The generalization of Walter Bagehot that successful administration “depends on a due mixture of special and non-special minds” has lost none of its importance with the passage of time, for the problem of combining competent administration with democratic control is more urgent today than ever before. Bagehot contended that the Cabinet Minister, the “non-special mind,” served a double purpose: he not only enabled a democracy to control the civil service, but he also made a genuine contribution to its administrative efficiency. The specialized civil servant, if left to his own devices, tended to become narrow in outlook, careless of the public convenience, and restricted by departmental routine; and the important secondary function of the Minister was to correct these failings by supplying a fresh mind and a different point of view.
The government of Great Britain still furnishes, as in Bagehot's time, the best practical application of this principle, and the high standards maintained by many of the departments bear testimony as to its essential truth. The need for this interplay of “special and non-special minds” is perhaps best seen in the history of the War Office, a department which by its very uniqueness in several respects presents in exaggerated form both the difficulty of the problem and the virtue of the remedy. The War Office is thus considered not merely as a sample department, but one which places, as it were, a magnifying glass over the general problem of departmental administration elsewhere.