still have a chance to retrieve both defeats by return games.

Both losses were to high school teams, outside the League of State Schools. In this League we have played three games and won them all. We have a fine chance to "clean up" in this League by winning first place. Let's back up the team and they will do the rest!

The Trustees of Dunwoody have strongly approved of a plan to establish in connection with the work of the school an

Industrial Museum. In this will be gradually gathered models, machines, charts, pictures, materials, and workmanship so organized as to show the origin, progress, great discoveries, improvements, present conditions and achievements of each of the great trades or lines of work in which Dunwoody offers instruction. Here both the beginner and the experienced workman may go to learn the humble or crude way his craft or occupation started; to trace its gradual and logical development; to mark its triumphs over difficulties; and to see the best the workers in it have produced. Thus he will get a greater pride and interest in his own work, a sense of oneness with those of his own craft or trade in all ages and climes; a desire to emulate those who have done things for the business; and an ambition to measure his own work and service by the achievements of the best workers of his own day.

Quoting the definition of Initiative from an old Dunwoody lesson sheet, we get the following:

INITIATIVE.

The world bestows its big prizes, both in money and honor, for but one thing, and that is initiative. What is initiative? It is doing the right thing without being told. But next to doing the thing without being told is to do it with one telling. There are those who never do a thing until

they are told twice. Such get no honor and small pay. Next there are those who do the right thing only when necessity kicks them from behind, and these get indifference instead of honor, and pittance for pay. This kind spend most of their time polishing a bench with a hard luck. story.

Then still lower down in the scale than this we have the fellow who will not do the right thing even when someone goes along to show him how and stays to see that he does it. He is always out of a job and receives the contempt he deserves,

unless he has a rich "Pa," in which case Destiny patiently waits around the corner with a stuffed club.

"To which class do you belong?"

In the front hall above the time-clock, as you come in at the front entrance, Dunwoody students will find from time to time display cards giving information to the school, furnishing a "buck-up" message for all of us. Three that have been there lately have attracted the attention of the Editor, who repeats them here:

DUNWOODY DAY SCHOOL NOW

HAS 750 STUDENTS.. BIG FAMILIES NEED CO-OPERATION. DUNWOODY WON AGAIN, 32 to 8. LET'S KEEP DUNWOODY ON TOP IN EVERYTHING

AFTER ALL IS SAID, THE FACT REMAINS THAT HARD WORK BRINGS SUCCESS AND HAPPINESS.

FOR LOST ARTICLES SEE MISS JOHNSON, FRONT OFFICE.

FROM THE NECK DOWN A man is worth about $3.00 a day. Dunwoody trains a man

FROM THE NECK UP.

CHARLES GOODYEAR.

Few people can think of the word "rubber" without having the name "Goodyear" flash into their minds, so closely was the subject of this little sketch connected with the development of the rubber industry in this country. While he died in proverty and obscurity without realizing on the many inventions and discoveries he gave to the business, the largest rubber company in the world bears his name.

For a hundred years before Charles Goodyear became interested in rubber, a substitute known as India-rubber was known to many people in the business world. This was a peculiar gum or sap which the natives of Peru drew from a tree. By pouring it into clay molds they could make articles like rubber bottles or shoes of a crude kind for their own use. Brought back by travelers this gumelastic or India-rubber was regarded merely as a curiosity and used chiefly for erasing penciled writing.

Later large companies were organized to produce for the market such rubber goods as shoes, wagon covers, piano covers, caps, and coats. Not knowing how to treat the rubber the shoes melted during hot weather into a shapeless mass, and the covers became so sticky that they were utterly useless. Not only this, but they smelled so bad they had to be buried in the ground. The companies failed, and public opinion looked on India-rubber as they looked later on the Tulip graze.

Charles Goodyear made his start in the rubber business as a Philadelphia merchant, inventing an inflated valve for a life preserver made by the Roxbury Rubber Company. He attempted to sell it to the company, which was about to collapse in business. Instead of buying his valve,

they told him about the deplorable state

of the business in the country and pointed out to him that if he could discover some means of making rubber goods more durable and less odorous, he could sell it at his own price. From that time until the close of his life, Goodyear devoted himself to this task; but he was entering a business. in which thousands and found ruin. Moreover, his own firm in Philadelphia had failed and he was thrown into prison for debt, in those barbarous days when men were sent to jail because they were unable to meet his financial obligations.

