There are several explanations of employers’ want of sympathy with Works’ Committees. In a number of establishments where they were formed the workers used them to deal, not with matters in which the employer and the employed were jointly interested, but with matters of executive responsibility solely appertaining to the employer. This was done sometimes out of keenness, sometimes out of ignorance; in some localities it was a definite attempt on the part of revolutionary elements to use these workshop committees as a means of acquiring the control of the industry. Again, enforcements of discipline were treated as illustrations of the “domination of capital” and tabled by the workers as matters for joint agreement. In some works, it has been surprising to me how far employers have been able to go in discussing matters of discipline, even to the extent of making dismissals for infraction of works’ rules a matter for consideration by the workshop committee. That, I am afraid, is a course which cannot be recommended. I have had some experience of the endless agitation which simmered in one yard where that particular plan was followed. The Success of Works’ Committees on the Clyde In the stormy days on the Clyde in the spring of 1916, I had, as Chairman of the Government Commission for Dilution of Labour, remarkable proofs of the extent to which workshop committees, when loyally supported by employers, operate to create industrial contentment. Up to that time the skilled men in the engineering shops on the Clyde had firmly refused to comply with the “Treasury” Agreements of March 1915, accepted on ballot by their own Trade Union, and declined absolutely to permit any woman to be introduced for the purpose of doing work previously done by a man or even a boy. The Executive Council of the A.S.E. confessed their entire inability to persuade their Clyde members to comply with the Agreement, and left the matter to the Clyde District Committee. We, as a Commission, found the Clyde District Committee willing to assist, but powerless. It then occurred to us that the best way to achieve our purpose of introducing women was to establish in each workshop a workshop committee consisting of an equal number of workers and management. We explained the scheme of dilution to the committee, leaving it to be discussed between the men on the one side and the management on the other, all information being given and objections, so far as possible, being met by us in the course of the discussion. The workers’ side of the committee would then report to a mass meeting of the workers and come back in a day’s time to a further meeting of the committee, when adjustments, if necessary, would be made by us in the scheme. The result was truly amazing; the men who previously had been adamant against dilution soon realized there was no desire on our part to force some cast-iron proposal down their throats, and that there was a definite opportunity reserved to them as