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Patanjali Kashyap

Machine Learning for Decision Makers

Cognitive Computing Fundamentals for Better
Decision Making
2nd ed.
Dr. Patanjali Kashyap
Bangalore, Karnataka, India

ISBN 978-1-4842-9800-8 e-ISBN 978-1-4842-9801-5

https://doi.org/10.1007/978-1-4842-9801-5

© Dr. Patanjali Kashyap 2017, 2024

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Table of Contents
Chapter 1:​Let’s Integrate with Machine Learning
Your Business, My Technology, and Our Interplay of Thoughts
General Introduction to Machine Learning
The Details of Machine Learning
Quick Bytes
Supervised Learning
Unsupervised Learning
Characteristics of Machine Learning
Current Business Challenges for Machine Learning
Handling, Managing, and Using Complex and Heterogeneous
Data
Dynamic Business Scenarios, Systems, and Methods
Unpredictable System Behavior
The Needs and Business Drivers of Machine Learning
What Are Big Data and Big Data Analytics?​
The Major Sources of Big Data
The Three Vs of Big Data
What Is Analytics?​
What Is Cloud Computing?​
Essential Characteristics of Cloud Computing
Cloud Computing Deployment Methodologies
Cloud Computing Service Models
Challenges of Cloud Computing
What Is IoT?​
Evolution, Development, and the Future of IoT
 Jargon Buster
Characteristics of IoT
Challenges with the Internet of Things
How IoT Works
What Is Cognitive Computing?​
How Cognitive Computing Works
Characteristics of Cognitive Computing
Nervana Systems:​A Machine Learning Startup
How the Cloud, IoT, Machine Learning, Big Data Analytics, and
Cognitive Computing Work Together
Video Link
Summary
Mind Map
Chapter 2:​The Practical Concepts of Machine Learning
Linking History, Evolution, Machine Learning, and Artificial
Intelligence
Jargon Buster
Machine Learning, AI, the Brain, and the Business of
Intelligence
Jargon Buster
General Architecture of Machine Learning
Machine Learning:​You and Your Data
Technology Related to Machine Learning
The Need for Machine Learning
Machine Learning Business Opportunities
Customer Experience Enrichment
 Automated Machine Learning Based Customer Support
Systems
A Tale of Customer Support and Automation
Machine Learning Customer Retention Systems
Business Success, Customer Engagement, and Machine
Learning
Customer Segmentation Applications and Products
Intelligent Customer Prioritization and Classification
Products, Applications, and Services (APS)
Autonomous and Intuitive Systems
How Are Big Language Models Like ChatGPT Using RLHF?​
Deep Learning and Simulated Neuron Based APS
Emotions and Sentiment Analysis Based APS
Other Intuitive Applications, Products, and Services
Prediction, Digital Assistance, and Recommendation APS
Recommendations Based Applications, Products, and
Services
Virtual Digital Assistance
Advertising
Phototagging
Domain-Specific APS
Financial and Insurance Services
Telecom Network, Products, and Services
Professional Services
Public Sector and Government Initiatives
Retail and Wholesale
Transport
Utilities, Oil, and Gas
Manufacturing
Machine Learning for Legal Activities
Machine Learning to Prevent Money Laundering
Improving Cybersecurity
Science and Technology
Medical Science
Space Science
Physics
Biology
Types of Machine Learning
Reinforcement Learning
Supervised Learning
Unsupervised Learning
Semi-Supervised Learning:​A Quick Look
Machine Learning Models
Training ML Models
Different Types of Algorithm-Based Models for Machine
Learning
Tools for Machine Learning
Jargon Buster
Frameworks for Machine Learning
Distributed Machine Learning
Large-Scale Machine Learning
Programming Languages for Machine Learning
R
 Scala
Python
The Latest Advancements in Machine Learning
Image-Based Recognition
Case Study:​Face Recognition
Healthcare
Travel and Communications
Advertising
Jargon Buster
More Case Studies
Case Study:​Machine Learning Text Analytics
Case Study:​Automation Reduces Resolution Time by 50
Percent
Audio and Video Links
Summary
Mind Map
Reference, Web Links, Notes, and Bibliography
Chapter 3:​Machine Learning Algorithms and Their Relationship
with Modern Technologies
Algorithms, Algorithms, Everywhere
Jargon Buster
Machine Learning Algorithm Classifications
Clustering
Regression
Classification
Differences Between Classification and Regression
Anomaly Detection
Building a Machine Learning Model
Selecting the Right Algorithm/​Model for Your Requirements
Approaching the Problem
Choosing the Correct Algorithm
Expert Opinion
A Review of Some Important Machine Learning Algorithms
The Random Forest Algorithm
The Decision Tree Algorithm
Logistic (Classification) and Linear Regression
Support Vector Machine Algorithms
Naïve Bayes Algorithms
k-Means Clustering Algorithms
Apriori
Markov and Hidden Markov Models
Bayesian Networks and Artificial Neural Networks (ANNs)