Time after time Goodyear with wonderful patience and ingenuity devised new ways of treating rubber, fully confident that he had solved the trouble, only to find either that his product would collapse into a gummy mass, or that when he removed one difficulty he would run into another

With the winning of a medal at the fair of the American Institute in 1835 for his production of sheets of rubber, he seemed on the point of success and easily sold all the sheets he could manufacture until he discovered that a drop of the weakest acid, like the juice of an orange or a lemon or a drop of vinegar, would reduce his new compound to the old sticky substance against which he had fought so long.

It was by an accident that his first important discovery came about. Attempting to bronze a piece of rubber cloth one day, he applied some aqua fortis, commonly known as ammonia, to it. It took away the bronze but damaged the cloth so that he threw it away. Picking it up some days later, he learned to his astonishment that the rubber had gone through a remarkable change. The effect of the acid had been to harden it to such an extent that it would take a degree of heat which he

had never been able to get before, as the aqua fortis or ammonia contained sulphuric acid. Goodyear found himself on the threshold almost at once of the process of vulcanizing rubber in which sulphuric acid is used. This new process he called "curing" India-rubber.

This "cured" India-rubber met many successful tests and demonstrated that it was highly valuable for many uses. Goodyear seemed on the road to success in business when he met with an unfortunate accident which laid him up for six weeks. On his recovery, just as he was about to engage in the manufacture of his goods, now in great demand, the terrible commercial crisis of 1837 swept through the country, and Goodyear found himself a bankrupt.

No one was willing to take hold of the venture in the midst of the financial storm that covered the whole country. Goodyear managed to treat enough cloth himself to keep his family from starvation, though he was compelled to borrow money from his friends and at one time to make a loan of $15 to keep the wolf of hunger away from his own door.

In the midst of his proverty and gloom, Goodyear was the only man in the country who retained faith in the use of rubber as a commercial product. So true was this that he was regarded as a monomaniac by his friends.

He finally induced one of them, a Mr. Chaffee, to put money into the manufacture of shoes and cloth of India-rubber. For tune seemed about to smile on him. While, however, he had mastered the process of "curing" India-rubber through the use of the aqua fortis and sulphur, the gum was only skin deep, so that when his goods of thicker rubber-for instance, mail bags reached the summer months they began to soften and ferment and finally became useless. When all his goods began to prove worthless, he was forced into bankruptcy again and reduced to abject poverty.

It was by a second accidental discovery that he learned how to make rubber durable against heat. In his darkest days when he was in constant danger of arrest for debt, after having been a frequent inmate of debtors' prisons, Goodyear was standing before a stove in a store in Woburn, Massachusetts, explaining the vir tues of India-rubber, when he by chance dropped a piece on the stove. To his surprise the piece did not soften, but only charred or shriveled like leather. From this he established the fact that Indiarubber when mixed with sulphur and exposed to a certain degree of heat for a specified time would not melt or soften at any degree of heat, nor would it stiffen by any exposure to the cold. The difficulty now consisted in finding out the exact degree of heat necessary for the perfecting of the rubber and the exact length of time required for the re-heating.

Goodyear found it no easy matter to produce the goods, as he had no money. When finally he did induce a bricklayer to make him an oven in exchange for masons' aprons of India-rubber, he was unable to turn out pieces of perfectly vulcanized cloth, most of them being charred and ruined. Finally concluding that the thing he needed now was costly apparatus, he attempted to raise money for its purchase. This was perhaps the darkest period of his life. One of his children died and he did not have enough money to pay the funeral expenses. Sympathetic neighbors sent him a barrel of flour to tide him over. A friend sent him seven dollars with a letter chiding him for his foolishness in chasing a will-o-the-wisp at the expense of the comforts of his family.

Finally men of means became interested in his projects, largely because they were convinced by his almost fanatical enthusiasm; and provided the funds with which. he was able in 1844, ten years after the beginning of his work, to produce perfect vulcanized India-rubber with economy and

certainty. Nevertheless, he never gave up until the day of his death his experiments, in the hope of perfecting the process. During the twenty-six years in which he was active in the business, Goodyear took out more than sixty patents covering different processes of making rubber goods.

His attempts to secure patents in France and England were sometimes defeated by technical defects and sometimes defeated by the rascality of swindlers on the other side of the water. His patents in America were infringed right and left, and he was cheated by his business associates and plundered of the profits of his invention.

Goodyear died in New York, in 1860, worn out with work and disappointed. While he had made millions for others, he died insolvent and left his family heavily in debt. In his book on "Men of Achievment" Philip G. Hubert, Jr., says: "No inventor, probably, has ever been so harassed, so trampled upon, so plundered by that sordid and licentious class of infringers known in the parlance of the world as "pirates."

