To give a list of the important concerns is like reading the Stock Exchange list, General Electric, Westinghouse, du Pont, General Motors, International Harvester. These are concerns of a similar type. Most of the money invested is from the outside, mere impersonal capital. The managements have grown up from within the plants. The labor is in much closer human relationship to the management than the capital. If capital earns big dividends it is satisfied, but the other two elements, management and labor, live and work together every day. Once an industrial council is established reuniting the management and the workshops, it is rarely let drop. It eases up the day to day difficulties. No matter what system is used the daily contact is certain to avoid some strikes. There are three systems, generally speaking, in vogue: To organize the industrial councils on the same plan as the Federal Government, with Senate, House and President the employees elect the House, the Senate is made up of superintendents and the President and his managers are the Cabinet. This plan is popular in the textile trades. It keeps firm control in the hands of the management. A second plan, which also keeps the control firmly in hand is arrived at by the management asking the employees in a factory to form a “shop committee,” which will recommend, but has no vote. Third Plan Outlined. The third plan, the one that best expresses the spirit of the movement, provides for a joint council with definite voting powers. This council usually handles everything relating to what goes on within the factories up to and including wages. It has nothing to do with the outside business, buying or selling, and, in the final analysis, does not settle the general scale of wages. But, within the factories, under these limitations, it comes to agreement about every detail, or there is an appeal to the manager or President of the company. Arbitration boards are even provided for, but that is hardly necessary, as the whole affair is only a domestic arrangement. All these plans are mere devices for smoothing out the daily industrial life, and have nothing to do with large economic questions. But it is extraordinary how much trouble they avoid. When it comes to a showdown they can prevent neither strikes nor the lowering of wages. That is not their importance. They prevent the misunderstandings which grow out of the lack of human contact, and experience is beginning to show that most industrial trouble comes from minor considerations. In one case an effort is being made to utilize the idea to a far greater extent. It has been brought into use to control a whole industry, lumber, in the Pacific Northwest. The movement has a peculiar history which needs to be explained. Handling of Migratory Worker.