Mitchum handed him the order—and saw by the look on the trainmaster’s face that the trap was as bad as he had suspected.
He called the Region Headquarters of Taggart Transcontinental at Omaha, Nebraska, and begged to speak to the general manager of the region. There was a brief silence on the wire, then the voice of the Omaha operator told him that the general manager had resigned and vanished three days ago—“over a little trouble with Mr. Locey,” the voice added.
He asked to speak to the assistant general manager in charge of his particular district; but the assistant was out of town for the week end and could not be reached.
“Get me somebody else!” Mitchum screamed. “Anybody, of any district! For Christ’s sake, get me somebody who’ll tell me what to do!”
The man who came on the wire was the assistant general manager of the Iowa-Minnesota District.
“What?” he interrupted at Mitchum’s first words. “At Winston, Colorado? Why in hell are you calling me?... No, don’t tell me what happened, I don’t want to know it!... No, I said! No! You’re not going to frame me into having to explain afterwards why I did or didn’t do anything about whatever it is. It’s not my problem!... Speak to some region executive, don’t pick on me, what do I have to do with Colorado?... Oh hell, I don’t know, get the chief engineer, speak to him!”
The chief engineer of the Central Region answered impatiently, “Yes? What? What is it?”—and Mitchum rushed desperately to explain. When the chief engineer heard that there was no Diesel, he snapped, “Then hold the train, of course!” When he heard about Mr. Chalmers, he said, his voice suddenly subdued, “Hm... Kip Chalmers? Of Washington?... Well, I don’t know. That would be a matter for Mr. Locey to decide.” When Mitchum said, “Mr. Locey ordered me to arrange it, but—” the chief engineer snapped in great relief, “Then do exactly as Mr. Locey says!” and hung up.
Dave Mitchum replaced the telephone receiver cautiously. He did not scream any longer. Instead, he-tiptoed to a chair, almost as if he were sneaking. He sat looking at Mr. Locey’s order for a long time.
Then he snatched a glance about the room. The dispatcher was busy at his telephone. The trainmaster and the road foreman were there, but they pretended that they were not waiting. He wished Bill Brent, the chief dispatcher, would go home; Bill Brent stood in a corner, watching him.
Brent was a short, thin man with broad shoulders; he was forty, but looked younger; he had the pale face of an office worker and the hard, lean features of a cowboy. He was the best dispatcher on the system.
Mitchum rose abruptly and walked upstairs to his office, clutching Locey’s order in his hand.
Dave Mitchum was not good at understanding problems of engineering and transportation, but he understood men like Clifton Locey. He understood the kind of game the New York executives were playing and what they were now doing to him. The order did not tell him to give Mr. Chalmers a coal-burning engine—just “an engine.” If the time came to answer questions, wouldn’t Mr. Locey gasp in shocked indignation that he had expected a division superintendent to know that only a Diesel engine could be meant in that order? The order stated that he was to send the Comet through “safely”—wasn’t a division superintendent expected to know what was safe?—“and without unnecessary delay.” What was an unnecessary delay? If the possibility of a major disaster was involved, wouldn’t a delay of a week or a month be considered necessary?
The New York executives did not care, thought Mitchum; they did not care whether Mr. Chalmers reached his meeting on time, or whether an unprecedented catastrophe struck their rails; they cared only about making sure that they would not be blamed for either. If he held the train, they would make him the scapegoat to appease the anger of Mr. Chalmers; if he sent the train through and it did not reach the western portal of the tunnel, they would put the blame on his incompetence; they would claim that he had acted against their orders, in either case. What would he be able to prove? To whom? One could prove nothing to a tribunal that had no stated policy, no defined procedure, no rules of evidence, no binding principles—a tribunal, such as the Unification Board, that pronounced men guilty or innocent as it saw fit, with no standard of guilt or innocence.
Dave Mitchum knew nothing about the philosophy of law; but he knew that when a court is not bound by any rules, it is not bound by any facts, and then a hearing is not an issue of justice, but an issue of men, and your fate depends not on what you have or have not done, but on whom you do or do not know. He asked himself what chance he would have at such a hearing against Mr. James Taggart, Mr. Clifton Locey, Mr. Kip Chalmers and their powerful friends.
