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English Poetry, sponsored by the British Academy. The subject was "Chaucer and the Rhetoricians," and the lecturer was Professor J. M. Manly, of the University of Chicago, perhaps the first Chaucer scholar of the day. The Earl of Balfour benignly presided, and the place was the rooms of the Royal Society, Burlington House.

The courtyard of Burlington House was crowded with people about to visit the Royal Academy Exhibition; the streets were thronged with pleasureseekers and shoppers; London was at the height of the season. Within the rooms of the Royal Society, hung with portraits of past worthies, were gathered the small group of Chaucer students, few but fit, listening to an American professor from Chicago delivering an address, amazingly learned, on the Father of English Poetry-he who sang:

And specially, from every shires ende Of Engeland, to Caunterbury they wende,

The holy blisful martir for to seke, That hem hath holpen, whan that they were seke.

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TH

swathed in the Union Jack. The band
of the First Battalion Irish Guards is
playing a "Lament." There are tears in
many eyes. The Prince of Wales drives
up in a motor car. The band crashes
into "God Save the King." All heads are
uncovered; the troops stand rigid at the
salute. The Prince makes a brief speech,
then pulls a cord. We gaze in silence
upon a bronze effigy of Kitchener, bare-
headed, in undress uniform. Beneath it
are the words, "Kitchener, 1850-1916.
Erected by Parliament." As we disperse
hawkers are selling a sixteen-page pam-
phlet called "Is Kitchener Dead?"
Nothing can kill that fancy. He ranks
now with King Arthur, Hereward the
Wake, and those others who "do not
die."

L

ANSDOWNE

IV

HOUSE, in Berkeley Square, the ancestral mansion of the fifth Marquess of Lansdowne. It is now occupied by Mr. H. Gordon Selfridge, proprietor of the biggest and handsomest "store" in Oxford Street, the architecture of which is revolutionizing commercial London. Mr. Gordon Selfridge and Princess Wiasemsky are "at home" to the members of the Architecture Club, who have been invited to see this fine example of the domestic work of Robert Adam-Lansdowne House. In the vast rooms are the old furniture and carpets; on the walls are the old pictures; in bookcases the old books. We stroll

about reflectively and listen to twentiethcentury music.

W

V

E sit in the chilly, venerable crypt of St. Paul's Cathedral. We wait in silence, counting the members of the Royal Academy of Arts who have been shepherded into the central places. The recess in the wall of the crypt in front of us is covered with a white veiling. No sound from the outside world reaches us. We are beneath the earth. All around are monuments to great artists. Here is Painters' Corner. I turn my head, and see the monument to Sir Christopher Wren; close by is Turner's grave. We have met to do honor to John Singer Sargent; the bronze crucifix of his own making, a replica of the one in Boston, is to be unveiled.

The clergy enter the Dean of St. Paul's, followed by two canons and an archdeacon. There is a short service; Lord Crawford and Balcarres delivers a brief address. Then he pulls aside the veiling. We see the crucifix "designed by that great artist." The President of the Royal Academy places a wreath of laurels before it. Beneath are these words: "In Memoriam. John Singer Sargent, R. A. This work of his hands, presented by his sisters, was erected by the Royal Academy of Arts."

The Dean of St. Paul's accepts, with bowed head, the charge of the memorial. Painters' Corner is inhabited by another world-famous artist presence.

The Mystery of the Mary Celeste

By OLIVER W. COBB

'HREE weeks ago The Outlook reported an explanation of a fifty-year-old mystery. It was given in the form of a story which had been told to a writer in "Chambers's Journal" and then retold in a recent issue of the New York "Herald Tribune." This tale, which came from one who purported to be Cook Pemberton of the Mary Celeste's crew, made out that there was no mystery at all, but a false report by the captain of the Dei Gratia that discovered and salvaged the Mary Celeste. A cousin of Captain Benjamin S. Briggs, of the Mary Celeste, Dr. Oliver W. Cobb, of Easthampton, Massachusetts, seeing this report in The Outlook, and indignant at the aspersions not only upon Captain Boyce, of the Dei Gratia, but Captain Briggs, who disappeared from the Mary Celeste, has sent us the statement printed below in which he gives his theory of what happened.

