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In recent years there have been many changes in mine ownership due to the on-going rationalisation towards larger mining companies. Larger companies inevitably find it hard to manage small mining operations and in many cases smaller mines do not fit corporate resource, production and profit criteria. Smaller companies are more suited to managing these medium or small scale mines and are tendering for the purchase or lease of mines that larger companies wish to dispose of. In addition to these factors there has also been a trend (especially in Western Australia) for mines to continue operating at ever increasing depths. This in turn has led to more mines operating in high stress environments and experiencing damaging seismicity. Assessing the viability of seismically active mines from a takeover or purchase point of view should involve analysing the risk profile of every aspect on mining that could be affected by adverse seismicity. This includes assessing current and alternative mining methods, mine designs, support systems, extraction sequencing, monitoring and blasting. This paper includes discussion on items that need to be assessed when considering the purchase of seismically active mines, with experience gained from some recent studies in Western Australia. In these cases it was apparent that quantification of previous seismic history on itÆs own was a totally inadequate method of assessing minewide seismic risk potential. A more holistic approach is required, taking into account all aspects of relevant data, all the minewide effects of seismic activity and all possible means of mitigating those effects.

Jan 1, 2002

By A. L. W. Lips, B. P. J. Stevens, T. J. R. Barclay, E. Rothery, S. H. White

Discussion by B.P.J. Stevens of the paper, published in Trans. IMMA, vol.104, 1995, p.B1-B17, is presented together with the authors' response. Stevens questions the authors' radically different interpretation of the structural geology of the Broken Hill Block, considering that the descriptive part of the paper is a useful addition but that the conclusions are unwarranted on the basis of the data presented. A number of major points of disagreement are outlined and half a dozen additional minor points listed. In response, the authors admire Stevens's contribution to unravelling the geology of the area but defend their attempts to take the regional studies a step further, pointing out that he has misquoted what they wrote and arguing that because of the assumptions underpinning the derivation of the present stratigraphy it cannot be used to constrain structural models. With regard to shear zones, they cite the extensive earlier literature and refer to horizontal displacements shown on maps produced by Stevens et al. Detailed discussion follows of the stratigraphy and of the stratigraphic correlation problems resulting from failure to recognise the presence and significance of shears, particularly those parallel to stratigraphy. The remobilised position of the Pb mineralisation in the North Mine open cut is reiterated. It is concluded that there is an urgent need for systematic isotopic dating in the area to constrain the stratigraphy

Apr 1, 1996

By G M. Taylor

The application of high technology to monitor and control fire life safety, critical functionality in tunnels and underground spaces generally has progressed at an ever accelerating rate over the past decade. Today these systems comprise some of the most complex and little understood aspects of the tunnel/underground facility construction industry, with this area being perceived as high risk comprising impenetrably complex ‘black box’ technology covered in blinking LEDs. This paper will seek to explode some urban myths and common misconceptions associated with such systems, providing its intended audience with a review of what all this technology comprises and where the real risks lie in its delivery lie.The author contends (and looks to support such contention via this paper) that by applying baseline project and risk management processes to the procurement of this widely misunderstood black box technology, the quality of the final outcome can be much improved, driving innovation, reducing both cost and significantly mitigating delivery risk.CITATION:Taylor, G M, 2014. Procuring control and intelligent traffic systems for major new build projects – avoiding pitfalls and maximising value, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 113–120 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By Gino Palarchio

Dofasco is Canada?s 2nd largest steel manufacturer producing 4.5 million tons of flat rolled steel per year. They have revenues of over $3 billion and employ 7,000 people in their Hamilton, ON plant. Dofasco is North America?s most profitable steel producer and were recently ranked as the #1 steel maker in the world by Dow Jones. Motivation to Improve In the 1980?s the steel business was good. However, in the late 80?s and early 90?s things began to change. Globalization was beginning to influence the market, imports started arriving at lower prices and higher quality, hangover from the 1970?s inflation saw costs rising and prices dropping, there was a shift from a sellers to a buyers market, and shareholder returns were beginning to erode. Dofasco took a step back and evaluated their maintenance performance and found that they were operating in an environment where 70% of their work was reactive and only 30% was proactive. They also found that the rate of product quality improvement was flat and their average equipment availability was only 78%. At that point they realized that Equipment Reliability was key to improving product quality, production output, costs and shareholder return. They initiated a project to research, develop, and implement the most advanced maintenance practices and information technologies to achieve maximum equipment reliability.

