Part 10

Theoretically, the mental process has a good deal to be said in its favor; but in actual operation the system has proved to be disastrous, and the records on American railroads illustrate only too eloquently the fallacy of the principle, under any conditions, where human lives are at stake. It is simply a question between the ethics and philosophy of Portia, and the blind impartiality of Othello as applied to the railroad business. In social affairs and in relation to conduct between individuals, the standards of Portia are gracious and commendable; but on a battleship, in the army, and just as surely on a railroad, the services of the rugged Othello will be found at all times to be the most effectual. In the United States, however, there is a certain altruistic sentiment that would fain submerge the ethics and principles of the old-time disciplinarian. Not only does this criticism apply to affairs on a railroad, but our educational methods, in every direction, seem to be threatened with the same peril. On all sides there now appears to be a disinclination to use authority. There seems to be something in the nature of a national kick against constraint or discipline of any kind. The ideals and rugged characteristics of American manhood, both on railroads and in our schools, are threatened with the coddling process.

Within the last ten or fifteen years, many railroads have changed or modified their system of discipline, as a tribute, in part, to this popular sentiment. Perhaps in making these changes the managers did the best they could under the circumstances. They found themselves fast losing the backing and authority necessary to enforce the old system, and the new method was at least a working arrangement with harmony for its basis.

A great majority of the railroads of the United States are now using some sort of a merit system in the administration of discipline. Most of these methods are adaptations of the Brown system, which was invented by Mr. G. R. Brown, at one time vice-president of the Pennsylvania. Brown figured it out for himself, while he was taking all the steps from trainman up, on the Fall Brook Railroad; and when he got to be general manager he put it in on his road. The system, as modified by most of the roads, is a sort of bookkeeping, with debits and credits in the shape of marks, to the account of each man. Generally speaking, a perfect record for any term of years may not be entered as a credit item in the book, although conspicuous instances of heroism or devotion to duty are sometimes noted. But a perfect record for a certain period will wipe out previous debits. An employee has access to his record book at any time, otherwise the record is kept in absolute secrecy. On some roads “rolls of honor” are kept and published, usually in the railroad magazines. The names of the men, together with an account of the meritorious action, receive special mention. But, on the other hand, there is no mention, either of names or particulars, in regard to the debits when employees make mistakes.

Railroad managers appear to be satisfied with this Brown system of discipline, and the statement has repeatedly appeared in the public prints that the adoption of these rules has resulted in better service to the companies. So far as the safety of travel and the general efficiency of the service are concerned, the figures and reports issued periodically by the Interstate Commerce Commission are calculated to convey a very different impression. Railroad officials inform us that the Brown system is an attempt to promote good feeling between the men and the management. This is doubtless true, but the statement lets the cat out of the bag. The employee appreciates the fact that the sting is extracted from a reprimand when it is administered in secret. Doubtless, if the sole aim has been to secure harmonious relations between men and management, little fault can be found with the Brown system; but it appears in a somewhat different light when we study it in relation to the safety problem.

For example, a man makes a serious mistake, without actual injury to persons or damage to property. He is punished to the extent of ten demerit marks. In the course of a few months five or six other men commit the same mistake. In every instance a secret record of the mistake has been kept. When a mistake remains unchecked, sooner or later it arrives at the epidemic stage and reaches its climax in a wreck, and then finally a man is discharged for it. The demerit marks have had no corrective or preventive effect whatever. Under this system the trouble is allowed to evolve in a natural way, from a simple case of unchecked negligence into a disaster in which, perhaps, a community is called upon to suffer.

On the other hand, a system that takes publicity and the pocketbook for its principal factors enlists every corrective element in its favor. You cannot separate suspension and loss of pay from publicity, to a certain degree. In all systems of punishment or correction, in a police court or elsewhere, there are usually two or three elements that are depended upon to bring about beneficial results. These factors are the shame that is attached to the publication of names, the pecuniary loss in the shape of a fine, and the danger of imprisonment. The Brown system has abolished publicity and done away with pecuniary loss. The employee is now aware that no one can touch his pocketbook, no one can wound his pride, or hold him up as an example to his fellows. Of course it is too bad that a railroad man should be called upon to take his discipline home with him, that his wife and children should have to share the shame and the penalty; and yet the decisions of courts and of human tribunals everywhere are all subject to the same criticism.