"When Captain Benjamin S. Briggs and his wife, Sarah, with their two-year-old daughter went away on this unfortu

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nate voyage," writes Dr. Cobb to us, "the family left at home consisted of the grandmother Briggs; the Captain's son, Arthur, seven years old; and myself, fourteen years old. Both Captain B. S. Briggs and his wife, who was Sarah Cobb, were my cousins. To us and many other friends and relatives who waited long for news of these dear ones, and who still mourn their unreturning feet, their story is no fraud or romance, but a great sorrowful tragedy."

Though Dr. Cobb refers to a yarn said to have been told by a sailor named Triggs, accounting for the disappearance of Captain and crew by an adventure involving the capture of a derelict and desertion, he does not here take up the strange story purporting to come from Cook Pemberton. In this issue, however, on our editorial pages, we summarize the reasons given by Captain Briggs's son for rejecting the Pemberton tale. And now follows Dr. Cobb's interesting narrative and persuasive explanation.-THE EDITORS.

pipe and after blowing out two or three
puffs of smoke will say, "Well, what do
you suppose ever became of the crew of
the Mary Celeste?" Fifty-four years
have passed, and still the question and

We know that Captain B. S. Briggs, his wife and daughter, a mate, second mate, cook, and four sailors on the brig Mary Celeste left New York on November 7, 1872, with a cargo of 1,700 bar

ranean port, Genoa, and that Captain Oliver E. Briggs, a brother, left New York at an earlier date for Vigo, Spain, in the brig Julia A. Hallock, and from Vigo was to go to a Mediterranean port. 'Those brothers had been in correspondence and intended to meet at Barcelona, Spain, where they both expected to load fruit for New York. Two days out from Vigo, in a storm in the Bay of Biscay, the Julia A. Hallock sprang a leak. The pumps choked by the fine coal of which she had a partial cargo, she filled with water, rolled over, and sank, all her crew being lost except Mr. Perry, the second mate, who was rescued from a piece of floating wreckage four days. later by a Spanish vessel and landed at Vigo.

The Mary Celeste was found by the men of the British brig Dei Gratia on December 13, 1872, about three hundred miles west from Gibraltar, and taken by them to Gibraltar. They found the Mary Celeste with topgallant yard down on the cap and gaff topsail clewed down otherwise under full sail. Jibs set on starboard tack, vessel headed east, wind northerly. The vessel had evidently been hove to on the starboard tack, and by a change in the direction of the wind sailed away on the port tack, the main boom swinging over to accommodate either position. Everything about decks was in order except that the fore hatch was off and lay upside down on the deck. The yawl-boat was gone and the davit tackles were hanging loose, showing that the yawl-boat had been lowered. Nothing seems to have been disturbed in the cabin except that the ship's papers, chronometer, and sextant were missing. Compasses, captain's watch, and a sum of money in the captain's desk were all there. Mrs. Briggs's sewing-machine and a small garment on which she had evidently been working were left as if she had gone away for a minute. The mate's log-book lay open on his desk, as is usual, and the last entry I have previously quoted. These entries are always made at noon.

A search of the forecastle showed the seamen's chests and clothing in usual order, and money was found in three of the chests. The remnants of a meal were found in the forecastle.

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masters who lived up to the best traditions of the sea. To represent him as a criminal deserter of his ship is to desecrate his memory.

