Within the last ten or fifteen years, many railroads have changed or modified their system of discipline, as a tribute, in part, to this popular sentiment. Perhaps in making these changes the managers did the best they could under the circumstances. They found themselves fast losing the backing and authority necessary to enforce the old system, and the new method was at least a working arrangement with harmony for its basis. A great majority of the railroads of the United States are now using some sort of a merit system in the administration of discipline. Most of these methods are adaptations of the Brown system, which was invented by Mr. G. R. Brown, at one time vice-president of the Pennsylvania. Brown figured it out for himself, while he was taking all the steps from trainman up, on the Fall Brook Railroad; and when he got to be general manager he put it in on his road. The system, as modified by most of the roads, is a sort of bookkeeping, with debits and credits in the shape of marks, to the account of each man. Generally speaking, a perfect record for any term of years may not be entered as a credit item in the book, although conspicuous instances of heroism or devotion to duty are sometimes noted. But a perfect record for a certain period will wipe out previous debits. An employee has access to his record book at any time, otherwise the record is kept in absolute secrecy. On some roads “rolls of honor” are kept and published, usually in the railroad magazines. The names of the men, together with an account of the meritorious action, receive special mention. But, on the other hand, there is no mention, either of names or particulars, in regard to the debits when employees make mistakes. Railroad managers appear to be satisfied with this Brown system of discipline, and the statement has repeatedly appeared in the public prints that the adoption of these rules has resulted in better service to the companies. So far as the safety of travel and the general efficiency of the service are concerned, the figures and reports issued periodically by the Interstate Commerce Commission are calculated to convey a very different impression. Railroad officials inform us that the Brown system is an attempt to promote good feeling between the men and the management. This is doubtless true, but the statement lets the cat out of the bag. The employee appreciates the fact that the sting is extracted from a reprimand when it is administered in secret. Doubtless, if the sole aim has been to secure harmonious relations between men and management, little fault can be found with the Brown system; but it appears in a somewhat different light when we study it in relation to the safety problem.