May 1, 2001

The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

By G Fakes

This paper describes the history of civil engineering tunnelling and developments in soft ground techniques during the 19th and 20th centuries, culminating in the design and use of high speed tunnelling machines for all types of ground conditions. Some of the problems encountered are outlined, and descriptions are given of some contemporary developments in rock tunnelling techniques, with comparisons of methods used in the mining industry.

Jan 5, 1996

By WILLIAM SLOAN

B RITISH COLUMBIA in its mining activities is going ahead by leaps and bounds both in development and production. Mineral production for 1925 was $61,492,242 in value as compared to $48,704,- 604 in 1924, or an increase of about 26.2 per cent. This is a new record. It is the first time in the history of mining in British Columbia that we have gone over the fifty million mark. But we have got in the habit of making new records. The year 1924, with its mineral production of almost forty-nine million was a new record. And I am confident that when the mining history of 1926 is written it will be found that we have established yet another new record and that we can report another 25 per cent increase over 1925. What is the explanation? It is not only that the world is settling down, and settling up, after the war. It is not only that in the rebuilding, the refashioning in which all nations are busily engaged, the metals that come from our mines are needed. More than anything else, at least as far as we are concerned, it is because British Columbia has the resources and the fact that the province has been fortunate in recent years in finding men with the enterprise and the vision required to push ahead the labor of their development. From the ranks of our own people in Canada we have prospectors who have faith, energy and requisite knowledge. They are combing our hills season after season and they are of the type of manhood that does not know the meaning of the word quit. More and more these men are learning the importance of the guidance furnished by geological reports, and to an ever increasing extent such reports, thanks to the valuable work of the Canadian Geological Survey, covering areas little known to man, are made available to them-but it is recognized that in the opening up of our Province, containing within itself 372,000 square miles, it is essential that we should have the cooperation of our cousins on this side of the line as well as of our fellow citizens of the Dominion and of the Mother Country.

Jan 1, 1926

By T. A. Rickard

Flaubert, as we know, laid stress on the selection of the right word, le mot juste, the precise epithet, the word that belongs to the thing. A sentence, or even a paragraph, may be spoiled by the use of a word that is not proper, that does not fit or is foreign to the meaning intended. An Australian mining expert is reported to have said: You have a property of considerable value, and what I saw warrants a good development of very rich cubicular galena, with gossan intermixed. 'Cubicular' means `belonging to a small bedroom', a `cubicle' being a sleeping compartment. He meant `cubic', of course. This is a malapropism, and reminds me of the lady from Chicago that, on her return from Europe, said how much she had enjoyed the rural parts of France, because, among other things, it was "so delightful to hear the French pheasants singing the mayonnaise to the tune of the Los Angelus". It is impossible to amalgamate coal-tar thoroughly with the pulp in the agitating-tank. In metallurgy, `amalgamate' refers to the combination of mercury with one or both of the precious metals, forming an amalgam, which is an alloy of mercury with another metal. It differs from other alloys, such as brass or bronze, in being made without the aid of heat, inasmuch as mercury is molten at the ordinary temperature. The word comes to us from the Greek. through Old French and means `something soft'. It is a mistake to use technical terms, having a specific meaning, for purposes that are foreign to that meaning. The writer of the quotation is not discussing any combination of metals; he is dealing with the physical process of mixing and is using 'amal-

Jan 1, 1931

By E. A. Barrett

The U.S. Bureau of Mines (USBM) conducted experiments to determine if training using a latent-image, three-dimensional (3-D) slide simulation exercise improved miners' ability to recognize roof and rib hazards. The effectiveness of this innovative type of classroom training was investigated by measuring workers' performance on a hazard recognition task. The study was unique in that hazard recognition skills were assessed in the workplace using actual coal mine roof and rib hazards. Results showed that training with a latent-image, 3-D slide simulation exercise significantly improved each subject's performance on the in-mine hazard recognition task. Further, the USBM researchers concluded that transfer of learning from the classroom to the workplace occurred.