Dave Mitchum had spent his life slipping around the necessity of ever making a decision; he had done it by waiting to be told and never being certain of anything. All that he now allowed into his brain was a long, indignant whine against injustice. Fate, he thought, had singled him out for an unfair amount of bad luck: he was being framed by his superiors on the only good job he had ever held. He had never been taught to understand that the manner in which he obtained this job, and the frame-up, were inextricable parts of a single whole.
As he looked at Locey’s order, he thought that he could hold the Comet, attach Mr. Chalmers’ car to an engine and send it into the tunnel, alone. But he shook his head before the thought was fully formed: he knew that this would force Mr. Chalmers to recognize the nature of the risk; Mr. Chalmers would refuse; he would continue to demand a safe and non-existent engine. And more: this would mean that he, Mitchum, would have to assume responsibility, admit full knowledge of the danger, stand in the open and identify the exact nature of the situation— the one act which the policy of his superiors was based on evading, the one key to their game.
Dave Mitchum was not the man to rebel against his background or to question the moral code of those in charge. The choice he made was not to challenge, but to follow the policy of his superiors. Bill Brent could have beaten him in any contest of technology, but here was an endeavor at which he could beat Bill Brent without effort. There had once been a society where men needed the particular talents of Bill Brent, if they wished to survive; what they needed now was the talent of Dave Mitchum.
Dave Mitchum sat down at his secretary’s typewriter and, by means of two fingers, carefully typed out an order to the trainmaster and another to the road foreman. The first instructed the trainmaster to summon a locomotive crew at once, for a purpose described only as “an emergency”; the second instructed the road foreman to “send the best engine available to Winston, to stand by for emergency assistance.”
He put carbon copies of the orders into his own pocket, then opened the door, yelled for the night dispatcher to come up and handed him the two orders for the two men downstairs. The night dispatcher was a conscientious young boy who trusted his superiors and knew that discipline was the first rule of the railroad business. He was astonished that Mitchum should wish to send written orders down one flight of stairs, but he asked no questions, Mitchum waited nervously. After a while, he saw the figure of the road foreman walking across the yards toward the roundhouse. He felt relieved: the two men had not come up to confront him in person; they had understood and they would play the game as he was playing it.
The road foreman walked across the yards, looking down at the ground. He was thinking of his wife, his two children and the house which he had spent a lifetime to own. He knew what his superiors were doing and he wondered whether he should refuse to obey them. He had never been afraid of losing his job; with the confidence of a competent man, he had known that if he quarreled with one employer, he would always be able to find another. Now, he was afraid; he had no right to quit or to seek a job; if he defied an employer, he would be delivered into the unanswerable power of a single Board, and if the Board ruled against him, it would mean being sentenced to the slow death of starvation: it would mean being barred from any employment. He knew that the Board would rule against him; he knew that the key to the dark, capricious mystery of the Board’s contradictory decisions was the secret power of pull. What chance would he have against Mr. Chalmers? There had been a time when the self- interest of his employers had demanded that he exercise his utmost ability.
Now, ability was not wanted any longer. There had been a time when he had been required to do his best and rewarded accordingly. Now, he could expect nothing but punishment, if he tried to follow his conscience. There had been a time when he had been expected to think.
Now, they did not want him to think, only to obey. They did not want him to have a conscience any longer. Then why should he raise his voice? For whose sake? He thought of the passengers—the three hundred passengers aboard the Comet. He thought of his children. He had a son in high school and a daughter, nineteen, of whom he was fiercely, painfully proud, because she was recognized as the most beautiful girl in town. He asked himself whether he could deliver his children to the fate of the children of the unemployed, as he had seen them in the blighted areas, in the settlements around closed factories and along the tracks of discontinued railroads. He saw, in astonished horror, that the choice which he now had to make was between the lives of his children and the lives of the passengers on the Comet. A conflict of this kind had never been possible before. It was by protecting the safety
