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pulchers. For all real people He had a most gracious tolerance and help. He kept company with publicans and sinners because He saw something in them which touched His sympathy. He did not reject the Magdalen, but received her kindly, and bade her hope.

Yet, strangely enough, it is precisely in the history of the Christian Church that the spirit of intolerance has been most active. It is doubtful whether all the persecutions by the early Roman emperors made as many martyrs as were slain in the long and bloody wars between nominal Christians on points of difference in doctrine, ritual, and ecclesiastical authority.

One glorious mark of progress of our age, I think, is that it would not be possible today to proclaim or maintain a great war in the name of religion, a war to crush the faith of others, or to impose a creed on them by force of


Yet the secret spirit which is contrary to tolerance still survives. How else shall we account for the sharp rivalries, divisions, exclusions, and contests which exist between the various sects and denominations? Absolute uniformity of doctrine and ritual is certainly impracticable and probably undesirable. But unity of spirit in loving God and man is the real bond of peace. It goes deeper than

definitions of doctrine or forms of worship. In the fellowship of good works it ripens and mellows into that sympathetic understanding of others which is the very heart of real tolerance.

I once camped by a spring in the hill country of the Samaritans. Our little caravan included a score of men of various races and religions. A band of poor pilgrims halted by the spring. An old woman fell from her donkey and broke her arm. In a moment our company of many creeds was eagerly helping the wounded stranger. It bathed us all in the glow of warm tolerance as the sun sank behind the mountains of Samaria.

The only religion to be ashamed of is one which makes men harsh, incon

siderate, ungenerous and censorious toward their fellow men. I should cut loose from any creed that prohibited me to join with a good Buddhist in ministering to the blind, or that for bade me to bear a hand with the litter of a wounded man because a Jew g Catholic was carrying the other end

The question arises, Does sympa thetic tolerance promise any solution of the supposed, and distressful, con flict between science and religion? believe it does. Science is the careful orderly study of the work of God i the world. Religion is faith in an obedience to the word of God as comes to our hearts through co science, and devout meditation, an prayer, and the messages of men i spired by His spirit to declare H will.

The work of God is no less true, i less sacred, than His word, thoug men often misinterpret both. Ho Scripture makes no claim to be an i errant authority on the laws of ph sics and chemistry and biology. says to the soul of man, "This do ar thou shalt live." Science, on the oth hand, is strictly concerned with t structure, operation, and elements the physical world. Its task is to t us how things are made and how th work.

There is no necessity, indeed my mind hardly a possibility of a real conflict between religion and s ence. The truth revealed by religi is that the universe is not the produ of blind chance, unreasonable pow or lawless energy, but the well-order work of intelligence, wisdom, will, a love. The truths discovered by a ence are illustrations and proofs this sublime conception.

I will close with a few practi suggestions on cultivating the sp of sympathetic tolerance: Live by miration rather than by disgust. Ju other people by their best, not their worst. Cheerfully give to oth the same liberty we claim for d selves. Remember: In every nat he that feareth God and work righteousness is accepted by Him. by Him, why not by us?

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Standing Iceberg Guard in the Atlantic

Condensed from The National Geographic Magazine (July '26)

Lt. Commander F. A. Zeusler, U. S. Coast Guard

DN the North Atlantic Ocean is one of the dreariest areas on the globe. It is usually at the mercy of the weeping gales or in the grip of the densest fogs. This area, the southeastern edge of the Grand Banks of Newfoundland, is where the cold Labrador Current from the Arctic

breasts the greater volume of the warm Gulf Stream. Over this area les a blanket of fog, present 40 per cent of the time in winter and fully half the time in summer.

But through this dreary region men ave projected the busiest water trade oute in the world and on the Banks located one of the most famous of

shing grounds. Here shipmasters

ot only dare the dangers of an ugly. ooded ocean, but until a few years go had also the added fear in their hearts that across their bows might bom unexpectedly the dark and ominus blur of a gigantic iceberg, shrouded in snow, fog, or gale.

It was in this area that the greatest saster ever recorded in the history ocean travel occurred-the sinking the Titantic on the night of April 4-15, 1912, after collision with an iceerg, with a loss of 1513 souls.

A universal demand arose for a atrol of the ice area. Immediately he United States Navy detailed two ruisers for guard duty until the last ergs disappeared from the steamer nes in late June. During the fall the same year an International Conerence was convened in London, to ganize this patrol on an internaonal basis. The United States was ked to manage this service, but 11 untries consented to bear a share the cost in proportion to their shiping tonnage.

Icebergs have always been the dread


of the transatlantic navigator. drift hither and yon, propelled now by ocean currents, now by tides, and now by winds and waves. Fog is their constant companion.