Jan 1, 2010

By Alfred C. Lane

Reference to the original use of the terms Laurentian and Huronian (and its extension), shows that the former was applied to granitized sedimentary and metamorphic pre-Cambrian rocks, and the gneissoid igneous rocks associated therewith, and the latter to non-fossiliferous rocks supposed to be later. But it appears from the work of Collins, Quirke and others that there is more or less of an overlap, and that of the original Laurentian the Grenville limestone, and some of the granites, may be later than the lowest part of the original Huronian. Before we can decide whether to abandon one or the other of the two terms, or how to delimit them, it is important to know the extent of this overlap. The Pb :U ratio, though not to be depended upon too minutely, does give a real idea of the age of a mineral as it increases with the decay of uranium, and so is greater the longer the time since the uranium was separated: and there are reasonable prospects of help there from in getting a knowledge of the relative age of different granites to assist in solving the problem, as facts already collected show. 1. Historical review of the use of the words Laurentian and Huronian: 2. Difficulty encountered: 3. Popular account of atomic disintegration: 4. Methods of estimating age by it: 5. Applications.

Jan 1, 1925

By O. Schnake, M. Isakson, C. A. Landolt

The paper presents the conceptual basis for the development of an Activity Based Costing system (ABC) for the analysis and estimation of process costs in mining and metallurgy. In particular, it discusses three major thrusts towards attaining increased efficiency in extraction and processing systems: (a) understanding the link between process and expenses, (b) identifying the chemical and physical factors that govern process costs and ( c) using process and cost models of the production systems. The authors have developed computer techniques to analyze data from conventional accounting and apply them to the development of process based ABC systems. The cost causing activities are linked to management units patterned after the organizational structure of the production system. All costs are associated with specific process functions such as charge preparation, smelting, refining, etc. The level of detail is determined by the quality of data available in conventional accounting systems. The system permits data analysis of historical cases and the projection of costs for new production schemes. Results can be presented in various levels of aggregation, following organizational and/or functional structures. The outputs of the system are tabular and graphical, typically following Pareto analysis concepts.

Jan 1, 2007

By A. Lane

Africa is ripe with opportunity for the mining industry. The continent has large, and relatively unexplored mineral deposits, and recent high economic growth rates have meaningfully improved the political, economic, and infrastructural environments. However, these opportunities are accompanied by significant risks, including resource nationalism, uncertain regulation, corruption, and continuing political instability (up to and including war). Forward-looking companies actively manage these risks by creating a sense of shared purpose with the countries and communities that own the resources, using tools such as stakeholder analysis, local narratives, scenario planning, and constituency engagement. They also measure socio-economic impact to insure the creation and demonstration of shared value.

Sep 1, 2012

By T. A. Rickard

It has been stated, by Sir James M. Barrie, that "the man of science appears to be the only man who has something to say, just now-and the only man who does not know how to say it". The friendly jibe of the novelist contains enough exaggeration to make it humorous to the followers of Huxley and Spencer; but could any litterateur poke similar fun at the exponents of the avowedly utilitarian branches of science-the men of technology-without suggesting an unpleasant truth? Indeed the engineer does bungle language deplorably. He makes a fetish of efficiency, yet he shows no regard for the effective use of one of his most important tools-the pen; he believes devoutly in accuracy, yet he employs an instrument of precision as carelessly as a small boy handles a gun. This inconsistency may be due to causes such as were indicated by the Academic Senate when it undertook to explain the defective writing of the; students in this university.* The Senate suggested that the student is "constantly subjected by his environment to the unedifying influence of myriad examples of poor English", and that he is also affected by "a certain public prejudice against correctness of expression ". With these statements most of us will agree. Our local newspapers, for instance, tend to spoil the student's taste for good English; later in life, as an engineer, his daily contact with illiterate men inclines him to careless speech and slovenly writing. As

Jan 1, 1931

By John Mills

THREE case histories from professions other than engineering will serve to introduce ideas basic to this discussion. Case (1) Date, about 1900. A young man, B. D. from a three-year graduate course in a prominent divinity school, was for two years a successful pastor of a small church; then friction over theological matters arose with a fundamentalist deacon of the "Bible belt" type. He resigned, returned to his university for a four-year medical course, interned for two more, and thereafter was successful and apparently happy as a physician. We may assume that he was converted in early adolescence and vowed himself to service as a minister. Acceptance of his announced career by parents, friends, and teachers plus his own determination confirmed his choice until illiberal criticism threatened his usefulness and he awoke to the fact that his inner needs were not along the direction in which inertia and his conscience had constrained him.