The Triggs story is as much in error as the picture of the vessel on the same page, which shows boat at davits and square rig on mainmast. The Mary Celeste was square-rigged forward, but had no yards on the mainmast, having there a fore and aft mainsail and gafftopsail like a schooner, thus being a cross between a brig and a schooner, or

In Next Week's Issue

The "Inside"

of

American

Prisons

By

Don C. Seitz

what is called a "hermaphrodite brig." Instead of eighteen men on board, there were the captain, mate, second mate, cook, and four sailors, signed on in New York (eight men), Mrs. Briggs, and a baby girl about two years old, making the number ten all told. Triggs seems to have forgotten that the yawl-boat was gone and that the davit tackles were hanging as if the boat had been lowered in a hurry. He has forgotten a very important bit of evidence. He says that the Mary Celeste made good sailing across the Atlantic until within twentyfour hours' sail of the coast of Portugal. Whereas the last entry in the mate's logbook, which lay open on his desk when the men from the Dei Gratia went on board, reads: "Weather fine, wind light, St. Mary's island six miles distant." The

entry also gives the latitude and longitude, and tells of ordinary work being done by sailors, and is dated, as I remember, about ten days prior to the finding of the vessel abandoned. Triggs says that he signed on in Boston. It is known that the crew were shipped in New York. As Mr. Triggs's story is wrong in all these known facts, the remainder of his story can easily be disposed of as pure fabrication, with no supporting evidence whatever.

ow what happened?

No

This seems to me to be the best theory: A cargo of alcohol sometimes explodes, and it usually rumbles before exploding. It may well be that after the breakfast had been cleared away in the cabin on the morning following the day of the last entry in the log-book, when the vessel would have been about one hundred miles from St. Mary's Island, the temperature rising, the cargo began to rumble. If the Captain was frightened by the rumbling of the gases in the hold-and indeed an explosion may have already occurred, blowing off a hatch and throwing it upside down on deck, where it was found-and if he decided to get his people into the boat as a measure of safety, the boat being on the davits across the stern, he would have laid the squaresails aback to deaden the headway of the vessel. As the vessel was sailing east, the position of the jibs (set on the starboard tack) would indicate that the wind was southerly at the time. It would have been good seamanship to have lowered the topgallant yard and the gaff-topsail.

The boat being lowered and brought alongside, the embarkation must have been in great haste, as the Captain left his watch and his money and three sailors left money in their chests.

We do not know what befell them. The boat may have been swamped in getting away from the vessel. The cargo. did not explode, and it may be that the vessel sailed away from them, leaving ten persons in a small boat a hundred miles from land without compass, food, or water. They perished; how we shall never know. The brothers did not meet at Barcelona. Let us hope that they met where there is "no more sea."

The vessel was evidently hove to on the starboard tack headed east when abandoned, and when found by the men of the Dei Gratia was sailing on the port tack with her jibs to windward, still headed easterly, with a northerly wind which had prevailed for several days. The known facts are consistent with the above theory.

A

Organizing for Peace and Prosperity

MERICAN business men are possibly the best organizers in the world, and yet one who investigates will find as many different plans in effect in industrial management and in building of organization as there are organized units. It is not possible that all of them are the best; there must be some choice between them all.

In starting a new manufacturing plant in a chosen location the first great problem is organization. How can you get together the number and kind of men needed to enable you to prosecute successfully your business? When you have secured the best men you can for the various tasks you wish them to perform, you must weld them into a compact, cohesive, virile, loyal, ambitious, and efficient group.

A management can hope to do little without the confidence, the good will, and co-operation of its men. Such important factors cannot, however, be secured in a day or by the mere adoption and announcement of company policies and plans.

Mutual confidence is essential to all group accomplishment, and it is some-) thing that must be created after considerable contact between management and men. It is something that must be earned and deserved-it cannot be bought.

To build up a spirit of confidence there must first be much of understanding of company policies, of company problems and plans. Absolute frankness, together with great patience and clearness in explanation of these things, will in time create the beginning of a firm foundation of confidence.

WE had that problem of mutual con

fidence to solve here in Middletown, and we began trying to solve it when we began building the organization. We outlined the company's policies and plans, informed our men as to what they could expect in treatment and cooperation from the company. Then we tried to live faithfully up to every policy and promise. A management must make good to its men, just as the men individually and collectively must eventually make good to the management. But the management must do it first.