The Brown system, in a modified form, is to-day the American method; and while its supposed primary object may be to increase efficiency, its actual working is all in the interests of harmony between the men and management. The proof of the efficiency of any system of discipline is to be found in the freedom from accidents of all sorts. Within the last few months, I have heard railroad managers who heartily approve of the Brown system, deplore in the same breath the alarming increase of accidents. One of these gentlemen went so far as to inform me that it is the only possible system, so long as the men and the political influence of the organizations are allowed to control the situation.

The men very much prefer to take punishment on the installment plan, in the dark, to any settlement on a cash basis in open and above-board fashion. Discipline in the dark, on the installment plan, has all the facts, experience, and records of the past and present, and the probabilities of the future, arrayed against it. When you ask the manager how it happens that the United States does not recognize the efficacy of the mental method on the installment plan, and treat _him_ as the Brown system treats the employees, he merely shrugs his shoulders. When an infraction of the “safety-appliance law” or the “nine-hour law” is brought home to a manager, the action of the government or the law recognizing the superior efficacy of the mental treatment might reasonably be expected to say to him, “I give you ten demerit marks. Your mistake has enlightened and purified you; go back to your desk.” A manager is surely as susceptible to mental influence and suggestion as an engineman or a conductor. Yet there is not a suspicion of the Brown system of discipline in the actual fines and imprisonment which the government has agreed upon as the best and quickest way to enforce obedience in the interests of the public welfare.

The general introduction of the Brown system on American railroads has been brought about by the “irritation” of the men when their pay or their time has been interfered with. This was, in general, the power that gave the impetus and encouragement to the movement.

The exact amount of “irritation” in loss of money to employees for one month has been figured out by one railroad, as follows:--

_Engineers_ Discharged 4 Merits 0 Demerits 455 Amount saved to the men $1706

_Firemen_ Discharged 2 Merits 10 Demerits 1265 Amount saved to the men $263

_Conductors_ Discharged 4 Merits 10 Demerits 485 Amount saved to the men $1523

_Operators_ Discharged 10 Merits 0 Demerits 310 Amount saved to the men $514

_Trainmen_ Discharged 21 Merits 0 Demerits 696 Amount saved to the men $1553

That is to say, a certain number of men had been awarded “demerits” for offenses instead of suspension with loss of pay, which in one month would have amounted to $5559. Of course, most of this amount would have been earned by spare men, but this consideration by no means allays the “irritation” of the regular men.

Multiply this irritation by the number of railroads in the United States, and the Brown system of discipline is accounted for. From the safety point of view, the greater the “irritation” the more evident becomes the necessity for some system calculated to control and put a stop to the negligence that produces the irritation. The Brown system very effectively allays this irritation at the expense of the public safety, by treating the negligence as a matter of secondary importance.

But although the Brown system and its modifications may reasonably be termed the American method, nevertheless here and there one comes across an instance of an American railroad that has discarded it and adopted a radically different method, with exceedingly satisfactory results. One of the roads that has broken away from the Brown system is the Chicago & Alton.

A few months ago, while in Bloomington, Ill., the writer paid a visit to what is termed “The C. & A. Stereopticon Car.” So far as I am aware, there are only two or three of these cars on American railroads. The car is, in fact, a training school and lecture hall for the benefit of the employees. Mr. Perdue, the man in charge, is a veteran employee of over thirty years’ experience, extending over practically every department of railroad life. In order to enter the service of the Chicago & Alton, every man has to pass through this car and take the necessary examinations. In this way Mr. Perdue has become personally acquainted with practically every man in the operating department of the Chicago & Alton. He knows the weak men and the strong men, and his watchful eye is over them all. He has the necessary authority to call any man into the car for reëxamination, and to withhold him from duty if necessary, in the interests of the service.

Mr. Perdue kindly allowed me to remain in the car while he was conducting the exercises. There were some twenty or thirty railroad men seated before him. The lecturer held in his hand a small bundle of papers. They were the record of the disciplines for the month. Some of the wrong-doers had been called into the car to listen to a description and an analysis of their mistakes. Mr. Perdue is very kindly, yet forceful, both in manner and speech. He talks vigorously to the men in their own everyday language. He takes one accident after another, and by the actual representation of it on his screen he demonstrates just how it happened and how to avoid it for the future. He then tells a certain man to stand up, and questions him closely as to what he would do under such and such circumstances. Finally, he turns to his screen and shows his audience how to smash a carload of household goods by rough handling and by giving careless motions, and, on the other hand, how to be loyal to the road and at the same time true to themselves by rendering careful and efficient service.

