In contrast to the personal attention that is paid to the human element on the Santa Fé, let us glance at the methods pursued on railroads in the East. You will find in our railroad offices an exact record and working history of every piece of equipment, from a spike to a locomotive. Every draw-bar, every coupler, every passenger coach, and practically every engine-tire has to give an account of itself. The performances of these “parts” are carefully scrutinized and watched. You will be shown all sorts of diagrams, charts, and volumes of statistics going to show the care and expense devoted to equipment and machinery. But if you happen to ask for a few human statistics you are likely to be disappointed. For instance, if a certain train crew runs a freight train two hundred times in a year, breaking seventy draw-bars and upon different occasions delaying thirty-seven passenger trains, and another crew under very similar conditions pulls out only thirteen draw-bars and delays only nine passenger trains, you may consider the records quite important; but in the railroad offices you will find no statistics of this nature, no comparative statements and diagrams illustrative of the workmanship and character of different men and of the value and significance of the human element in the running of a railroad. In a word, you will infer from your investigation that if it isn’t a machine or a piece of machinery it isn’t worth bothering about. Finally, let us take a very significant illustration, in which the traveling public should be somewhat interested. The other day a through passenger train arrived at a junction in the western part of Massachusetts. It was on its way east, and was practically on time. But at this point it became necessary for the engineman to renew the water-supply. Consequently he cut off his engine and ran down some little distance to the water-stand. After an interval of twenty minutes, as the engine had not returned to the train, the station-master went down to investigate the delay. He found the engineman and fireman sitting quietly in the cab waiting for a brakeman to come and turn on the water. It was some brakeman’s duty to do this work at this point, and as he failed to appear, business came to a standstill. The engineman knew his rights and stuck to them. The idea of loyalty to the interests of the corporation and the public could not be permitted to enter into the question, for the reason that to do another man’s work, even in a case of emergency, would be to surrender rights and privileges which had been fought for and secured after months of agitation and diplomacy. The train was thirty minutes late at its destination. In such cases the management is helpless.