dents happen, but personally we do not bestir ourselves, nor do we call upon our organizations to bestir themselves in the matter. We simply stand pat on our rights. If a prominent railroad man is questioned on the subject of railroad accidents, he will shrug his shoulders and say, “Human nature.” So far as he is concerned, railroad men are to be protected, not criticised. If you turn to the management your errand will be equally fruitless. The superintendent will have little to say. Generally speaking, he has no fault to find with the men, and the men have little fault to find with him. This seems to be a tacit understanding in the interests of harmony. It being impossible to move without treading on somebody’s toes, by all means let us remain motionless. As for the public interests, they must shift for themselves. Consequently, in place of earnest coöperation in the interests of efficiency and improved service, there is something in the nature of a friendly deadlock between men and management.
Nevertheless, in spite of many appearances to the contrary, the problem of the efficient and safe running of trains is a very simple one. Fundamentally it is not a question of rules or safety devices, but of personal conduct and habits of thought.
In everyday life when a man fails to make a satisfactory score with a first-class gun we do not place