Altogether Mr. Perdue’s work and story are so interesting that I am tempted to give a part in his own words:--

“I have kept a record of the men handled during the past two or three years. I promoted 148 brakemen to be conductors, 264 firemen to be engineers, and instructed in all 3839 men. Practically all the men passed, because if they failed to begin with, they kept coming to me until I had educated them up to my standard. I believe the Chicago & Alton has the finest and most loyal body of employees on any railroad in the United States. I may be accused of blowing my own trumpet, but I honestly believe it is nearly all due to my method of training and discipline. By the way, this method is copyrighted by President Murphy of the Cincinnati Southern Railroad. Of course the method is one thing, and the man who handles the method is another, and a most important consideration. That is why I point with pride to my record with the boys on the Chicago & Alton. I want them to get the credit for it, for without their coöperation my work would be thrown away. To begin with, I make a point of getting the men interested, not only in their own records, but in the records and reputation of the Chicago & Alton. I tell you one thing, and that is, you cannot, with impunity, malign or abuse the Chicago & Alton Railroad in the hearing of one of my boys.

“Then, again, I have no favorites. I make it a point to work with absolute impartiality and uniformity. Every man knows he must stand or fall on his own merits, that is, on his record as a flagman, a fireman, or an engineer; and when he gets into trouble, his character as a man is taken into account. Please don’t lose sight of the fact that I made these Chicago & Alton boys. I made good men out of them because I aroused an interest in every man. We are all proud to be able to say that we work for the Chicago & Alton, and we point to our road as the best, safest, and most comfortable in the country to-day. To give you an idea of our splendid service, you should take a ride on our ‘Red Train,’ on ‘The Prairie Express’ or ‘The Hummer.’

“In 1904, during the World’s Fair at St. Louis, we carried thousands more passengers than any other road, and we neither killed nor injured a single passenger. I spent two thirds of my time riding round with the boys during the Fair season. We heard of numerous accidents happening on other roads, and one thing leading to another, the word was finally passed around, ‘Boys, not a scratch to a passenger on the Chicago & Alton.’ And we lived up to our motto, I can tell you. This kind of work is part of my method. It is a system of personal effort and personal direction, and I can tell you it pays. If you don’t think so, just take a look at the accident records of the other roads during the same period.

“In regard to discipline, I don’t believe in being too severe. It’s what you hold up your sleeve and have the power to use periodically, that counts. Yet we are severe enough on the Chicago & Alton. No merit or demerit marks for us. For minor offenses, from five to ten days’ lay-off, with loss of pay. For neglecting to have your watch inspected, we give as many as fifteen days’ lay-off; and once in a great while, the penalty for serious offenses goes up to thirty days. But discipline to any great extent is uncalled for. When a man has been through my car, he may need it once, but very seldom a second time. If you will compare the number of preventable accidents on the Chicago & Alton during the years 1897, 1898, and 1899 with any year or period since I took charge of this system in 1900, you will get a very good idea of what the ‘Stereopticon Car’ and all that it stands for has done for the Chicago & Alton Railroad.”

But now, making an end in this way of our survey of conditions on American railroads, there is yet one topic of another nature that should prove unusually interesting to the general public.

To the writer of this book it has always seemed strange that the public interest and anxiety in regard to these distressing railroad accidents should never yet have taken the form of a very natural curiosity to find out to what extent and by whom these matters have been systematically studied and thought out. Doubtless the public has the impression that its interests are being cared for somehow by somebody. But impressions of this kind must not be mistaken for evidence. What, for instance, are the names of the employees, the managers, the politicians, or the legislators who have studied these railroad accidents at close range and given the public the benefit of their investigations? If these authorities have given little time and no thought to the subject, the public should be informed why they have avoided the discussion. As a matter of fact, the investigation has been avoided, practically by all hands, for the reason that no man can honestly apply any kind of a probe to a serious railroad accident without running the risk of a clash with the labor organizations. No such neglect, for this or other reasons, of a great public issue can be pointed to in any other department of American industry or civilization.

