Alcoholics Anonymous, Fourth Edition

he not work hard and have a knack of getting things
done? If he had these qualities and did not drink
would he be worth retaining? Should he have the
same consideration as other ailing employees? Is he
worth salvaging? If your decision is yes, whether the
reason be humanitarian or business or both, then the
following suggestions may be helpful.

Can you discard the feeling that you are dealing
only with habit, with stubbornness, or a weak will? If
this presents difficulty, re-reading chapters two and
three, where the alcoholic sickness is discussed at
length might be worth while. You, as a business man,
want to know the necessities before considering the
result. If you concede that your employee is ill, can
he be forgiven for what he has done in the past? Can
his past absurdities be forgotten? Can it be appreci­-
ated that he has been a victim of crooked thinking,
directly caused by the action of alcohol on his brain?

I well remember the shock I received when a
prominent doctor in Chicago told me of cases where
pressure of the spinal fluid actually ruptured the
brain. No wonder an alcoholic is strangely irrational.
Who wouldn't be, with such a fevered brain? Normal
drinkers are not so affected, nor can they understand
the aberrations of the alcoholic.

Your man has probably been trying to conceal a
number of scrapes, perhaps pretty messy ones. They
may be disgusting. You may be at a loss to understand
how such a seemingly above-board chap could be so
involved. But these scrapes can generally be charged,
no matter how bad, to the abnormal action of alcohol
on his mind. When drinking, or getting over a bout,
an alcoholic, sometimes the model of honesty when