Jan 1, 1947

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. We commonly consider conflict in a two-party sense, but this deeply over-simplifies the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. Conflict is commonly considered in a two-party sense, but this can deeply over-simplify the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By D. R. Willmer, E. J. Haas

"DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the views of the National Institute for Occupational Safety and Health. Reference to specific brand names does not imply endorsement by the National Institute for Occupational Safety and Health. ABSTRACT This study analyzed the publicly available health and safety policies of 26 mining companies to determine the quantity of health and safety (H&S) practices that mining companies encourage in relation to the Plan-Do-Check-Act cycle. A thematic content analysis of the policies identified elements and practices within the text. On average, companies communicated information on about 7 elements (range 1–14, standard deviation = 3.49) and discussed 15 practices (range 2–34, standard deviation = 9.13). The elements in which companies highlighted the most practices were risk management, emergency management, leadership development, and occupational health. A discussion of the policy trends shows areas that mine sites can improve upon within their Plan-Do-Check-Act cycle, in addition to encouraging the use of both leading and lagging indicators to manage health and safety performance. INTRODUCTION Mining companies and their employees are expected to identify and manage risks at their worksites to ensure the health and safety (H&S) of everyone at the site. The primary mechanism in place to control these risks is a company’s health and safety management system (HSMS) (Boyle, 2012). Broadly, an HSMS is a set of standard, interrelated, and interacting elements used to promote and achieve occupational H&S goals (ANSI/AIHA Z-10, 2012; BS OHSAS 18001, 2007). The practices conveyed within an HSMS are expected to minimize incidents, injuries, illnesses, and even save worker lives (Alsop and LeCouteur, 1999; Arocena and Núñez, 2010). In the United States, both the Occupational Safety and Health Administration (OSHA) and Mine Safety and Health Administration (MSHA) regulate and encourage aspects of an HSMS (US Federal Register, 2011, 2010). Many HSMS documents (i.e., Chemical Industries Association, 1995; Health and Safety Executive [HSE], 1995; International Labour Office [ILO], 2001) attribute the source of their basic management system to Deming’s Plan-Do-Check-Act (PDCA) model of continuous quality improvement and organize their practices within this cycle (Johnson, 2002). The PDCA cycle is a well-adopted approach in health and safety management and promotes continuous learning and adaptability (Robson et al., 2007)."

Jan 1, 2018

The profitability of individual ore blocks can be classed as clearly profitable, clearly not profitable, and those in between which are by nature quite sensitive to their major cost and revenue drivers. It is often the case that the most effort goes into the least profitable ore blocks to ensure that these will in fact not generate a loss. In these cases a cut-off grade policy is often not sufficiently live to separate individual sources given the volatility of financial markets and individual circumstances of some sources particularly in remnant operations such as Mount Isa MinesÆ Lead Mine. Standard sensitivity analysis can determine which factors stope profitability is most sensitive to. However, this does not usually indicate the likelihood of any input change, nor the combined effect of multiple inputs changing. The author attempted to modify the Lead Stream financial model that determines cash margin by inserting probability distribution functions and then using Monte Carlo simulations to determine the probability of any particular ore block making a profit. This effectively demonstrates the combined effect of varying a number of inputs simultaneously to provide a probability of making a profit. The limitations of this analysis lie in the accuracy that individual probability distributions can be specified. Attempts to generate valid functions from first principles have proved difficult for a number of reasons and these are discussed along with some practical alternatives.

