Yet it is useless to question either the ability or the integrity of superintendents. As a rule they have risen from the ranks, and are thoroughly capable and conscientious. Every avoidable accident is a reflection on their management, and therefore it can be taken for granted that they render the best service possible under the circumstances. But unfortunately they are beset on all sides with obstacles and difficulties. What they would like to do, even in the matter of secrecy and discipline, must frequently wait upon what they are able to do. Time was when an offending employee could be discharged on the spot, without appeal. To-day he claims a hearing. A brother employee, an expert on railroad law and precedent, stands at his elbow as prompter and assistant. In this way, as we railroad men figure it out, the “law’s delay” puts a curb on the “insolence of office.” Thus the initiative of a superintendent is held in restraint, and management by means of schedules and agreements takes the place of personal direction, while over all hovers the watchful eye of the grievance committee. Meanwhile, we, the employees, look on, watching the game.
When people are killed, when property is wrecked, we have nothing to say. It is for the management to figure out reasons and remedies. Of course, as individuals, we are interested and sorry when acci-
