Confessions of a Railroad SignalmanFagan, James O. (James Octavius)
History
Confessions of a Railroad Signalman
Fagan, James O. (James Octavius)
Railroad accidents; Railroads; Railroads -- United States -- Employees
Are our organizations prepared to say to the public, “We are sorry,
but the fact is, our machine is constructed purely upon selfish
principles. Our time and efforts are exclusively occupied in fencing
with the management. When passengers, even our own brothers, are
killed, it is up to the superintendent every time. Let him change the
rules if he thinks fit, but according to precedent and the rules of our
organization in such cases, we are not expected to show any signs of
sympathy or humanity. Consequently, to all interests apart from what
may be called the political welfare of the whole machine, we are deaf,
dumb, and blind?”
Is this an overdrawn picture? I think not. It is simply a truthful
matter-of-fact description of railroad organizations, from whose
calculations and behavior the personal and sympathetic element in
regard to these safety questions has been eliminated.
But now, widening our horizon a little, we have next to take note
that these questions of personal character, personal responsibility,
and unhampered personal effort, are real and intense problems for
thoughtful people to study, not only in relation to preventable
accidents, but in every department of railroad life.
Some time ago, in an issue of the “Engineering Magazine,” a note
of warning was sounded against the result of certain American
manufacturing methods. It was pointed out that the principle of
securing the largest output of uniform character, at minimum cost,
made automata of the operatives, and discouraged skilled and trained
artisans to so great an extent that the quality of the men to-day,
for lack of proper inspiration, was generally poor and unreliable.
According to the opinion expressed in the article that I refer to,
many American manufacturers are beginning to realize the necessity of
attracting men of high character to their employ, of surrounding them
with an environment tending towards sobriety, integrity, and industry,
and rewarding them according to their efforts, in order to avoid the
effects of this so-called “American tendency.”
Public-domain text, read in full here on John Shaqi.
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