Alcoholics Anonymous, Fourth Edition

brother-executive suffered from a serious illness.
There was nothing to do but wait.

Presently the man did slip and was fired. Follow­-
ing his discharge, we contacted him. Without much
ado, he accepted the principles and procedure that
had helped us. He is undoubtedly on the road to re­-
covery. To me, this incident illustrates lack of under­-
standing as to what really ails the alcoholic, and lack
of knowledge as to what part employers might prof­-
itably take in salvaging their sick employees.

If you desire to help it might be well to disregard
your own drinking, or lack of it. Whether you are a
hard drinker, a moderate drinker or a teetotaler, you
may have some pretty strong opinions, perhaps preju­-
dices. Those who drink moderately may be more an­-
noyed with an alcoholic than a total abstainer would
be. Drinking occasionally, and understanding your
own reactions, it is possible for you to become quite
sure of many things which, so far as the alcoholic is
concerned, are not always so. As a moderate drinker,
you can take your liquor or leave it alone. Whenever
you want to, you control your drinking. Of an even­-
ing, you can go on a mild bender, get up in the morn­-
ing, shake your head and go to business. To you,
liquor is no real problem. You cannot see why it
should be to anyone else, save the spineless and stupid.

When dealing with an alcoholic, there may be a
natural annoyance that a man could be so weak,
stupid and irresponsible. Even when you understand the
malady better, you may feel this feeling rising.

A look at the alcoholic in your organization is many
times illuminating. Is he not usually brilliant, fast-
thinking, imaginative and likeable? When sober, does