A Lion In The Street (June 1957 | Volume: 8, Issue: 4)

A Lion In The Street

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Authors: John A. Garraty

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June 1957 | Volume 8, Issue 4

 
 

On August 8, 1911, a committee of the House of Representatives was interrogating George W. Perkins, a former partner of the House of Morgan, about the control of the Morgan firm over the steel industry. Tempers matched the heat of the Washington weather as the questioning ranged over every aspect of the firm’s affairs. Time and again the witness and Chairman Augustus O. Stanley clashed—interrupting each other repeatedly, their voices rising. Stanley asked Perkins about his personal contributions to political campaigns, and when Perkins, upon advice of counsel, refused to answer, Stanley threatened to cite him for contempt. Thereupon the members of the committee wrangled endlessly in a partisan discussion of the propriety of the question. Finally, perhaps to clear the air, Congressman Charles Lafayette Bartlett of Georgia turned to the role of J. P. Morgan in the Panic of 1907. “Is it not a fact,” he asked the witness, “that Mr. Morgan and his associates, not only in that panic but in all panics and at all times, so control and dominate the financial situation in New York that they can control it as they please?” Perkins leaped from his chair, pounding the committee table with clenched fists. “Absolutely not,” he snapped. “There never was anything further from the facts…. Mr. Morgan was able to do what he did in that panic because of the man and his personality, and because people believed in him.” “You need not get excited about it,” said Bartlett soothingly. “I am not getting excited,” Perkins stated quietly. “But I am in earnest.”

Perkins’ vehemence was understandable. No one had been closer to Morgan during the spectacular days of October and November, 1907, when the whole structure of American finance tottered on the verge of the abyss. He remembered the white and shaken faces of the nation’s leading bankers as they crowded into Morgan’s offices literally begging for direction, while mobs ranged aimlessly through Wall Street and panicked depositors clamored for their savings before the doors of some of the largest trust companies in the city. Morgan had been indeed, in the words of Frederick Lewis Allen, a “one-man Federal Reserve Bank” in the crisis.

The troubles of the autumn of 1907 were unexpected only in their violence. As early as May, Wall Street was predicting “a pretty serious time next fall.” The stock market was sluggish, new bond issues almost impossible to move; everyone seemed afraid to lend money. Through the summer things got no better. The great Union Pacific Railroad tried to float a $75,000,000 bond issue but could dispose of only $4,000,000. Industrial activity faltered; steel production was down about 20 per cent from the summer of 1906. In October conditions grew worse, for crops were late that year and farmers were straining the already precarious credit structure by seeking extensions of their loans to tide them over.

Suddenly the financial community was rocked by news of the failure of a big