Human confidence is, however, such a

By GEORGE M. VERITY

sensitive but strong and abiding trait that, like the oak, it is of very slow that, like the oak, it is of very slow growth. It must be planted, incubated, and cultivated over a long period of time, as only time can prove honesty and consistency of purpose as well as the soundness of one's plans.

It is, of course, a fact accepted to-day without argument that working conditions, wages, and hours of employment must be the best that high regard for human life, earnest effort, and competitive conditions will permit.

This, however, was not altogether an

I do not think we encountered any accepted fact when we began trying to do it here in Middletown. Still, it was not a particularly difficult thing to accomplish. We tried to make supervision of work human, reasonable, and patient -tried to supervise in a spirit of understanding rather than in the old-fashioned, arbitrary way of issuing orders without understanding what it was all about. We tried to make actual working conditions -ventilation, sanitation, wash-rooms, lockers for clothes, cooling arrangements for furnaces, and all equipment and conveniences reasonable and helpful. To put it in a word, we treated the men like human beings.

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George M. Verity President of the American Rolling Mill Company

very serious obstacles to establishing confidence here. Some of the men were "from Missouri." That must be expected from men who find themselves in a new environment. Also there were a few isolated individuals who were just naturally Bolshevik in nature and did not want to see the company make good in its announced, rather new, policies. But they gave less trouble than might have been expected.

If the policies of a management are sound, honest, generous, helpful, and inspiring, the confidence of men can be obtained and held, but only as it is deserved. Confidence once secured and followed by a continuous campaign of education, which will from period to period give your organization a broad understanding of the problems and necessities of your business, will in due time enable you to secure the co-operation and efficiency needed in the solving of all your problems.

While you are working on the inside. there is much that you can do on the outside to not only speed up but to enlarge the results you are endeavoring to obtain. Working hours are now usually one-third of the time that workers have to spend. When work is over, there are still eight hours for recreation and eight hours for rest and recuperation.

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HAVE always contended that the way a man spends his recreational hours largely determines the kind of man he is. His home life, his social and recreational activities, as well as his community life, must all find expression in one eight-hour period.

Perhaps I will be pardoned for referring so frequently to our own organization. I am not doing so out of egotism; but whatever knowledge I have of industrial organization was gained here, and, if I am to make myself clear, I must refer to the school in which I learned. We did something for the recreation of the men by forming an Armco organization to which every man from top to bottom belonged. That organization planned recreational and social activities, all of which were very meager to begin with, but they were improved and broadened as time showed that they were practical, helpful, and desirable. In time garden plots were provided for all who desired them. Baseball, football, athletic events

generally, and entertainments of various sorts were planned in season, on the theory that what a man does in his recreational hours unquestionably either builds him up or pulls him down.

In a sermon Dr. Robert Freeman, of Pasadena, California, said once something much to the point. These are his words: "The soul grows on what you do in your spare time; and because of what has not been done in spare time there will be many a tombstone that ought to be chiseled:

HERE LIES

A SUICIDE

DECEIVED WITH THE FANCY THAT GOING THROUGH LIFE WAS LIVING WHOSE SOUL MIGHT HAVE BEEN SAVED HAD SOME FEW HOURS BEEN SPENT IN HEROIC MINISTRIES

OR

IN RESOLUTE UNSELFISHNESS"

We have tried, also, to link up the factory with the home. As a plain fact, the home has been the foundation of all our planning. Where home life is not what it should be there can be no real happiness or efficiency. We organized a local realty company to build suitable homes and to sell them on easy payments. A large percentage of Armco men are home-owners, and the standard of their homes is very high.

A visiting nurse, sympathetic and skilled in human affairs, appears at every home where there is trouble of any kind -whether the trouble is a joy or a sorrow, a birth or a death, or a lesser event in the life of the family. After her first visit she is always welcome as a friend. Representing the management as she does, her ministrations help to create a feeling of friendliness and co-operation.

