gance; to its secretiveness, almost blatant frankness; to its far-sightedness, little thought of the morrow; to its close-fistedness, a spendthrift generosity; to its selfish unscrupulousness, an almost quixotic love of fair play. The Oil Regions had, besides, one fatal weakness—its passion for speculation. Now, Mr. Rockefeller never speculates. He deals only in those things which other people have proved sure!
It is when one examines the inside of the Standard Oil Trust that one sees how much reason there is for the opinion of those people who declare that Mr. Rockefeller can always sustain the monopoly of the oil business he has achieved. One begins to see what Mr. Vanderbilt meant in 1879 when he said: "I don't believe that by any legislative enactment or anything else, through any of the states or all of the states, you can keep such men down. You can't do it! They will be on top all the time, you see if they are not."[1] It is not surprising that those who realise the compactness and harmony of the Standard organisation, the ability of its members, the solidity of the qualities governing its operations, are willing to forget its history. Such is the blinding quality of success! "It has achieved this," they say; "no matter what helped to rear this structure, it is here, it is admirably managed. We might as well accept it. We must do business." They are weary of contention, too—who so unwelcome as an agitator?—and they began to accept the Standard's explanation that the critics are indeed "people with a private grievance," "moss-backs left behind in the march of progress." Again and again in the history of the oil business it has looked to the outsider as if henceforth Mr. Rockefeller would have to have things his own way, for who was there to interfere with him, to dispute his position? No one, save that back in Northwestern Pennsylvania, in scrubby little oil towns, around greasy der-
- ↑ See Appendix, Number 59. W. H. Vanderbilt's characterisation of Standard Oil men.
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