[120] The reader may contrast with this the early days of the relief at the Johnstown flood "where two windows were set apart from which clothing and boots were being thrown over the heads of the crowd, and those having the longest arms and the stoutest backs seemed to be getting the most of it"; and where almoners passed through the streets handing "ten dollar bills to everyone whom they met."
[121] Johnstone, Dwight, _The Tragedy of Halifax_ (in MS.).
[122] There was however no definite organization of the dissatisfied as actually took place at the Slocum Disaster.
As to the justice of this it has been already indicated that criticism was inevitable because there existed no well-grounded body of public opinion to which could be anchored the wisdom of sound and thorough social methods. The passing of time has reënforced the rightness of the course taken, and not a few former critics would now be ready to condemn the methods used as not having been radical enough. Still there was an element of justice in what was said, and social workers of the future when thrown into a similar situation should curtain their machinery a little closer, at least until the community can realize the principles which organization must conserve.
The principle on which rigid procedure is justified is based upon disaster psychology itself, and is the fruit of a long series of trials and errors. On the first few days after disaster the finer sensibilities of human nature appear. Men and women say "others have lost more, we will get on with a minimum of help." About the fifth day when the poignancy of the horrors has passed and the dead are buried, these same people suddenly discover that there are thousands of dollars available. Then another aspect of human nature comes into evidence. Every device is utilized by each to out-distance the other in the scramble. There has not been a single disaster where this state of mind has not shown itself. The way to deal with it without complete records as yet has not been suggested. The only way a committee can protect itself against disgruntled criticism is to know what it is doing. This is the justification of rigid desk procedure. It is a way to detect and to defeat imposture; though it serves also many other purposes. It was not, however, all adverse criticism which developed at Halifax. There were many who were able to see the beneficent purpose behind the careful service, and as months passed on the value of this experienced administration came to be more generally realized. Indeed