VOLUME XXVI

NUMBER NINE

The purpose of investigations in modern railroading is not for the purpose of fixing the blame upon an individual in order to punish him, but rather to determine the conditions surrounding error and thus provide against a repetition of that error in some one else. Where the aim of an official ends with having suspended one man for a given offense without showing other men the basic reason for such action, the effect is not further reaching than upon the offending man, who, himself frequently fails to see the justice of it, especially when such action falls rather upon his family than himself individually.

A railroad official in the west not long since made use of the following words: "If care had been exercised in the past to properly administer discipline to those who violated rules, and the necessary time had been taken by superintendents to carry their investigations far enough to make clear to those at fault wherein they erred, labor organizations would not be as prominent today as they are."

I do not know from the language used whether the writer deplores the existence of our labor organizations or not, at any rate he tells what I believe to be true from either his standpoint or mine. That there have been many investigations held which have fallen short of the end to be attained there is no doubt, and having fallen short, they did injustice to both the employe who was not properly disciplined and the company which did not derive any benefit through such action as an object lesson to others.

There is a dignity which goes with the position of superintendent or trainmaster

without that air of frigid autocracy which many officials believe necessary to "make the boys tremble." That dignity is the big charitable heart for the man who errs; the straightforward, candid manner of meeting every employe and the unswerving truth and impartial manner of dealing with all. Such a man, if gifted with normal acuity, possessing the confidence of his men, will have no trouble in determining the causes for accidents and if, in his judgment, it becomes necessary to punish the offender as an example, there will be no grounds of appeal left open for the committee of adjustment-not even excepting the "sympathy appeal”—for he has already considered just how far his decision will reach.

The word authority carries with it in one sense of the word a mistaken relation bétween the men and the officer. There is an example of mistaken authority told by a traveling passenger agent which clearly conveys the idea as some men have it. A son of old Ireland had been promoted to section foreman. Coming on the job the first morning he wished to impress his men that he was in authority. Addressing O'Brien, who stood near, he said, "Pick up thot tie! Lay doun thot tie-I'll show ye who's boss." Then turning to another who was oiling the car, said, “Here Hennessy, let Casey oil the car-what do ye know about machinery?" The great end to be accomplished, success, is only reached by co-operation. There can be no successful co-operation where there is not a friendship existing between the officers and the men and between one department and another. The success of an officer depends just as surely upon the loyalty and obed

ience of his men as success itself depends upon economy. An officer should make it a point to meet frequently with the men. They are of a common clay with equal rights and all are servants of a common family catering to the public. They should discuss freely with their men what it is desired to accomplish, just as a conservative conductor details each move and receives the suggestions of his men how to make each move count. He necessarily takes them into his confidence and knows that they feel a personal interest in the work and each man tries to do his part faithfully so that no man will cry "bull" at him. We all make bulls-bulls mean errors, but if we watch each other's moves and criticise in the proper spirit the effect will be very generally felt and the bulls shrink to a minimum. Harsh discipline does not accomplish much and snap judgment less. Some men who would have made good conductors had they been educated properly were spoiled by lack of proper supervision. Good material naturally absorbs good supervision, but bad material abhors it and it is very easy to tell one from the other. Good men need no drastic punishment any more than a well inclined child needs a beating. Men are but children grown and some men have a very fine sense of sensibility. It requires tact in an officer to meet each man as he is and retain that man's respect for him as an officer. The officer's territory should be such that he can cover it each day and be as familiar with the conditions thereon as if he had charge of the personal execution of each line of work. He should invite suggestions along the line of improvement, and talk economy of operation, material and maintenance; excite a friendly rivalry in the discussion of the rules and the several forms of train orders; ask pertinent questions in the handling of trains under certain emergencies and acquaint the men with the history of accidents, enabling them to grasp a similar condition if it should ever occur to themselves and thus prevent it. With meetings of this nature the employe will look with pleasure to the coming of the "old man" when he goes out with them. If an officer has a personal knowledge of a man's sincerity and faithfulness in the discharge of his work day after day it is pretty hard to shake that confidence even

when circumstances point to negligence. In such cases the man gets the benefit of the doubt.

I believe it would gladden the heart of every official in this country if he had men that he could give the benefit of the doubt in every case. There is no credit or premiums bestowed upon an officer for administering punishment to an employe. He does not own any more of the company's property than the humblest section foreman on his line. He is simply one of the same family of servants who has to perform his work or be called to account the same as any other man. To see his men doing good work is as pleasing as it is to the conductor who sees his boys making every move count. The man who knows he does not make any bulls has reason to feel proud of his ability. His fellows look on him with just a bit of envy and secretly they try to imitate him or cherish a hope some day to surpass him. His trainmaster is also proud of him. But how about that pessimist-it were better he had not been born.

I would like to quote an extract from the notice of President William C. Brown, of the New York Central Lines, whose genealogy dates back to the same soil upon which the CONDUCTOR has thrived for nearly twenty-five years and produced such a remarkable development in each. He says in part:

"It should be remembered at all times, that the pay of every man in the employ of the company comes from the same source, and that only by serving the best interests of the whole system can any department serve its best interests."

There is no position, however humble. in which a man cannot gain for himself a name for Good Work. The man who shirks his share of duty only puts his burden on weaker shoulders, perhaps, than his own Such a man a conductor soon turns in. Prompt investigations bring such men into the limelight and the service is benefited by their removal. An active interest should be encouraged by every conductor during every mile of the trip and the importance of keeping a close watch for danger signals be the watchword-quick to act with judgment in emergency and ever remembering the motto: "Eternal vigilance is the price of safety."

its own evolution. Great Britain and Japan are allies. The statesmen of each nation recognize that it has vital interests in common with the other, and they have bound the two, for a fixed term, to pursue these jointly, even by armed force. France and Russia are in like case. In carrying out the purposes of these alliances, or in hindering them, the journalism of the several countries may have a considerable influence. The matter has but to be mentioned to suggest the marked variation in the agencies

two decades since. The institution, if we may so call it, is as ondoyant et divers as the personality of Michel de Montaigne.

Yet the complex thing we call journalism -British, German, French, American, what not exists. The image the name calls up in our minds has a basis in fact. Journalism has generally two functions in which every journal, in different fashion or degree, shares-to furnish information and to comment thereon. As it is in the exercise of these functions that they find a common