Machine Learning Application Building
Agility, Machine Learning, and Analytics
Why Do You Need Agile?​
Show Me Some Water Please
Agile’s Disadvantages
Agile Usage
Some Machine Learning Algorithm-Based Products and
Applications
Algorithm-Based Themes and Trends for Businesses
The Economy of Wearables
New Shared Economy-Based Business Models
 Connectivity-Based Economies
New Ways to Manage in the Era of the Always-On Economy
Macro-Level Changes and Disrupted Economies
The Marriage of IoT, Big Data Analytics, Machine Learning,
and Industrial Security
Startup Case Study:​Belong
Industry 4.​0:​IoT and Machine Learning Algorithms
Review:​Generative AI:​A Miracle Lead by Machine Learning
Technologies
ChatGPT in the Corporation
Risks with ChatGPT
Trustworthy AI
The Audio and Video Links
Before Winding Up
Summary
Mind Map
Chapter 4:​Technology Stack for Machine Learning and Associated
Technologies
Software Stacks
Chapter Map
The Internet of Things Technology Stack
IoT, You, and Your Organization
The Device and Sensor Layer
Facts for You
The Communication, Protocol, and Transportation Layer
The Data Processing Layer
The Presentation and Application Layer
 IoT Solution Availability
Real-Life Scenarios
The Big Data Analytics Technology Stack
The Data Acquisition Integration and Storage Layer
Hadoop Distributed Filesystem (HDFS)
Amazon Simple Storage Service (S3)
The Analytics Layer
Hadoop MapReduce
Pig
Apache Hive
HBase
MangoDB
Apache Storm
Apache Solr
Apache Spark
Azure HDInsight
The Presentation and Application Layer
Offerings from Vendors in the Big Data Space
Real-Life Scenarios
The Machine Learning Technology Stack
The Connector Layer
The Storage Layer
The Processing Layer
The Model and Runtime Layer
The Presentation and Application Layer
Real-Life Scenarios
 Role of Cloud Computing in the Machine Learning Technology
Stack
The Cognitive Computing Technology Stack
Cognitive Computing vs Machine Learning
Use Cases
The Cloud Computing Technology Stack
Audio and Video Links
The Latest Research
Summary
Mind Map
Chapter 5:​Industrial Applications of Machine Learning
Abstract
Data, Machine Learning, and Analytics
What Is Machine Learning Analytics?​
The Need for Machine Learning Analytics
Challenges Associated with Machine Learning Analytics
Business Drivers of Machine Learning Analytics
Industries, Domains, and Machine Learning Analytics
The Case of SCADA and PLC
Tools for Data Analysis
Machine Learning-Based Finance and Banking Analytics
Machine Learning-Based Healthcare Analytics
Machine Learning-Based Marketing Analytics
Audio and Video
Machine Learning-Based Analytics in the Retail Industry
Customer Machine Learning Analytics
 Machine Learning Analytics in Real Life
Machine Learning Analytics in Other Industries
A Curious Case of Bots and Chatbots:​A Journey from Physicality
to Mindfulness
How Bots Work
Usability of Bots
Bots and Job Loss
Summary
Mind Map
Chapter 6:​I Am the Future:​Machine Learning in Action
State of the Art Examples
Siri
Alexa
Google Assistant
IBM Watson
Microsoft Cortana
Connected Cars
Driverless Cars
Machine and Human Brain Interfaces
Virtual, Immersive, Augmented Reality
Mixed Reality
The Metaverse
Startup Case Study:​Absentia
Google Home and Amazon Alexa
Google Now
Brain Waves and Conciseness Computing
 Machine Learning Platforms and Solutions
SAP Leonardo
Salesforce Einstein
Security and Machine Learning
The Indian Software Industry and Machine Learning
Use Cases for These Products
Quantum Machine Learning
Practical Innovations
Machine Learning Adoption Scorecard
Summary
Mind Map
Chapter 7:​Innovation, KPIs, Best Practices, and More for Machine
Learning
Abstract
IT, Machine Learning, Vendors, Clients, and Changing Times
Designing Key Performance Indicators (KPIs) for Machine
Learning Analytics-Based Domains
The KPI and ML Teams
Monitoring the KPIs
Designing Effective KPIs Using a Balanced Scorecard
Preparation
Measurement Categories
Benefits of KPIs
Some Important KPIs from Specific Organization and Industry
Perspectives
Organization/​Enterprise Specific Machine Learning KPIs
Industry-Specific KPIs
 Stock and Customer Analytics KPIs
Differences Between KPIs and Metrics
Risk, Compliances, and Machine Learning
Risk and Risk Management Processes for Machine Learning
Projects
Risk Identification
Risk Assessment
Risk Response Plan
Monitoring and Controlling Risks
Best Practices for Machine Learning
Evolving Technologies and Machine Learning
Summary
Mind Map
Chapter 8:​Do Not Forget Me:​The Human Side of Machine Learning
Economy, Workplace, Knowledge, You, and Technology
Jargon Buster
Key Characteristics of Intellectual Assets
Bottom-Up Innovation
Teamwork and Knowledge Sharing
Adaptability to Change
Customer Focus
Spirituality
Key Performance Drivers of Individuals
Measuring Intelligence
Benefits of the Intelligence Competencies
Gamification