Friday-night entertainments in the auditorium of the Administration Building provide amusement for men and their families. On Saturday morning a moving-picture show is given in the general office auditorium, exclusively for all the children of the neighborhood.

The home is the foundation of our present civilization. So anything you So anything you can do to make good homes available on easy terms, to make home life respond to man's best needs, to assist in creating a sound and progressive community life socially, recreationally, educationally, morally, and spiritually, will bring you large returns.

Industry cannot, as I see it, separate itself from the community in which its plants are located and in which its people must live. In proportion to its strength, industry should help the community to respond to the present-day needs of an advancing civilization in order that its people may live such lives

outside their working hours as will help to develop them in the largest and best way, and thus prepare them for the responsibilities which they must assume in their working hours.

We have tried to tie our plant closely to the community. The Armco band, comprising some fifty-two pieces and led by a Middletown man, Frank Simon, who won his reputation with Sousa, gives a free concert in Armco Field every Thursday evening during the summer months. From five to eight thousand people usually attend these concerts. Armco Park, a rolling tract of woodland and meadows owned by the company, is

Frank Simon

Armco Bandmaster

maintained and operated as a community park, free to all. The company gives its support to the Middletown Civic Association, which operates sixteen community service agencies in the interest of all the people. These agencies comprise all of the community activities not taken care of by the municipality under its City Commission.

Community and industrial peace and stability go hand in hand.

In dealing with human life, self-respect and initiative must be encouraged and developed. Any policy that tends to smother or lessen either of them is working backward, and not forward. It is therefore just as important that you permit your men to assume their full share of responsibility in the working out of all of your mutual problems as it is for you to stand ready and willing to do your part, whatever it may be.

In the conduct of this company's business both managers and men as individ

uals are given the opportunity to take the initiative in carrying out every phase of the company's work. In order that they may act intelligently and with understanding of the company's problems, they are kept fully posted as to plans and the resultant profit or loss in every period. Every part of the company's work is carried on in a spirit of co-operation and mutual interest.

M

ANAGEMENT and men cannot, of

necessity, "give in kind." When men give of their best in interest in their work, in honest hours of efficient effort, in loyalty, in suggestion and planning, and in faithful service, they are contributing their full part, and it is then up to the management to do anything and everything within the economic, financial, and material limits of its power to make life and a job for the men worth while.

Members of the Armco Association, which, as stated, includes every member of the Armco organization, pay dues of fifty cents a month. After about fifteen years of operation, the officers of the Association made a request of the management that the company bear the cost of certain athletic and entertainment activities which the Association could not pay out of its regular income. The answer of the management was that it did not seem wise or best for the company to assume directly any part of the cost of work carried on by the Association, but that the company would agree to pay into the treasury of the Association fifty cents for every fifty cents paid by an individual member. In other words, the income of the Association was doubled, but the management of Association affairs was left absolutely in Association hands.

That is what we call a fifty-fifty program. Where the men of an organization serve the company the best they can in any and every way, that is their fifty per cent. It is then up to the company to do anything and everything that it can in promoting the interests of its men and their families and to make life and a job with the company worth while. That is the company's fifty per cent, irrespective of which side has expended the greater amount of effort or money.

If you expect to build a business on these lines, you may be certain of discouragements, for life is a combination of encouragement and discouragement, in which some seem to find more of one than the other.

You can rest assured that in all human affairs the individual or the group who can be discouraged in the working

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out of any of their plans will be. It is the individual or the group who, in spite of many difficulties, simply will not be discouraged in any serious degree or for any length of time that finds the largest

success.

You will find discouragement in that many individuals will be harder to convince of your sincerity of purpose or of the fairness or soundness of your policies than you will feel should be. You will find discouragement in what would seem to you much of wasted effort where you feel you have done your best. You will find discouragement in that no human plan of organization is perfect. The best has its weak points, which must be allowed for. Life was not made to be perfect, but we must keep the weaknesses in our policies and plans within reasonable limits.