TROUBLE IN THE PRINT SHOP
I send out bulletin one,
My work has just begun.
A reply from sister Sue,
Who wants bulletin two.
Brother Bill in the Bakery,

"Send a copy of bulletin three."
Uncle Mike in the Carpentry Store,
"Kindly mail me bulletin four."
Goodness sakes alive,

Little Ernie wants bulletin five.
A bell or two he's fixed
And if we had it, he'd like No. six.
Little cousin, Peter Pan,

Made a dish from a tin can
When he was only 'leven,
"Enclosed find stamps (?) for bulletin
seven."

Aunt Sadie snapped the cat
As it climbed a tree,

Now she wants a "full course"
In Commercial Photography.
In answering her, “I regret to state,
Your request has come in about three
months late."

(An earlier inquiry would have met the same fate

As there never was a copy of bulletin eight.)

ber implements and appliances of all kinds used in all kinds of sport, like tennis and baseball, and the tires without which the modern bicycle, motorcycle, automobile, and truck would have been impossible.

A PROSPECTIVE MORTGAGE.

"We deny ourselves much. I am saving to build a house."

"Is your wife cheerful about it?"

"Oh, yes. She thinks we're saving for an automobile."-The Lamb.

And Dad, bless his heart, thinks he has time To write in and ask for bulletin nine. "It's not off the press yet," I reply, (I started this fable back in July) From Bobbie to Dad, I bring joy to their hearts

-Anonymous.

THE USUAL WAY

"Time is precious," said the parson. "It is, indeed," rejoined the business man, “and I've wasted a lot of it."

"By indulging in foolish pleasures, I suppose?" suggested the good man.

"Not exactly," replied the other, "I wasted most of it in being punctual in keeping my appointments with others." -Indianapolis Star.

Fine feathers: At least we have discovered that fine buildings do not make fine garages it takes an added human element-fine mechanics.

So many of our garage organizations have been so occupied with front door raising attachments, display rooms, show windows, well mopped office tiles, and all the heterogeneous items that enter into pleasant looking building frontals that they have quite forgotten the shop. This poor little insignificant element of the organization has too often been pushed into the most peculiar left-over spaces the mind can conceive-sometimes so difficult of access that a patron of the place never thinks of "navigating" his own car to its locality without taking on a "pilot."

Just about once every so often, some mechanic, more ambitious than the rest, who has been fortunate enough to save something, splits off from the parent unit and starts what one is tempted to call a "corner grocery" type garage. This may be my own coined expression, but I think it fits all right and it is not suggested with a slurring intent. It is usually one story, sometimes with a basement, and bi-departmental in nature; that is, "storage" and "shop." Located in a low rent semi-residence section, it has every reason to be very prosperous, but a peculiar human element-its mechanics-intervene. Usually its founder, a mechanic dyed deep in the profession, depends wholly upon his ingenuity to care for all important and finer mechanical work and becomes so engrossed with details that the proverbial cranberry merchant can well look with care to his laurels.

Does he have time to hire his assisting mechanic labor with care and discretion? No, he is thinking connecting rods, piston

pins, and tail lamps, and he can not tell you the first principles of the philosophy of modern business. Sometimes when business slacks up a bit, he can cast his eye about the place and note that it needs a clean up badly, but generally, at least from appearances, business never slacks

up.

Then we say, "What is this man going to do when he finds his assisting mechanic labor grow more and more irresponsible and then almost vanish?" Work harder? Can he?

THE HANDWRITING ON THE WALL.

If the large organizer is going to disparage his shop by reason of its location, lighting facilities, ventilation, and above everything else, its expansion in keeping with business growth in other departments of his business, and the small organizer is so busy himself with details that his disposition suffers the consequences, then what is going to happen to the so-called "garage mechanic" left almost wholly to his own devices? Will he become more analytic in the trouble-shooting problems before him, or will he fail to see a future, become restless, careless, too "familiar" with the tools and parts he handles and think only of the dollars and cents of the job? You can bet that he will not improve, and, figuratively, he will take the nearest sled and start sliding down hill as fast as gravitation will let him. Any psychologist can tell you that a mechanic, more than any other man working with his hands, needs repeated encouraging slaps on the back. The very nature of mechanical assemblies which fail to function nicely upon a first set up lead the average mechanic's mind to pass it along as "good enough" and thus establish a tendency to carelessness. What must he think of his