For instance, from time to time we read in the public prints of prizes being offered by cities and states, and sometimes by the national government, for the best designs for some public building or memorial. Without delay architects and artists all over the country concentrate their minds on the subject. Those who are capable of submitting valuable opinions and plans are invited and encouraged to do so. Money and brains and professional pride are enlisted in the undertaking, and thus we actually secure the best results that the concentrated thought and talent of the profession is capable of producing.

Now it will certainly occur to most of us that it is quite as serious and important an undertaking to try to save thousands of lives on the railroads as it is to provide commodious and artistic public buildings. Upon examination at close range, however, it soon becomes evident that no concentration of thought whatever is being directed to this safety problem, such as all other questions of national importance immediately bring into play. If this point is well taken, it surely must result in bringing to light a most unusual and almost incomprehensible state of affairs. From my point of view, then, neither money, brains, nor professional pride are in any way enlisted in the undertaking, except along the lines of least resistance. The lines of least resistance in these railroad problems are concerned with and embrace all manner of signals and safety devices for the protection of life and property. The thought and money that are being lavished on this side of the problem can be realized by a glance at any or all of the scientific periodicals. But the lines of greatest resistance, and at the same time of the greatest importance, which call for a study of the human element, that is to say of the conduct of the men in relation to efficiency of service, have as yet failed to receive the attention and thought which the importance of the problem undeniably calls for.

Undoubtedly this view of the matter will meet with considerable criticism. It is a distinct reflection on the policies and methods of the officials and the authorities to whom the public is in the habit of looking for assistance and enlightenment. Nevertheless, a short consideration of the subject will, I think, be sufficient to sustain my contention, and at the same time it will serve as an introduction to a chapter in the railroad business that is replete with interesting particulars, as well from the industrial as from the sociological point of view.

From the nature of the railroad business, with its multiplicity of rules, signals, and customs, which constitute the mysteries of the operating department, little assistance is to be expected, in a direct way, from the ideas and opinions of the general public in the devising or initiating of improved methods of operation. Public opinion, however, has its proper function and influence, which can be profitably utilized in other directions.

In the same way, judging from experience and our knowledge of the past, little assistance in the way of thought or coöperation is to be anticipated from the rank and file of the men. No amount of public stimulation or official encouragement has so far had any effect in rousing the average engineman, conductor, or station-agent, and inducing him to devote any part of his spare time or his talents to a fearless discussion of these railroad problems, which are so intimately related to the safety of the traveling public. Neither in the railroad magazines nor in the newspapers, will you ever come across an article or any kind of appeal calling upon the organizations to take a hand, in any public way, by coöperation with managers or otherwise, in improving the scandalous accident record, which at the present day is the distinguishing feature of the American railroad service. Every railroad man seems to be a specialist in his own department, and up to date there is no suspicion of a social conscience in any way connected with his job or his schedules. In a word, the employee has not devoted to the subject of railroad accidents any systematic thought or consideration whatever.

Turning now to the officials of our railroads, to the train-masters, superintendents, and managers, the evidence is even less satisfactory; for it must be allowed that any systematic and persistent study of these matters on the part of the railroad officials would sooner or later become known to the public, through the press. But there is absolutely no evidence of the kind in existence. The press of the country can be carefully scrutinized and watched for an account of a railroad accident that has been fearlessly and thoroughly analyzed by railroad officials and published for the information of the public. Personally, after carefully watching the outcome of a score of cases, I am of the opinion that the investigation of a railroad accident by the management of an American railroad is neither more nor less than a hushing-up process, in which the officials are assisted by the railroad commissioners, who frequently dodge main issues by taking circuitous routes.

For instance, it cannot be denied that railroad commissioners in general are aware that interference with discipline in aggravated form is a recognized principle on our railroads. The Massachusetts Commissioners, for example, found themselves face to face with the issue, a few years ago, during their investigation of what is known as the Baker Bridge disaster. In their report of this accident, they characterized the principle as vicious and let it go at that; and yet they are just as well aware as I am of the duties and habits of a grievance committee, as well as of the fact that the privilege of unlimited appeal from the discipline of the superintendent is to be found in almost every agreement between men and management.