with a very good idea of the difficulties to be expected in the future. So the manager now goes to work and orders bunters put up at the end of these tracks in all yards and sidings. He has been driven to the conclusion that, although it may be out of his power to teach and enforce carefulness and personal responsibility, he can nevertheless put up bunters which, when butted against, will act as practical reminders in regard to the location of the cars and the duties of the trainmen.
Although the incident described is merely a figurative illustration, the bunter principle itself is of widespread application, and to-day is practically the mainstay and sheet anchor of the American railroad manager. To a much greater extent than an outsider would imagine, these bunters, derailing switches, and other mechanical devices for the protection of life and property, are, in the main, confessions of weakness and indications that the personality of the men along these particular lines has been tried and found wanting.
As another illustration of our topic, but of a somewhat different nature, let us now take a glance at what is usually known as the “Nine-Hour Law,”—more especially in its application to telegraph operators.
Twelve or fifteen hours at a stretch is too long a period for any man or boy to remain in harness.
