With all proper consideration for hard-worked and conscientious train dispatchers, I am compelled to confess that train orders are seldom if ever sent “slowly and firmly.” Operators will bear me out in the statement that orders are transmitted by dispatchers as fast as the men can handle them. That is to say, between veterans in the business they are rattled off at the highest limit of speed. The men concerned in the accident at West Canaan were veterans. Had the man at West Canaan been a “plug,” that is, a green hand, in all probability the accident would not have occurred. While, of course, this is merely a supposition, yet the fact remains that the men would have been transmitting _slowly and firmly, and the chances for a mistake would have been reduced to a minimum_. I thoroughly understand and appreciate the difficulties with which the train dispatcher has to contend. I am quite aware that he is called upon to handle trains with the utmost dispatch; nevertheless, I insist that, in order to reduce chances of accident to a minimum, train orders should in all cases be transmitted slowly and firmly. I stand by the rules. The issue is between speed and safety, and in all cases the latter should be given the right of way. Thoughtful railroad men, who understand the situation on the railroads at the present day, are yet very slow in suggesting remedies. They say, “It is up to the management to enforce the rules.” On the other hand, if a superintendent can be persuaded to express an opinion he will retort, “It is up to the men to obey the rules. They are plain enough and sufficient for the purpose, but we cannot station a spy at every switch to make sure that the rules are obeyed. We have to depend on the personality and general intelligence of our employees.” It will, I think, be evident from the facts and conditions that we have been considering, that whatever secondary causes there may be for preventable railroad accidents, the trainmen themselves hold the key to the situation. They are at liberty to obey the rules, and thus solve the problem in the only way in which it ever can be solved; or, they can continue to place upon these rules a wrong interpretation, and thus evade their manifest meaning and purpose. As matters stand to-day between labor organizations and railroad managers, it is very doubtful if by any practical system of supervision or discipline the rules for the safe and efficient running of trains can in all cases and at all times be adequately enforced. Thus the whole business resolves itself into a personal matter with us as conscientious railroad men. Singly and collectively, it is up to us to do the square thing, if necessary, in spite of the management.