 Comics and Gamification
Corporate Storytelling
Building an Efficient ML Team in Relation to EQ, SQ, MQ, and
Social Q
Team Leader
Technology Manager
Team Members
Organizational Leader
The Differences Between a Leader and a Manager
How to Build a Data Culture for Machine Learning
Questions for Bringing Transparency to the Team and
Enterprise
Machine Learning-Specific Roles and Responsibilities​
Role 1:​Deep Learning/​Machine Learning Engineer
Role 2:​Data Scientist
Other Important Roles
Lean Project Management and Machine Learning Projects
How to Do the Right Resourcing and Find the Best Match
DevOps
The Need for DevOps
The Benefits of DevOps
Summary
Mind Map
Chapter 9:​Quantum Computers, Computing, and Machine
Learning:​A Review
Introduction
Quantum Computers and Computing
 The Wave of Quantum
Fundamentals of Quantum Computing
Traditional Quantum Calculations
Logic Gates
Universal Computing Machine
Quantum Mechanics
Further Advancements of Quantum Theory
The Structure Blocks of Quantum Mechanics
Quantum Entanglement in Detail
Superposition and Entanglement in a Quantum Computer
Quantum Computing, Classical Computing, and Data
Innovation
Quantum Programming
Algorithmic Complexity
Quantum Gates
The Quantum Gate Is a Unitary Matrix
Quantum Algorithms
Quantum Circuits
Computations
Quantum Registers vs Classical Registers
Quantum Computer Algorithms
Main Classes of Quantum Algorithms
Important Quantum Algorithms
Translating Algorithms Into Programming Languages
Qubit Details
General Structure of a Quantum Computer System
 Quantum Software Example:​Qiskit Aqua
Debugging a Quantum Program
Quantum Simulators and Computers
Quantum Computing, Artificial Intelligence and Machine
Learning:​The Basics
The Interface Between Machine Learning and Quantum
Computing
Artificial Quantum Intelligence
Quantum Machine Learning (QML)
Machine Learning with Quantum Computers
Quantum Neural Networks
Quantum Computing Applications
Cloud Quantum Computing
Quantum Computing as a Service (QCaaS)
Amazon Web Services (AWS) Runs Braket, A Quantum
Computer as a Service
The Current State of Quantum Computing
Summary
Chapter 10:​Let’s Wrap Up:​The Final Destination
Index
About the Author
Patanjali Kashyap, PhD
works as a technology manager at a
leading American bank. He deals with
high-impact, mission-critical financial
and innovative new-generation
technology projects on a day-to-day
basis. Dr. Kashyap has worked with
technology giants such as Infosys and
Cognizant Technology Solutions. He is an
expert in the Agile process, machine
learning, Big Data, and cloud computing.
He understands Microsoft Azure and
cognitive computing platforms such as
Watson and Microsoft Cognitive Services. Dr. Kashyap confesses .NET
technologies to be his first love to his friends and colleagues. He has
worked on a spectrum of .NET and associated technologies, such as SQL
Server and component-based architectures, from their inception. He
also loves to work with SharePoint (and with content management in
general), knowledge management, positive technology, psychological
computing, and UNIX. Dr. Kashyap is experienced in software
development methodologies, application support, and maintenance. He
has published several research and whitepapers on multiple topics. He
is involved in organizational initiatives, such as building world-class
teams and dynamic cultures across enterprises. And he is the go-to
person for incorporating “positivity and enthusiasm” in enterprises.
About the Technical Reviewer
Krishnendu Dasgupta
is currently the head of machine learning
at Mondosano GmbH, leading data
science initiatives focused on clinical
trial recommendations and advanced
patient health profiling through disease
and drug data. Prior to this role, he co-
founded DOCONVID AI, a startup that
leveraged applied AI and medical
imaging to detect lung abnormalities and
neurological disorders.
With a strong background in
computer science engineering,
Krishnendu has more than a decade of
experience in developing solutions and platforms using applied
machine learning. His professional trajectory includes key positions at
prestigious organizations, such as NTT DATA, PwC, and Thoucentric.
Krishnendu’s primary research interests include applied AI for
graph machine learning, medical imaging, and decentralized privacy-
preserving machine learning in healthcare. He also had the opportunity
to participate in the esteemed Entrepreneurship and Innovation
Bootcamp at the Massachusetts Institute of Technology, cohort of the
2018 batch.
Beyond his professional endeavors, Krishnendu actively dedicates
his time to research, collaborating with various research NGOs and
universities worldwide. His focus is on applied AI and ML.
© Dr. Patanjali Kashyap 2024
P. Kashyap, Machine Learning for Decision Makers
https://doi.org/10.1007/978-1-4842-9801-5_1

