To account for the unsatisfactory state of affairs, there are various popular excuses and explanations. Discussions in regard to block signals, tired employees, faulty rules, and so forth, are seemingly as endless as, up to date, they have proved fruitless. For the most part these discussions are being carried on by professors and students of economic conditions and by clever collectors of statistics, but the men who know all the details of railroad life, the men who pull the signals and handle the trains that are concerned in the trouble, have yet to be heard from. [Illustration: A HEAD-ON COLLISION] However, regardless of the nature or value of the discussion, the fact remains that we railroad men still continue in the same blind rut, and there is no perceptible improvement in efficiency. Managers and superintendents appear to be helpless in the matter. They are evidently unable to stem the tide of preventable casualties. The story of one accident is the story of them all. There is a smash-up. Property is destroyed, perhaps passengers are hurt. The superintendent at once starts an investigation. It is practically secret. Not a word in regard to it is allowed to leak out. After a while a decision is arrived at and a verdict is rendered,--in secret. Then discipline is administered. A private communication containing verdict and penalty is sent to the accused party. This, of course, he keeps to himself, and the incident is closed. But before long another employee, in utter ignorance of the first man’s blunder, commits the same mistake. Both of these wrecks may have been serious, perhaps with loss of life, but that makes no difference. Our traditions and ancient habits have not been interfered with and the bills have been paid. Such is discipline in the dark. Great, indeed, is secrecy. 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.