to the train, the station-master went down to investigate the delay. He found the engineman and fireman sitting quietly in the cab waiting for a brakeman to come and turn on the water. It was some brakeman’s duty to do this work at this point, and as he failed to appear, business came to a standstill. The engineman knew his rights and stuck to them. The idea of loyalty to the interests of the corporation and the public could not be permitted to enter into the question, for the reason that to do another man’s work, even in a case of emergency, would be to surrender rights and privileges which had been fought for and secured after months of agitation and diplomacy. The train was thirty minutes late at its destination. In such cases the management is helpless.
It matters little that my illustrations may be criticised as uncommon occurrences. The principle that tolerates the situation is surely out of place on a railroad. By way of contrast, the following item taken from the merit list on the Santa Fé Railroad is both interesting and significant:—
“J. E. Helms, Engineer, and M. C. Collins, Fireman, ten merit marks for coaling up engine 1029 when the coal chute was out of service.”
Strange as the statement may seem at first sight, we railroad people at the present day are suffering from a very peculiar form of mental blindness. Per-
