THE MANAGERIAL REVOLUTION
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internal social transformation. On the contrary, as so frequently
in history, war speeds up and spreads the revolution. Those nations
(Russia, Germany) which have gone furthest toward the mana·
gerial structure, carry their new institutions with their tanks and
bombs. Their influence acts also by contagion in the nations which
they have not conquered by direct military means. Within their
own borders, they are forced to speed the rate of social change in
order to keep going-a fact well symbolized by the increasing
"radicalization" of Hitler's speeches during the course of the war.
And the opposing nations are compelled to adopt the managerial
methods in order to meet the challenge.
The United States, for example, approaches the world conflict
socially unprepared. Already it is discovering that the institutions
of capitalism do not permit it to compete adequately with its great
rivals on the economic, military and ideological fronts. The eco–
nomic integration of Latin America, essential to the survival of the
American super-state, is blocked by the fact that from a capitalist
point of view such integration is not profitable. The building of
an adequate military machine is prevented by the same cause.
And, ideologically, the concepts and slogans and beliefs of capi–
talism are unable to arouse the masses. Since it is unlikely that
the United States will decline its potential place in the new world
system, as the isolationists in effect advise, we may feel sure that
at an ·ever-increasing rate the United States will take those means
necessary for the fulfillment of its "destiny": that is, will move
evermore rapidly toward the managerial social structure. The
managerial revolution is a world social revolution. Against a world
revolution, even a six-ocean Navy would doubtless prove not
enough.