Jan 1, 2002

This paper describes the development of an approach to sustainable development for application at the feasibility study stage for a proposed bauxite mine near the community of Aurukun, south of Weipa on the western coast of Cape York Peninsula, Queensland, Australia. The general environment for development was complex in all dimensions. In particular, the socio-demographic profile of the Aurukun community (population 1200) characterised it as being amongst the most disadvantaged communities in Australia. The traditional owners of the area, the Wik and Wik-Way people, were at the forefront in the efforts of Indigenous people in Australia to secure land rights over the past 30 years, and they had previous experience negotiating an Indigenous Land Use Agreement (the Western Cape Communities Coexistence Agreement) with Rio Tinto Alcan, the operators of the Weipa bauxite mine. Through this they had shown a well-founded sense of entitlement with respect to the development of resources on their traditional land. The Queensland State Government had recently cancelled an existing mining lease over the bauxite resource as the holder of the tenement had not fulfilled the terms of a development agreement that had been in place for 30 years. The Government was anxious to avoid any future æbankingÆ of the resource, and had decided to offer tenure to the resource on an international competitive basis, subject to the requirements of the Commonwealth Native Title Act 1993. This would require a negotiation process with traditional owners and potentially involve companies with whom the traditional owners had no existing relationship (typically developed during the projectÆs exploration phase) and who possibly had no project development experience in Australia. As well, the State Government envisaged an approach to development that drew on the significant work that industry and other stakeholders had undertaken over the previous ten to 15 years, commencing with the mining, minerals and sustainable development (MMSD) process. This work was aimed at rectifying acknowledged deficiencies with industry recognition of stakeholder interests, in particular with respect to environmental management and socioeconomic development. The approach adopted aimed to define the strategic community interests and sustainable development outcomes to which the development of the resource would be expected to contribute, and to embody these within an easily usable management structure that could be applied to each stage of project development from feasibility study through to mine closure. The logical framework (AusAID, 2006; ICMM, 2005) was the management tool utilised to order the identified interests and desired outcomes. The structure included components aligned with the key areas of development interest expressed by the community, and the initial baseline sustainable development plan (SDP) developed established component objectives, outcomes, indicative outputs and activities for the feasibility stage of the project. This established an objective framework to guide potential bidders when developing their response to the State GovernmentÆs Request for Proposal. The paper will describe the evolution of the competitive process and the parallel process for development of the SDP. While the institutional environment was politically and socially complex, the use of simple visual representations of the environment and the analysis and ordering of issues, objectives and criteria through methods such as stakeholder analysis and the logical framework approach, enable the development of a dialogue on the contribution that the development of a mining project can make to sustainable community development, and for the development of an agreed program of community support to capture the contribution. The use of the logical framework was found to have good functionality for plan development. Achieving plan outcomes though, is highly dependent on the skill of key project personnel in facilitation, team building, conflict resolution and leadership, as well as their ability to influence the behaviour of key stakeholders with the capacity and authority to require the integration of local economic development criteria in to key project development decisions.

Jan 1, 2009

By T. A. Rickard

Technology has no recognized rank in what is called polite literature; the subject-matter of engineering is not supposed to lend itself to artistic treatment; we are the hewers of wood and drawers of water to the high-priests of learning that live on the cold summit above our humbler dwellings. Therefore the hierophants smile at the notion of 'style1-" that curiously personal thingy-in technical writing. The "great art" of Pater, the "inevitable phrase" of Raleigh, the "note of distinction" that Arnold demanded are said to be beyond the scope, as they are supposed to be beside the need, of a writer on geology or engineering. This is a narrow view. Science, no less than belles lettres, calls for the best exercise of the human intelligence; the art of writing should be employed as skilfully and as earnestly in a description of the structure of the Sierra Nevada, or of the construction of a tunnel through the range, as in a rhapsody welcoming the rosy fingers of the dawn. The idea still lingers that fine writing does not befit technology, even though the masters of the Victorian period-Huxley, Tyndall, Ruskin-proved that science is worthy to be arrayed in the best robes that the looms of thought can weave. At the beginning of these lectures I quoted Barrie's remark touching the inability of the scientific man to express himself. That imputation has been passed to the technologist, whose utilitarian pursuits are supposed to make him too clumsy for the refinements of human speech. We may not have acquired the self-consciousness of those writers on Art whose "power of expression is so cultivated that their sensual caterwauling may be almost mistaken for the music of the spheres"; nor can we imitate the politicians, who have the ability to speak far beyond anything that they may have to say; but we too have a litera-

Jan 1, 1931