1. Let’s Integrate with Machine Learning

Patanjali Kashyap1
(1) Bangalore, Karnataka, India

Dr. Patanjali Kashyapa*

a
Bangalore, Karnataka, India
In this chapter, I present a holistic synopsis of how machine learning
(ML) works in conjunction with other technologies, including IoT, Big
Data analytics, and cloud and cognitive computing. Technically, machine
learning cannot and never should be understood in isolation. It is a
multi-disciplinary subject. This is why you need an integrated view of
the suite of concepts and technologies before you can understand the
technical landscape of machine learning. Even for academic purposes, if
someone wants to understand the workings of machine learning, they
have to learn the nuts and bolts in detail. Hence, it is important for
business leaders and managers to have a holistic and integrated
understanding of machine learning to properly grasp the subject. It
becomes more important if they are interested in the subject for
business reasons. Because you are reading this book, I assume that you
want to become acquainted with the concepts of machine learning.
During my endeavor to provide a conceptual foundation of machine
learning and its associated technologies, I address multiple business
questions, including these:
What is machine learning?
What is the business case for machine learning?
How do we use machine learning?
What are the key features of machine learning?
Where can we implement machine learning?
 What are the major techniques/types used in machine learning?
Why is machine learning required in business?
These questions are answered in detail in this and the following
chapters. The key business benefits and values of successful machine
learning implementations are also discussed in the appropriate places.
Almost the same set of questions, thoughts, and concepts are
addressed for associated technologies as well. This chapter explores the
core concepts behind advanced analytics and discusses how they can be
leveraged in a knowledge-driven, cognitive environment. With the right
level of advanced analytics, the system can gain deeper insights and
predict outcomes in a more accurate and insightful manner. Hence, it is
essential to study these concepts in a practical way. This chapter
introduces the knowledge platform and provides you with the practical
knowledge you are looking for.

