ot been considered necessary. The mechanical problems involved are not so difficult but that they probably can be solved, if only intelligent efforts and experiments are made in that direction. As an offset to this is the fact, not so encouraging, that "it is much easier to design a proper system of sewerage than to remedy the defects of one already constructed. Indeed, thoroughly to do the latter is wellnigh impossible. Unfortunately, the sewers in many towns of the State have been built piecemeal and without any system. First, a single drain is built, chiefly to remove surplus rain-water. It discharges little or no sewage, and the pollution of the outlet is thought to be unimportant. House-drains are afterward connected with it, so that it assumes the functions of a sewer. Then another branch sewer connecting with it is built, and from time to time more are added. So a network of pipes grows up, without system, and without adaptation of one pipe to the others. The sewers work badly, and the amount of sewage discharged at the outlet begins to make a nuisance. Then, perhaps, but not before, some expert in sewerage is called into consultation. It is, however, too late—the mischief has been done—and he rarely can suggest any but palliative measures, unless the town is willing to abandon all of the work already done, and begin again de novo. Many nuisances and much expense would be avoided if it were required in the future that no towns should be allowed to build sewers except such as formed parts of a well-digested scheme for the whole town; which scheme provided for the proper disposal of the present and prospective amounts of sewage, and had first been submitted to, and approved by, some experts appointed by the State. The same principle applies to manufactories."
The Science of Business. By Roderick H. Smith. New York: G. P. Putnam's Sons. Pp. 182.
The author presents this essay as "a study of the principles controlling the laws of exchange." He believes that the course of business is governed by fixed natural laws, and that those laws correspond, as it were, with the law of motion, which goes along the line of least resistance, and is also subject to the law of rhythm. By the latter law, the ups and downs of business are regular in their recurrence, or periodical. No attempt to account for commercial fluctuations can be successful that loses sight of this. We may assign what particular causes may be most apparent for the stimulation of speculative movements or for the prevalence of failures. They may all have their influence; but that influence works in with the rhythmic movement, not against it or independently of it. The author calculates the period of the rhythmic wave to be about ten or eleven years; and according to his computations the period of depression in which we are now supposed to be sinking is to culminate in 1 887. Curiously enough, he predicts—it was a prediction when he wrote it—that "during the years of depression into which we are now entering—1885, 1886, 1887—we may expect numerous strikes, mobs, and troubles in our cities among laboring classes, incident to such times." While Mr. Smith's theory must be classed in the long list of hypotheses very much in need of proof, it is fair to say that he does not write like a wild visionary, but in the manner of a capable man who has thought long and earnestly upon the question he discusses.
The Fitting-Schools. By G. von Taube. New York: Gramercy Park School and Tool-House Association. Pp. 86.
The author is the originator and present director of the Gramercy Park Tool-House, and considers in this pamphlet the educational methods followed there—which attempt considerably more than simply to introduce the tools, or to train a future mechanic. From the statements of his theory of education we cite this about the primary work, or purpose, of the Kindergarten, which "is generally accomplished, notwithstanding' the school. The early culture of perceptions goes ahead according to Nature's rules, even if the ABC remains unmastered. And facing the fact that a great d