Evening star. [volume] (Washington, D.C.) 1854-1972, 1904-03-12

rm the best type of the labor leaders Of
today.
After leaving the leadership of the
Knights of Labor Mr.. Powderly studied
law in Pennsylvania and was admitted to
the bar there and also to practice before
the Supreme Court here at Washington.
He was. during President McKinley's ad-
ministration the commissioner general of
immigra tfon but he has now gone back to
his practice, although he has by no means
dropped his interest in labor and labor
questions.
Strikes Don't Pay.
"No, don't believe in strikes" said he
II have never believed in them and have
done all l could to keep my men out Of
them. They don't pay. They are not
necessary, and they bring great suffering.
Nine-tenths of the trouble between en-
ployers and employees are based on mis-
understandings and precipitate action.
Both parties are afraid of each other and
they stand off when they should come to-
gether. Sometimes the men have a griey-
ance and one of the indiscreet among them
complains of the situation to a newspaper
reporter and sensational article is pub
lished, saying the men are going to strike.
This makes the employer angry. He asks
why the men did not come to him with
their troubles, instead of going to the pa
pers. The report hurts his business and
he is in a fit mood for a fight All this is
wrong. The employers and employees
should come closer together and each
should try to know and understand the
other They should not wait for trouble,
but should affiliate in the interest Of indus
trial peace
How the Men Should Help Their EN-
ployers.
what do you mean by that?" I asked.
II mean that when the business is going
on all right and the men are satisfied the
employer should show an interest in them,
and, If possible, get closer to them. 1 mean
that the men at such time should go to
their employer and say, We are doing
well, we like job and we are satisfied
with our wages. Now, want to know
if there is any way in which we can help
your business 1t is to our interest to have
you make money and anything that we can
do to make the business pay better will
do. Such an action would bring the two
together, and the average employer, IL his
success was greater through such action.
would be glad to reward it by higher
wages.
Then the interest of the employer is the
interest of the MANI" l asked.
YES. it is" replied Mr.. Powderly. '"The
men are dependent for their work on the
success of the capitalist, and he is depend
ent on Them.
The Partnership Question.
Then why should not the two go into
partnership
"They are in a partnership whether the
men will acknowledge it or not" was the
reply; nut the partnership differs from the
ordinary partnership in that each party has
an individual interest antagonistic to the
other Each wants the biggest share OF
the profits: the laboring man his increased
wages the capitalist his in cutting wages
down to increase the profits. The two are
working together, but at the same time al
ways pulling apart. 1t is one or the most
| delicate relations on earth"
DO you think the laborng man Is bene-
| flied by being a partner in the shop or rae
| tory for which he works."
Yes l do. Such a partnership, II the
| men have a place on the directorate, SHOWS
| them how the business is really running.
| They learn the difficulties, losses and trou-
| bles of the nagement and get look al
| the other side of the ledger. If business is
| bad they arc less ready to strike and If
! good they get a share of the profits
Independent Plants Run by Workmen.
How about the laboring men joining and
| starting independent places of their own?
| "Such enterprises seldom succeed" SAID
Mr.. Powderly. "They have been tried, ano
| they are likely to be tried again now thai
| so much money is accommodating in the
treasures of the trades unions. see In
| the papers that some Of the unions of Chi
cago have SO much money they talk OF
| starting bank. The United Mine Work
ers, for instance, have over 100000 In
| their treasury"
But, as I have said,'' continued Mr.. Pow.
| DERBY, such things fail. Why? / will tel
/ YOU why Managing great business is a.
| much of a profession as the proper handling
/ of certain tools is a trade. 1t is only to bs
/ acquired by natural skill and long training
! If you should put banker to building
/ steam engine he would fail, and so will tht
| machinist faal who tries to manage banl
or factory. There are exceptions gram
! you, but ninety-nine times out Of a hundred
either will fail. This is more SO every yeal