Your Business, My Technology, and Our Interplay of

Thoughts
My argument is very simple and you will find it conveyed throughout the
book. I argue that technologies—like the cloud, Big Data analytics,
machine learning, and cognitive computing—enable growth, profit, and
revenue. My focus is not to explain the model and its benefits in a
stepwise fashion but to explain the technologies behind it.
In any business scenario, results and outcomes have multiple
dimensions. But what is important for the enterprises, business leaders,
and stakeholders is to know how they impact their business strategies.
The outcome depends on multiple factors, such as how quickly the
infrastructure is ready, the cost per transition, the implementation time
for the new applications, and even how partners, including suppliers,
are integrated in the overall supply chain and decision-making
processes. Another important factor is the level of automation the
enterprise has (from bottom to top).
Machine learning—or, in other words, the “automation of
automation”—and cognitive computing are changing the way decisions
are made. Monotonous, repetitious, and less skilled human intervention
is being replaced with “intelligent” automation. That’s changing the
dynamics of decision making. The result is increased efficiency and
effectiveness of overall business processes and decision making. Its
impact will be felt on enterprise profit, revenue growth, and operational
efficiency. Enterprises will appreciate business value at all levels and
areas of their investments, whether it’s IT infrastructure, IT application,
business processes, operations, or finance. If they adopt the right
context-based approach to technology, benefits are bound to come.
Adopting the cloud enables companies to quickly provision their
resources and reduce costs per transition and per workstation. Most of
the requirements for application development are available on-demand
in a cloud-based environment, so implementing a new application is
fast. Suppliers have access to the robust supply chain, so integrating
their services and logistics becomes easy. The cloud provides on-
demand data analytics and machine learning-based, context-oriented
cognitive computing functionalities in an automated fashion. This
enables enterprises to enjoy high revenue growth and increased return
on investment.
If you have followed the trends and direction of the IT industry in the
last couple of years, one signal is clear—industries are betting heavily
on this new generation of technologies. Old thoughts and technical
pillars are getting destroyed and new ones are piling up rapidly. IBM,
Microsoft, Google, and Facebook patents filled in recent years show the
direction of the industry. Microsoft is the leader in patent filing, with
over 200 artificial intelligence-related patent applications since 2009.
Google is in second place, with over 150 patent filings. Patents include
elements of cloud computing, cognitive computing, Big Data analytics,
and machine learning. The following links provide a snapshot of the
patent landscape in recent years:
https://​www-03.​ibm.​com/​press/​us/​en/​presskit/​42874.​wss
https://​cbi-blog.​s3.​amazonaws.​com/​blog/​wp-content/​uploads/​
2017/​01/​1-ai-patents-overall.​png
The cloud, the Internet of Things (IoT), Big Data, and analytics
enable effective and appropriate machine learning implementation and
focused strategies. Machine learning is at the core of cognitive
computing, which provides the power of real-time, evidence-based,
automated decision-making capabilities to enterprises. You will be able
to combine all the pieces and visualize the complete picture. This is a
journey from data to wisdom. You get data through IoT systems and
other sources of data, store that data in a cloud-based data store, and
then apply analytics techniques to the data to make sense of it. Then you
automate the analytical process by applying machine learning
techniques to find patterns and make accurate predictions. You refine
the results by iteratively running the models/algorithms. The options
are backed by a confidence level and by evidence. An end-to-end
solution!
It is worth mentioning here that this separation of technology and
division of layers is logical. That is, there is no “hard” boundary defined
in the standard and professional literature. For example, a lot of
technical literature couples Big Data analytics and machine learning
together. Some treat machine learning and cognitive computing as one.
However, segregation organizes the thought process; hence, I take this
approach.
By studying the five technical pillars of the current and future
innovative and knowledge-based business ecosystem (the cloud, Big
Data, IoT, machine learning, and cognitive computing), you will be able
to draw correct inferences and make suitable business decisions for
your enterprise. By the end of the chapter, you will understand what
these technologies are all about, what they mean, and how they matter
to the business ecosystem.