The ice comes down every year, as it has for centuries; but now every berg that enters the steamer lanes is kept under surveillance by the International Ice Patrol. Not a single ship has been lost through collision with an iceberg since the patrol was inaugurated, 14 years ago.

Greenland's "icy mountains" alone are the source of the icebergs that come as far south as the steamer lanes, journeying about 1800 miles-the distance from Washington, D. C., to Denver-before they become "white specters" to shipping. With the exception of a small strip of coast line, Greenland is completely covered with a vast ice cap. Its estimated thickness is 5000 feet. Always the ice mantle is moving down the slope of the land toward the sea, in great glaciers, pushing out through the valleys. As the ice reaches the sea it noses out into the water and breaks off at a weak spot.

Only the fittest icebergs survive the buffetings of the sea, to be carried south in the Labrador Current and along the eastern edge of the Banks into the Gulf Stream. This warm current gives them short shrift; but until they have dwindled to the size of an ample library desk they are capable of staving in a vessel's plates.

The Labrador Current, however, has its usefulness. It teems with all kinds of marine life, affording breeding and feeding grounds for our best fish food.

The current from the Arctic does not have a year-around constant flow along

the Grand Banks. The berg danger period coincides with the heavy flow period of the Current each year-that is, from March 1 to July 1. It is during this period that the cutters patrol the ice-endangered areas.

Two cutters, the Tampa and the Modoc, are assigned to the Ice Patrol, with a third cutter, the Seneca, held in reserve. The oceanographer is the navigating officer. He must know his vessel's position any moment of the day or night, and he keeps a record of the movements of all the ships within 400 miles. He keeps tab on all ice floating into the steamer lanes and sends radio warnings of weather, derelicts and ice, prepares weather charts, and receives and answers requests from ships by radio.

On the great steamer lane between Europe and America ships pass constantly. It is an avenue of the sea just as much as Fifth Avenue is a heavy traffic street. On what is known as the "westbound tracks" are the ships coming from Europe, and on the "eastbound tracks," 60 miles south, are the ships going to Europe. All vessels off the track are reported for violation of the rules. A vessel off the track is just as dangerous as an icoberg or a derelict. Boulevard speeds obtain, so that the fast liners "step on it" through all kinds of weather.

The Ice Patrol cutter stands as a traffic officer on this avenue of the


Reports received from large and small vessels alike through the day give their position, direction, speed, weather, water temperature, and ice report, if any. The oceanographer then determines whether the courses of the vessels threaten to bring any of them into danger. By using from 900 to 1300 messages recording water temperature in 15 days we can locate the "cold wall," the line of demarca tion between the warm Gulf Stream and the cold Labrador Current.

This line is the danger line, becaus a berg that crosses it commits quicl suicide, for water at 55 to 60 degree melts ice very rapidly. A big ber will disappear seven days after ! crosses the line. The cold wall is als normally the southern-mest fog line another factor that makes its deter mination doubly important. We watc the cold wall push down until th last of April; then we record its r cession, as the power of the Gu Stream pushes it back north.

Twice this morning we have crosse the cold wall. It is easy to see. Nort of it the ocean is a beautiful oliv green, south of it the water is indig blue. The higher content of micr scopic marine life gives the Labrad Current its olive-green tone.

When an iceberg is sighted, we tal observations to determine its dime=

sions. If the ice threatens blockade, the cutter sets the stop sign and turns traffic into a "side street" detour to the south. Like a good traffic officer, the cutter answers all queries about the condition of the "road". On one day we may hear from as many as 38 vessels, all within close range.

Since dawn of a typical day on ice patrol, the ship has been searching the danger area. We steam 30 miles north, and since there is no fog or haze, we command a view of 15 miles on each side. Then we turn east at right angles for 30 miles more. Another right-angle swing heads south for a 30-mile run, after which we again turn east, repeating the rectangular methods of searching until nightfall.

From these figures we CI guage the total mass, for always or eighth of an iceberg is exposed. Ne we make other observations which € able us to predict in what directi the berg will drift, and this inform tion is then transmitted in an broadcast. Added to this will the position of perhaps 20 other ber

Thousands of Americans sailed Europe last spring. Few of them w aware, as they retired to their sta rooms at night, of what precauti were being taken for their safe They did not know that in the ra room on the upper deck, a mess from the Tampa or the Modoc coming in, telling about fog and bergs.

Are College Men Wanted?

Condensed from The Atlantic Monthly (July '26)
A. W. Armstrong

Y first serious thought on the

to the college man came when he comptroller of the corporation with which I was connected at the time, n outlining his needs for "able felows," capable of working up to large responsibilities, placed upon me the Inal injunction: "But no more colege men-please!"

As time went on, I heard more and more often "No college men!" from executives looking for young men to levelop in their respective fields. What they wanted, if you pinned them down, was high-school boys. And, except where men with highly specialzed training are required, boys with high-school education and nothing hore can, without doubt, be more comortably absorbed into the broad, slow-moving current of the great cor poration than can men with college raining-and college aspirations.

