of such papers, and they are quite as ready to create as to describe it. To sustain law and order is humdrum, and does not readily lend itself to flaunting woodcuts; but if the editor will stoop, and make his subordinates stoop, to raking the gutters of human depravity, to upholding the wrong-doer, and furiously assailing what is upright and honest, he can make money, just as other types of pander make it. The man who is to do honorable work in any form of civic politics must make up his mind (and if he is a man of properly robust character he will make it up without difficulty) to treat the assaults of papers like these with absolute indifference, and to go his way unheeded. Indeed he will have to make up his mind to be criticised, sometimes justly, and more often unjustly, even by decent people; and he must not be so thin-skinned as to mind such criticism overmuch. In administering the police force we found, as might be expected, that there was no need of genius, nor indeed of any very unusual qualities. What was needed was exercise of the plain, ordinary virtues, of a rather commonplace type, which all good citizens should be expected to possess. Common sense, common honesty, courage, energy, resolution, readiness to learn, and a desire to be as pleasant with everybody as was compatible with a strict performance of duty--these were the qualities most called for. We soon found that, in spite of the wide-spread corruption which had obtained in the New York police department, the bulk of the men were heartily desirous of being honest. There were some who were incurably dishonest, just as there were some who had remained decent in spite of terrific temptation and pressure; but the great mass came in between. Although not possessing the stamina to war against corruption when the odds seemed well-nigh hopeless, they were nevertheless heartily glad to be decent and to welcome the change to a system under which they were rewarded for doing well, and punished for doing ill. Our methods for restoring order and discipline were simple, and indeed so were our methods for securing efficiency. We made frequent personal inspections, especially at night, turning up anywhere, at any time. We thus speedily got an idea of whom among our upper subordinates we could trust and whom we could not. We then proceeded to punish those guilty of shortcomings, and to reward those who did well, refusing to pay any heed whatever in either case to anything except the man’s own character and record. A very few of these promotions and dismissals sufficed to show our subordinates that at last they were dealing with superiors who meant what they said, and that the days of political “pull” were over while we had the power. The effect was immediate. The decent men took heart, and those who were not decent feared longer to offend. The morale of the entire force improved steadily.