General Introduction to Machine Learning

The input-process-output model—which states that inputs enter the
system, are processed, and then output is produced—forms the
foundation of most information and data processing technologies. As an
illustration, consider a word processing program where each keystroke
results in a letter output that appears on the screen. The actions that
must be taken are obvious when someone presses a letter in a word
processing program. Therefore, it is simple to design a process that
takes into account which input values should result in which output
values.
Let’s say you want to create a program that would say “This is a
picture of a horse” and you have an image of a horse. The fundamental
issue for computers now arises from their inferior ability to recognize
patterns compared to humans. A picture is nothing more than the
combination pixels composed of vectors to a computer. It is exceedingly
challenging to solve if you attempt to do so using typical programming
methods. However, it is a simple task with Big Data, statistics, and
analytics techniques. In later sections, you’ll learn about this in more
detail.
Here is where ML and AI enter the picture. Artificial intelligence (AI)
refers to computer programs that quickly complete tasks on their own,
mimicking human intelligence. The formal concept of programmable
“artificial neurons” by McCulloch and Pitts, published in 1943, is the key
piece of work now typically recognized as AI. At a workshop held at
Dartmouth College in 1956, the phrase “artificial intelligence” was
coined. This event is frequently cited as the beginning of the field of AI.
As discussed earlier, the term “machine learning” (ML) was created
three years later by a pioneer in this subject. An artificial system learns
from examples and can simplify them after the learning phase is
through. This process is known as machine learning, which is a broad
term for the “artificial” generation of knowledge from experience. An ML
algorithm creates a statistical model based on training data (more on
this later). This means it does not just learn the examples by heart but
identifies patterns and regularities in the learning data. In this way, the
system can also measure unidentified data, although it may also fail to
do so.
Machine learning is a fascinating concept these days, and nearly
everyone in the business world is talking about it. It’s a promising
technology that has the potential to change the prevalent business
environment and bring disruption in action. Decision-makers have
started considering machine learning a tool to design and implement
their strategies and innovative thoughts. Implementing machine
learning in organizations or enterprises is not easy. One of the reasons
for this is the lack of useful and reliable data. Having relevant data is
essential for effective machine learning implementation. But, getting
relevant and accurate data is a big challenge. Riding on recent
advancements and developments in the field of IoT-enabled
technologies and Big Data analytics, it is comparatively easy for
enterprises to store and analyze data efficiently and effectively. This
luxury of the availability of Big Data on-demand and in real time leads to
the successful implementation of machine learning projects, products,
applications, and services.
 This also empowers decision-makers to create some great strategies.
Because of this, we started seeing and realizing results and success
stories regarding machine learning. The concept of machine learning is
not recent and can be traced back and is linked with the artificial
intelligence and expert systems. As mentioned, in recent times, it has
been getting a lot of attention and traction because of some path-
breaking achievements. For example, IBM Watson’s capabilities to
predict oncological outcome better than doctors or Facebook’s success
at accurately identifying the faces of humans.
In the era of machine learning and Big Data analytics, generalized
prediction is at the heart of almost every scientific/business decision.
The study of generalization from data is the central topic of machine
learning. In current and future business scenarios, predicting outcome is
the key to the organization’s success. Decision-makers want to see and
allow strategies to be made and implemented that not only look at
historical data but also make sense of it. Optimistically, they want that to
happen automatically. The expect system would “predict” the behavior
of customer and their future needs. Companies can then make effective
decisions based on the reports and dashboards in real time. For
example, in investment banking, decision-makers want to build software
that would help their credit risk officer predict most likely customer
defaults. A telecom company wants to predict a customer’s inclination to
default on a bill based on the behavioral analysis of the customers. This
would provide them with future projections of payment liabilities in real
time. Based on historical payment details of a customer and machine
learning, it is well possible.
In fact, decision-makers are not satisfied only with the prediction;
they are more interested in understanding why someone is going to do
something. Decision-makers want to explore the “why” of the story and
build their strategies around that mindset or behavior. Technically as we
know, machine learning learns from the data. The outcome of learning
depends on the level of analytics done on the data set. Therefore, it is
important to take a look at the level of learning analytics. I give a brief
primer of the concept here and come back to this in the later chapters,
where it needs further elaboration.
Typically, there are four levels of learning analytics associated with
machine learning:
 Descriptive: What has happened and what is happening? This
generally looks at facts, data, and figures and provides detailed
analysis. It is used for preparing data for advanced analysis or for day-
to-day business intelligence.
Diagnostic: Why did this happen? This examines the descriptive
elements and allows for critical reasoning.
Predictive: What will happen? This provides different elements and
focus on what the outcome would be. It proves future possibilities and
trends and uses statistical techniques such as linear and logistic
regression to understand trends and predict future outcomes.
Prescriptive: What should I do and why should I do it? This
determines how a specific result or outcome can be achieved through
the use of a specific set of elements. Its focus is on decision making
and efficiency improvements. Simulation is used to analyze complex
system behavior and identify uses.
Recent developments in the field of cognitive computing have
encouraged cognitive analytics, and its output is more human like, so it is
more beneficial. Cognitive analytics takes perspective analytics to the
next level. Companies essentially need prescriptive analytics to drive
insights, recommendations, and optimizations. Cognitive analytics
actually test, learn, and adapt over time and derive even greater insights.
It bridges the gap among machine learning, Big Data, and practical
decision making in real time with high confidence and provides
contextual insights.
Based on the outcome of the level of analytics performed on the data
set, companies encourage or discourage particular behavior according
to their needs. This triggered a new era of human-machine
collaboration, cooperation, and communication. While the machine
identifies the patterns, the human responsibilities are to interpret them
and put them into different micro-segments and recommend and
suggest some course of action. In a nutshell, machine learning
technologies are here to help humans refine and increase their potential.

