OF DWARF FRUIT TREE CULTURE. 67 



money and knowledge duly harnessed. Of course intensive develop- 

 ment of the dwarf fruit tree idea is more costly both to start in the 

 outset and in its subsequent exploitation than the ordinary commer- 

 cial orchard, but in view of the enormously increased returns of 

 profit this condition cuts no figure as all advances in industrial lines 

 are subject to the same condition. There is, however, in this horti- 

 cultural advance the great advantage that it works as well on the 

 limited area of the 40 feet square, or the acre, as it does on the 100 

 acres, being merely a question of capital. The labor question which 

 has been a bugbear to the horticulturist, may be worth consideration, 

 but is by no means difficult to any one who bases his every day 

 business on the golden rule. The increase of labor required under 

 this system is really very insignificant as compared with the returns, 

 and will follow the industrial experience in other lines of industry. 

 The present supply of labor is inadequate because the pay and treat- 

 ment of labor is unsatisfactory to the laborer. When the typesetter 

 was introduced, many worthless or indifferent printers lost their job, 

 but the better class were promoted to the machines with better pay. 

 So with other industries, but great adverse influences existed. The 

 captains of industry put up the prices to "all the traffic would 

 bear," while they cut the wages to all the laborer would bear; on 

 the other hand, the trades union is started in "to kill the goose that 

 laid the golden eggs" by restrictive regulations, etc., both parties 

 being antagonistic to the golden rule. Under present conditions the 

 margin of profit to the orchardist is so narrow and the supply of 

 RELIABLE LABOR so scanty, the question, How to help matters? 

 is pressing, the answer will be found in adopting the dwarf fruit tree 

 culture, which will enable us to so materially improve the workman's 

 condition, that he will so speak, quit the union and "paddle his own 

 canoe." In this connection the story of the Westinghouse Com- 

 pany's experience in England is very instructive. The Westing- 

 house Company is a celebrated American firm of world-wide reputa- 

 tion. They had occasion to establish a gigantic factory in England, 

 one requiring the use of several million bricks in its construction. 

 At the start they found themselves "up against" the builders' 

 trade union, w r ho would not permit their bricklayers to lay more 

 than 400 bricks in one day. The Westinghouse Company with Amer- 

 ican strenuosity nevertheless started the work, not only giving 

 higher wages than other builders were giving, but added premiums 

 and bonuses in accordance with the quality of the work performed, 



