In the course of six months’ work the Clyde Commission established nearly 200 workshop committees which met each week, and had the satisfaction of seeing them dispose of workshop grievances and other works disputes in a harmonious, business-like and effective manner. It produced the best possible feeling among the men; they felt—as many of them told me personally—they were no longer under the heel of the foreman, but had an opportunity of putting their complaints fully before the management, being called, of course, as witnesses by the workers’ side of the committee. They felt, they said, that their labour was being no longer treated as merely raw material in industry, and that they had at last attained a human status. This, however, we did insist upon, that a worker had to go through the constitutional shop procedure for disposing of his grievance before it could be brought up at a meeting of the committee; in other words, if shop procedure provided for the question being dealt with by the foreman with an appeal from him to the manager, that it should be exhausted before the committee could take the matter up. In the same way the worker had to exhaust his Trade Union procedure, reporting the matter, it may be, to his shop steward, who would follow the progress of the controversy in the accustomed manner. Executive Management a Matter for Employers The cause of what I hope is only a temporary stoppage in the progress of Joint Councils and Works’ Committees is due to the fact that extreme sections of Labour have taken the view that these Councils and Committees seriously interfere with their projects of bringing industry to an end, so as to enable the workers to acquire control of it, and have, therefore, instigated the workers in certain districts to advance demands going to the very root of the employer’s right and responsibility to manage his business, which do not admit of discussion. The employers rightly have objected to this. But for the way in which moderate workmen have unwittingly lent themselves to these tactics, there is no doubt that the scheme for Works’ Committees would have made greater headway. To give an actual illustration: One of our mammoth liners, in shipyard after being repaired, required a few hours’ overtime on the part of six fitters to enable her to go to her home port to load for departure. The fitters refused to work overtime until the matter was discussed between their shop steward and the management; a discussion took place, the former would not agree, and insisted on convening his workshop committee in a couple of days. The ship was all this time being detained, and eventually had to sail, as she could wait no longer, but as a result of the delay, she missed the tide at her home port. While a limitation on the total amount of overtime to be worked per working week is a matter for legitimate agreement between management and men, when and how the