The Details of Machine Learning

Machine learning is known for its multi-disciplinary nature. It includes
multiple fields of study, ranging from philosophy to sociology to artificial
intelligence. However, in this book, machine learning is treated as a
subfield of artificial intelligence, which is explained as the ability of
machines to learn, think, and solve a problem or issue in the way that
humans do. It helps computers (software) act and respond without
being explicitly programmed to do so.
Here are some formal definitions of machine learning:
Machine learning is concerned with the design and development of
algorithms and techniques that allow computers to learn. The major
focus of ML is to extract information from data automatically, by
computational and statistical methods. It is thus closely related to
data mining and statistics. (Svensson and Soderberg, 2008)
Machine learning inherited and borrowed on concepts and results
from many fields; for example, artificial intelligence, probability and
statistics, computational complexity theory, control theory,
information theory, philosophy, psychology, neurobiology, and other
fields. (Mitchell, 1997, p. 2)
Here are some important highlights about machine learning:
Machine learning is a kind of artificial intelligence (AI) that enables
computers to learn without being explicitly programmed.
Software learns from past experiences through machine learning.
Software can improve its performances by use of intelligent programs
(machine learning) in an iterative fashion.
Machine learning algorithms have the ability to learn, teach, adapt to
the changes, and improve with experience in the data/environment.
Machine learning is about developing code to enable the machine to
learn to perform tasks.
A computer program or algorithm is treated as a learning program if
it learns from experience relative to some class of tasks and
performance measure (iteratively).
A machine learning program is successful if its performance at the
tasks improves with experiences (based on data).
Machine learning is focused on using advanced computational
mechanisms to develop dynamic algorithms that detect patterns in data,
learn from experience, adjust programs, and improve accordingly.
The purpose of machine learning is to find meaningful simplicity and
information/insights in the midst of disorderly complexity. It tries to
optimize performance criteria using past experience based on its
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*** START OF THE PROJECT GUTENBERG EBOOK THE VIKING

