=A Man and His Job.= One of the slogans of the French Revolution was “The right to work.” Man has a proprietary right in his job and it is the only property that most men possess; when he loses it he is losing everything. Some years ago the Idaho legislature passed a law which guarantees to every citizen resident in the state for six months, ninety days public work a year at ninety per cent. of the usual wage if married or having a dependent, and seventy-five per cent. of the usual wage if he is single. Industry has never been organized so as to include the best interests of the worker. There are hundreds of thousands more workers needed in the good years than in the bad years. In every business special calls arise for more workers to be used for a few weeks or a few days at a time. The reserves of labor necessary to meet these seasonal or casual demands can be reduced to a minimum, providing that industry is regularized. As it is, the individual worker suffers in the machine, or system, that he has helped to create. The modern plan of organization provides for managers, superintendents, foremen, clerks, and skilled men--all dependent for their position upon the group of unskilled men or semi-skilled workers at the bottom. It is obvious that we cannot legislate so that lumber can be taken out of the forests all the year round, nor can the casual workers--farm laborers, fruit-, and hop-pickers and others--have continual employment. What we can do, however, is to mobilize the labor forces of the country with the same care and ability that we have mobilized our national army. Through a chain of labor exchanges extending throughout the whole nation we can bring the man and the job together. When the lumber employees in the woods of Washington finish with their season they could be brought down into California to work on the farms and in the fields; and then farther down as the fruit ripens, following on straight through the state. In the autumn they could be brought back again to take their places in the woods. Another thing that will be required is a changed attitude toward the men at work. Just as long as we assume that the workers employed at these tasks are worthless, just so long will they try to live down to their reputation. A Methodist minister in Seattle believed that the average “blanket stiff” had enough good in him to respond to right treatment. He formed a cooperative company and bought up a number of mills in the state. He hired a lot of the commonest workers and sent them out to the woods to work in these mills. Instead of attempting to make a big profit on the labor of the men, he allowed the men to share in the management and profits of the concern. The result was that when all the other mills were having labor troubles he was able to work right straight along, and where others failed he made a big success. The reason was that he faced the issues squarely and fairly, and treated the men as he would himself like to be treated.