The "bottom upward" system was used with the rod and wire mills, the same as with all others. But while it was operating the skilled men who had been attracted to the movement in Joliet, Donora and Cleveland started a "top downward" movement of their own. They sent committees to all the large rod and wire mills in the country, appealing to the skilled men to organize. These committeemen, actual workers and acquainted with all the old timers in the business, could do more real organizing in a day with their tradesmen than regular organizers could in a month. Hardly would they go into a locality, no matter how difficult, than they would at once inspire that confidence in the movement which is so indispensable, and which takes organizers so long to develop. The result was a "top downward" movement working simultaneously with the "bottom upward" drive, which produced a high degree of organization for the rod and wire mill men. A great weakness of the strike was the failure of many skilled workers to participate therein. This tended directly to aid the employers, and also to discourage the unskilled workers, who looked for their more expert brothers to take the lead in the strike as well as in the regular shop experiences. The explanation has been offered that this aloofness was because the skilled men are "unorganizable." But this is a dream. In the mills controlled by it, the Amalgamated Association (which is really a skilled workers' union) has thousands of them in its ranks, most of whom earn higher wages than employees of similar classes in the Trust mills. If the proper means to organize them could have been applied, the skilled workers would have been the leaders in the late strike, instead of generally the scabs. The same thing done in the rod and wire mills should have been done in all the important sections of the industry, blast furnaces, open hearths, sheet, tin, rail, plate, tube mills, etc. Committees of well-known skilled workers in these departments should have been sent forth everywhere to start movements from the top to meet the great surge coming up from the bottom. Had this been done, then Gary with all his millions could not have broken the strike. The tie-up would have been so complete and enduring that a settlement would have been compulsory. But it was impossible; the chronic lack of resources prevented it. With the pitifully inadequate funds and men at its disposal, all the National Committee could do was to go ahead with its general campaign, leaving the detail and special work undone. It is certainly to be hoped that in the next big drive this committee system will be extensively followed. It is the solution of the skilled worker problem, and when applied intelligently in connection with the fundamental "bottom upward" movement, it must result in the organization of the industry. * * * * *