But for Big Business to cry for highchool graduates, energetic lads of rst-rate intelligence, is to cry for the loon. For when a lad of this sort nishes high school nowadays he goes n to college.

The outstanding criticism of the ollege man is of his overweening deIre to be advanced faster than his wn development and the exigencies

business permit. From the execuwe standpoint, no educational traing whatever offers an acceptable subPtitute for а reasonable period of etual work in a business organizaheon. A reasonable period. There's ie rub! In the mind of the college an it is a matter too often of months a year or so at most. In the execuve's mind it is from two or three ars to six or seven.

The college man, to be sure, has already spent four to six years in some institution of the higher learning. He is eager to realize on what amounts to a considerable investment. As likely as not, he is both in debt and engaged. Moreover, he has developed tastes, entirely legitimate tastes, that call for money-golf, his Ford, his college club. His cultural side perhaps has been awakened; he wants to hear the best music, to enjoy the theater, books, art.

But the usual executive, who has taken up golf at 40 or 50, even 60, and whose enjoyment of club life has been the reward of, rather than the prelude to, his own business activities, does not consider that an undue hardship is imposed on the college man if he must postpone any large indulgence of his sporting or social instincts until he has, in the executive's opinion, earned a right to do so.

Small wonder, however, that the college man, viewing all these things from a totally different angle, presses in season and out for advancement. Big Business hungers and thirsts after exceptional ability; is by no means slow in discovering it, or niggardly in its rewards. But, so the executive complains, the college man with noth. ing out of the common to offer is even more impatient to advance than his brother of exceptional mind or personality. It is, indeed, the discovery that the college man of only average ability is far more of a problem and less of an asset to Big Business than the average man of less education that has led more than one executive to the proviso: "If I must take college men, I want only the best-not necessarily men whose marks have been

highest, but all-around, capable fellows."

Again and again—perhaps generally -even before an executive acquires a young man of this calibre he has in mind the berth for which he intends him eventually. If not beforehand, he soon determines on one when he sees him exhibiting promising traits. But the executive must keep him under observation long enough to see how he handles a variety of matters, to learn the impression he has made on others as well as himself. To confide his intentions to the young man åt the start would be to run the risk of disappointing, perhaps destroying him. This the college man fails to graspthat he himself, no less than Big Business, is protected when he is not told of what is in prospect for him till the hour is ripe. Only faith will serve him at the start-faith that if he gives unusual services he will in time reap unusual reward.

It used to be my custom in visiting a college, after conferring with professors and examining records, to arrange to see a group of men. There was always one who would inquire: "Now, can you tell me approximately what I should be getting after three or four years?" My answer would run something like this: "If you can tell me the quality of service you would render; if you can tell me how you would meet the various exigencies that would arise, and the impression you would make on those with whom you came in contact, I can give you approximately the salary that you would receive."

Obvious as all this may seem, I have found the college man slow to believe that the result of his union with Big Business so largely depends on himself. And the college man, from my observation, does himself distinct harm during his initial period in business by keeping his gaze constantly riveted on what he is to get, rather than on what he is to give.

Business executives, as а rule, worked long and arduously for their own advances. In their own youth it was a grave impropriety for a young man to ask for a larger salary. They

cling to the old view. And when they do increase a young man's pay they expect him to exhibit real apprecia tion. The college man, however, not only takes an advance as a matter of course, but not infrequently walks into their offices and argues that it should have been more!

The college man, almost without exception, expects to become-and shortly-an executive. His knowledge of the various functions of business may be shadowy, but there is no un certainty whatever in his expectation of acting as director. I believe the best of counsel that can be given the college man is to forget for his firs five years in business that there 1 such a word in his vocabulary as "ex ecutive." Certainly in no other on way does he so prejudice his case a when he talks openly, and often wit the utmost sang-froid, of an executiv position for himself.

Not a little, in fact, of the irritatio Big Business feels with the colleg man has to do with his manners. B lieving that a college education cor notes gentility, executives are aston ished, at times infuriated, when a co lege graduate bursts open the offic door, without having made a previor appointment, and interrupts what ma be a serious consultation. The va majority of executives of high rank the present day did not go to college they tend in one and the same breat to depreciate a college education ar to exaggerate the benefits it confer They often appear unaware that if young man has not imbibed the el ments of good breeding in his home he will not acquire them college.

The dean of one of our oldest schoo of business administration told IN that after comparing the busine career with the college record of large number of men he was inclin to believe that the two qualities th had more to do with business succe than any others were tact and init tive, and of these he would give fi place to tact.

The author's comments on the Colle Man's Charges against Big Business appear in the next issue.

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