We have had discouragements here, plenty of them, but they do not look so large in retrospect.

In a general way, our first ten years of operation were consumed in earning and

securing the confidence and good will of securing the confidence and good will of our first small organization of about five hundred men. At the end of ten years we built a new and much larger plant and brought about fifteen hundred new men to Middletown at one time. The new men were not only "from Missouri," as workers who know the early traditions of the steel business always are, but they could not understand the spirit of good will and co-operation that seemed to exist. It was entirely new to them. They felt that the company must have its old men bought up or fixed in some way and that the apparent good feeling could not be real. They were suspicious, not only of the management, but of the older members of the organization. It was necessary, therefore, to start all over again. Company policies, plans, and problems had to be visualized through patient effort. The way to co-operation had to be shown. The result to be obtained from "mutual effort" and "mutual interest" had to be proved. But, within a reasonable time, the original group and

the new and larger group were welded into one compact organization, and the very satisfactory results secured from our first ten years of effort were not only duplicated but strengthened.

You will find discouragement in that things will happen to retard your efforts that apparently no one can preventthat is life.

However, if your policies are sound, if in their creation you have taken into account human frailties, human emotions, human reactions, and human psychology, and if you have the courage to persistently and consistently follow your adopted policies, in spite of all discouragements, you are bound to suc

ceed.

Middletown, Ohio, enjoys a very high standard of industrial and community peace, happiness, and prosperity, all of which make for stability, and that result has been secured through an earnest and conscientious effort on the part of all of our manufacturers to follow policies which I have endeavored to describe.

Glacier Park as an Outdoor Laboratory

Ο

UR National Parks have been much advertised for their beauty and as places for recreation and pleasure. They have been well called the people's playgrounds, and as such their value has fully repaid the trouble and expense required for their preservation. Little attention, however, has been paid to their great value as laboratories, especially for the study of geology, botany, and zoology. The vast size of our country and its slow rate of settlement in colonial times have prevented people from realizing that there is now very little of it left in its original condition. As the years go on and the United States approaches the condition of Europe, the value of the conservation work of the past half-century will be more and more realized by scientists, as it is already appreciated by the lovers of natural scenery and of wild life. This is not a matter of so much importance to the geologist, as he is more concerned with the conditions of the rocks under the surface of the earth, and he generally welcomes any of the acts of man which lay bare hidden geological formations. But to the botanist and zoologist it is of the highest importance to have extensive areas in which can be found plants and animals living in the conditions in which

By W. G. WATERMAN

they had existed for centuries before the generations. Ten per cent of our precoming of the white man.

In this connection a warning may not be out of place. This double value of our preserved areas should be borne in mind and the recreational function should not be allowed entirely to overshadow the importance of the preservation of the original conditions. Recreation in our natural preserves must sooner or later destroy these original conditions, as it inevitably destroys or drives away many of the original inhabitants, both plants and animals. This occasionally happens, even with the best of intentions, happens, even with the best of intentions, if scientific experts are not consulted when plans for preservation are formulated. This is especially true in areas devoted to the preservation of some special forms of life, notably in bird refuges. Here the planting of alien food plants or the destruction of predatory animals may easily destroy the balance of nature and produce communities which are quite different from the original ones.

In order to prevent this unintentional destruction of original conditions, certain preserves, or a portion of each preserve, might well be segregated from mere pleasure-seekers, in order that the origpleasure-seekers, in order that the original conditions may be preserved as nearly as possible for study by future nearly as possible for study by future

served areas would not be missed by the pleasure-seekers, and these preserves within preserves would satisfy the needs of our scientists for all time.

Of all our National Parks, Glacier Park, in Montana, is in some respects the most valuable for scientific study, as it combines within its limits the most varied conditions and offers most diverse specimens of geological, botanical, and zoological formations. Phenomena which could not be observed except by arduous journeys of thousands of miles to many parts of the temperate and Arctic regions are here combined within a few hundred square miles, and in this respect Glacier Park is unique on this continent and almost in the world.

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