the blame on the weapon. If we desire greater efficiency in marksmanship we direct our attention to the man. But in the railroad business such commonplace logic does not seem to apply. When a man violates an unmistakable rule or runs a signal with disastrous results, there immediately arises on all sides a peremptory demand for a different kind of rule or an improved signal. Public opinion, with little understanding of the issues at stake, has a constant tendency to blame systems and managements. Even the Railroad Commissioners, agreeing with or responsive to this public sentiment, almost invariably recommend improvements along these lines. In this way for many years attention has been concentrated upon the machinery of management, its rules and safety appliances, and the personality of the men has been side-tracked. The injurious effects of this policy and the manner in which all hands have conspired to obliterate personality from the railroad business will be evident from the following illustration.
A short time ago, in the vicinity of Boston, an express train telescoped an accommodation passenger train. The track in question was protected by no less than four cautionary rules and signals. In this way the express train received four distinct and emphatic intimations that a train was on the block ahead of it. With the slightest attention to the rules
