haps the point will be more comprehensible if we call it “department paralysis.” Our vision seems to be strictly limited to our own departments or spheres of action. In this way every department on a railroad is loyal to itself and more or less forgetful of the other departments. For example, the operating department is responsible for the care and prompt movement of trains. In a general way it is taken for granted that these movements must be made with safety as well as dispatch. And yet, looking into the matter closely, we are able to discover that dispatch and not safety is the main feature and business. Unfortunately there is no safety department on a railroad, or rather safety takes pot-luck in all the departments. Altogether, safety finds it no easy matter to secure recognition, and city governments, railroad commissioners, and railroad officials all seem to suffer from department paralysis upon occasions when loyalty to the interests of the traveling public would seem to demand a much clearer and wider vision. To all appearances it is impossible for these departments to see beyond the precincts of their own particular hobby or vocation. Let us take a very pertinent illustration:—
The other day, in the vicinity of Boston, several teams were smashed and two persons were killed at a well-known and very dangerous crossing. It being Christmas time, there had been an almost
