In a discussion of the question "How Education fails," Dr. J. T. Searcy, of Tuscaloosa, Alabama, speaks of the tendency of too much education as being to make the pupil too machine-cut. "The successful, the progressive, the aggressive men, families, and races are not the manufactured ones, but the self-made ones." In the conditions and complexities of human society, the accumulating data of knowledge change so rapidly that educators can not anticipate the future in the elements and curricula of prescribed education. The advancing man, who is able to keep up in his day and generation, shows his excellence in his ability to readjust to his changing environment. The schools can not give this faculty, but rather have a tendency to weaken it; yet on it, more than anything else, rests the success of the man and the race. "Too much ought not to be demanded of the schools, nor ought they to assume too much to themselves."
THE UNITED STATES NATIONAL MUSEUM.
By Hon. CHARLES D. WALCOTT,
DIRECTOR OF THE UNITED STATES GEOLOGICAL SURVEY.
A national museum should be the center of scientific activity in the country in which it is located. In England the British Museum is the Mecca of scientific men. In Paris, Copenhagen, Vienna, Berlin, and other capitals of Europe the national museum stands in similar relations to the scientific work of its own country. Such a relation our National Museum should hold to scientific men and affairs in America. It should receive and take care of all material that has been or may be valuable for investigation or for the illustration of the ethnology, natural history, geology, products, and resources of our own country, or for comparison with the material of other countries. It should furnish material for all kinds of scientific investigations which deal with specimens or types, and give aid to such researches and publish their results. It should present by illustration such of the results of the scientific investigations of its corps of officers as are susceptible of such representation. It should co-operate with all the higher educational institutions of learning in the country, and assist in the promotion and diffusion of knowledge in all lines of investigation carried on by it. It should provide library facilities, and aid all post-graduate students who may wish to take advantage of the provisions made by the Government for scientific research.
History and Present Organization.—Beginning in a small way in the Patent-Office building early in the century, the "Government" collections of "natural products" were transferred to the custody of the Smithsonian Institution in 1858, where they were installed along with the larger and more valuable collections of the institution. Twenty-three years later, in 1881, the present National Museum building was ready for the great mass of material that had accumulated in the Smithsonian building, and had been transferred from the Centennial Exhibition at Philadelphia. Out of these heterogeneous collections Dr. G. Brown Goode, under the direction of Secretary Baird, of the Smithsonian, organized a museum of broad scope, based on all that had proved best in museum experience to that time. Faithfully he carried forward the work until September, 1896, when his health broke under the strain of too many duties, and one of the best museum administrators the world has yet produced, if not the very best one, passed from us. In January, 1897, I was placed in temporary charge of the administration of the museum as an acting Assistant Secretary of the Smithsonian Institution, and remained in charge until July 1, 1898.
On July 1, 1897, in order to meet changed conditions, a new plan of organization went into effect. The various divisions and sections of anthropology, biology, and geology, which had previously been conducted independently of one another, the curators and custodians reporting directly to the assistant secretary in charge of the museum, were united under three head curators—one of anthropology, another of biology, and a third of geology. This secured direct expert supervision, and correlated the work of each department. Before this such correlation had been impossible, owing to the large number of independent heads of sections and divisions in each department, who planned and executed the work more or less independently of one another.