Line	In a 1918 editorial, W. E. B. Du Bois advised African
	Americans to stop agitating for equality and to
	proclaim their solidarity with White Americans for
	the duration of the First World War. The editorial
(5)	surprised many African Americans who viewed
	Du Bois as an uncompromising African American
	leader and a chief opponent of the accommodationist
	tactics urged by Booker T. Washington. In fact,
	however, Du Bois often shifted positions along the
(10)	continuum between Washington and
	confrontationists such as William Trotter. In 1895,
	when Washington called on African Americans to
	concentrate on improving their communities instead
	of opposing discrimination and agitating for political
(15)	rights, Du Bois praised Washington’s speech. In
	1903, however, Du Bois aligned himself with Trotter,
	Washington’s militant opponent, less for ideological
	reasons than because Trotter had described to him
	Washington’s efforts to silence those in the African
(20)	American press who opposed Washington’s
	positions.
	Du Bois’s wartime position thus reflected not a
	change in his long-term goals but rather a
	pragmatic response in the face of social pressures:
(25)	government officials had threatened African
	American journalists with censorship if they
	continued to voice grievances. Furthermore,
	Du Bois believed that African Americans’
	contributions to past war efforts had brought them
(30)	some legal and political advances. Du Bois’s
	accommodationism did not last, however. Upon
	learning of systematic discrimination experienced
	by African Americans in the military, he called on
	them to “return fighting” from the war.

    Behavior science courses should be gaining prominence in business school curricula. Recent theoretical work convincingly shows why behavioral factors such as organizational culture and employee relations are among the few remaining sources of sustainable competitive advantage in modern organizations. Furthermore, empirical evidence demonstrates clear linkages between human resource (HR) practices based in the behavioral sciences and various aspects of a firm's financial success. Additionally, some of the world's most successful organizations have made unique HR practices a core element of their overall business strategies.

    Yet the behavior sciences are struggling for credibility in many business schools. Surveys show that business students often regard behavioral studies as peripheral to the mainstream business curriculum. This perception can be explained by the fact that business students, hoping to increase their attractiveness to prospective employers, are highly sensitive to business norms and practices, and current business practices have generally been moving away from an emphasis on understanding human behavior and toward more mechanistic organizational models. Furthermore, the status of HR professionals within organizations tends to be lower than that of other executives. Students' perceptions would matter less if business schools were not increasingly dependent on external funding—form legislatures, businesses, and private foundations-for survival. Concerned with their institutions' ability to attract funding, administrators are increasingly targeting low-enrollment courses and degree programs for elimination.