “I’ll enjoy it and I think—though I never
dare to speak for Gregory—that he will too. I remember having a beautiful
time at dinner here before. When I was here visiting the Brownleys you
asked me—do you remember?”
“I asked the Brownleys to-night. They were in town—all but Allie. I
asked the elder two and Bob and her young man—Ted Smillie, you know.”
She looked at Freda a little quizzically and Freda looked back,
wondering how much she knew.
“Think they’ll want to meet me?” she asked straight-forwardly.
“I do, very much. I think it’s better, Freda, just to put an end to any silly
talk. It may not matter to you but you know I liked your father so much and
it occurred to me that it might matter to him if any untrue gossip were not
killed. And it’s so very easy to kill it.”
“You take a great deal of trouble for me,” protested Freda.
Helen hesitated. She was on the verge of greater confidence and decided
against it.
“Let me do as I please then, will you?” she said smilingly and Freda
agreed.
Helen felt a little dishonest about it. The dinner was another hostage to
fortune. It was gathering up the loose ends neatly—it was brushing out of
sight bits of unsightly thought—establishing a basis which would enable
her later to do other things.
She had an idea that it would please Gage, though he had been non-
committal when she had broached the idea of having Gregory and his wife
for a brief visit. Helen had seen but little of Gage of late. She knew he was
working hard and badly worried about money. They had sold a piece of
property to raise that thousand for the Macmillans and he had told her
definitely of bad times ahead for him. She offered to reduce the expenses of
the household and he had agreed in the necessity. They must shave every
expense. But it invigorated Helen. She had amends to make to Gage and the
more practical the form the easier it was to make them. Neither of them
desired to unnecessarily trouble those dark waters of mental conflict now.
Helen guessed that Gage’s mind was not on her and that the bad tangle of
his business life absorbed him. Brusque, haggard, absorbed, never
attempting or apparently needing affection, he came and went. Never since
Carpenter’s death had they even discussed the question of separation. That
possibility was there. They had beaten a path to it. But hysteria was too
thoroughly weeded out of Gage to press toward it. Without mutual reproach
they both saw that separation in the immediate future was the last
advantageous thing for the work of either of them and flimsy as that
foundation seemed for life together, yet it held them. They turned their
backs upon what they had lost or given up and looked ahead. Helen heard
Gage refer some political question to her for the first time, with a kind of
wonder. She suspected irony, then dropped her own self-consciousness as it
became apparent that he really did not have any twisted motive behind the
query. She began to see that in great measure he had swung loose from her,
substituting some new strength for his dependence on her love. And, when
some moment of emotional sorrow at the loss of their ardors came over her,
she turned as neatly as did he from disturbing thought to the work, which
piled in on her by letter and by conference.

They sat at dinner in the long white-paneled dining-room, twelve men

and women. The three Brownleys and young Ted Smillie—Jerrold Haynes
because Helen wanted to have him meet Freda and Emily Haight because
she fitted in with Jerrold now that Walter Carpenter was gone. To these
Helen had added the young Harold Spencers because they were the leaders
of that group of young people who made or destroyed gossip. It was a
dinner party made up hurriedly on the excuse of Gregory’s celebrity and
such little intrigue as was hidden in its inception made it no less a pleasant
company.
Interest was concentrated on Freda and Gregory of course and under
Helen’s deft manipulation the story of their marriage and its secrecy was
told, lightly, but with a clearness of detail that sent Ted’s eyes rather
consciously to his plate once or twice as he avoided Barbara’s glance. Ted
was sitting beside Freda and paying her open homage when he could get her
attention. But Gage had much to say to her.
 “Are you still chasing romance?” he asked. “I always remember your
startling me with your belief that women were more attractive when they
believed in romance.”
“Yes—I’m still after it. I feel the least bit guilty towards Gregory.
Because while he goes back to Ireland with his heart in his hands ready to
offer it to the country, the whole revolution is to me not as great tragedy as
it is adventure. It is tragedy intellectually but not emotionally as far as I am
concerned while to Gregory”—she turned her head to glance at Gregory.
“And marriage is adventure too, isn’t it?”
She forgot Ted and leaned a confidential elbow towards Gage, resting
her chin in her cupped hand.
“I wouldn’t dare say it in the hearing of my mother or the feminist
feminists but that’s what it is. They talk of partnerships and new contracts—
but they can’t analyze away or starve the adventure of it. All this talk—all
the development of women changes things, but its chief change is in
making the women type different—stronger, finer, you know, like your wife
and Margaret Duffield. But even with women like that when it comes to
love and to marriage it is adventure, isn’t it? You can’t rationalize things
which aren’t rational and you can’t modernize the things that are eternal.”
She became a little shy, afraid of her words. “Mother thinks I’m a
reactionary. I don’t think I am. I want women to be stronger, finer—I’ll
work for that—but that’s one thing, Mr. Flandon. It hasn’t anything to do
with the adventure between men and women, really.”
He started at that. But Ted claimed Freda’s attention and reluctantly she
turned to him.
“I think you treated me rather badly not telling me you were married. I
thought all along that I had a chance, you know.”
The brazenness did not make her angry. Nothing could anger her to-
night. She was all warm vigor, pervading every contact between her and
every one else.
“Barbara looks very well to-night,” she answered with cool irrelevance.
Barbara did. She had dressed with her customary skill but with the wit to
avoid her usual look of sophistication. To-night she was playing the artless
simple girl for Gregory’s benefit, listening to him with only an appreciative
comment now and then. It was clear that Gregory was talking to her as he
talked to one in whom he felt there was intelligence.
 “And how clever she is,” added Freda reflectively.
The talk grew more general. Barbara called the attention of every one to
something Gregory had said, a concession for one who did not usually share
her dinner partners or else a successful attempt to break up other
conversations. Irish problems led to a discussion of general politics. Helen
was in the talk now—vigorously. Mrs. Brownley gave the retailed opinion
of Mr. Brownley before he could quote himself.
Gage heard without contributing to what was being said. He was
listening with amusement to Mrs. Brownley’s platitudes and half
unconsciously letting his admiration rise at the clarity of Helen’s thought
and the deftness of her phrases. What presence she had! In the
contemplation of her he felt the problems which had been harassing him all
day—deadlocks in plans, money shortage, fall away. As they had used to—
he slipped into memories and amazingly they did not cause him pain,
though even as he looked he saw upon her the marks of the work she had
done and would do, the new definiteness, the look of being headed
somewhere. But his rancor seemed to have burned itself out and with it had
gone the old possessive passion. He stirred restlessly. Some phœnix was
rising.
Mr. Brownley turned at his movement, offering sympathy.
“Nothing for us to do, Gage,” he chuckled tritely, “except to talk about
recipes. The women talk politics now.”
Gage did not laugh at the old joke.
“Women and men may get together on a subject yet,” he answered, with
heavy awkwardness.
Instantly it seemed to him that it was what he had meant to say for a long
time. He caught the incredulous, almost pitiful look on Helen’s face as she
heard and pretended not to hear, met the quick, wondering glance she
snatched away from him.
Her tremulousness gave him confidence. Impatient of his guests now, he
looked across at her, his eyes kindling. Whether they could work it out
through his storms and hers ceased to gnaw at his thought of her. He saw
her strong, self-sufficient, felt his own strength rising to meet hers, also
self-sufficient. The delight of the adventure, the indestructible adventure
between man and woman remained. His mind moored there.
THE END
Typographical errors corrected by the etext transcriber:
rose with the bawn=> rose with the dawn {pg 149}
what a beneficient=> what a beneficent {pg 183}
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