BLOOD: A STORY OF SEAFARING ***
The Project Gutenberg eBook, The Viking Blood, by Frederick William
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THE VIKING BLOOD

FREDERICK WILLIAM WALLACE
THE VIKING BLOOD
A Story of Seafaring

By
FREDERICK WILLIAM WALLACE
Author of “Blue Water,” “The Shack-locker,” etc.
 HODDER AND STOUGHTON
LIMITED TORONTO

Copyright, Canada, 1920

BY
THE MUSSON BOOK CO., LIMITED
Publishers, . . . Toronto.

TO
V. S. W.

There’s few who know the ocean road,

Its way by reef and bar:
It keeps its secret guarded well,
In league with sun and star;
But if you tramp it year by year,
And watch it wild and still,
Its heart will open unto you,
And lead you where you will.
The Sea Road.
Table of Contents
CHAPTER ONE
CHAPTER TWO
CHAPTER THREE
CHAPTER FOUR
CHAPTER FIVE
CHAPTER SIX
CHAPTER SEVEN
CHAPTER EIGHT
CHAPTER NINE
CHAPTER TEN
CHAPTER ELEVEN
CHAPTER TWELVE
CHAPTER THIRTEEN
CHAPTER FOURTEEN
CHAPTER FIFTEEN
CHAPTER SIXTEEN
CHAPTER SEVENTEEN
CHAPTER EIGHTEEN
CHAPTER NINETEEN
CHAPTER TWENTY
CHAPTER TWENTY-ONE
CHAPTER TWENTY-TWO
CHAPTER TWENTY-THREE
CHAPTER TWENTY-FOUR
CHAPTER TWENTY-FIVE
CHAPTER TWENTY-SIX
CHAPTER TWENTY-SEVEN
CHAPTER TWENTY-EIGHT
CHAPTER TWENTY-NINE
 CHAPTER THIRTY
CHAPTER THIRTY-ONE
EPILOGUE
 CHAPTER ONE

H E was christened Donald Percival McKenzie, but his mother

preferred to call him Percival. The father, however insisted on the
“Donald” and demanded that it be given priority over whatever
appellation the mother might desire to add to the rare old Highland
surname of McKenzie.
Captain McKenzie received the news of his son’s arrival into the world
just as his ship was leaving the coaling station at Cape Verde Islands,
but his wife’s suggestion of “Percival” caused him to hold the ship to
an anchor while he dashed off a letter protesting against the tacking
of such a namby-pamby name on to a son of his. “‘Donald’ is the
name I have set my heart on, Janet, and I won’t have the name of
McKenzie defiled by any such English designation as ‘Percival’. I won’t
have any Percy McKenzies in my family.” Then, to conciliate his wife,
who, he felt, deserved some consideration, he added, “You may call
him Percival also if you’ve set your mind on it, but remember, Donald
comes first!” So Donald Percival McKenzie it was, and thus it is
inscribed in the Register of Births for the City of Glasgow, in the
County of Lanark, Scotland, in the year of our Lord, Eighteen Hundred
and Seventy-six.
Though registered thus by the laws of church and state and in the
mind of the father, yet the mother won her desire for a time and
omitted the “Donald” when addressing, or referring to, her son. It was
only during Captain McKenzie’s brief home visits between voyages that
young Donald Percival discovered that he had another appellation
which he was expected to answer to. This discovery became a most
pleasing one when the boy advanced to those years of discretion
when he might fraternize with his fellows on the aristocratic “Terrace”
where he resided. Glasgow youngsters, inheriting antipathies through
Scotch or Irish ancestry, scorned anything savoring of “English” and
the name of “Percy” could only be applied to an “Englisher” or a boy
so anglicized by his “Maw” as to be only worth giving a licking to
wherever and whenever met. When one’s mother hails from Inverness
and speaks the pure melodious English peculiar to that part of
Scotland, it is difficult for a lad to disprove connection with southron
antecedents—especially in the face of such circumstantial evidence as
a name like Percy, and an accent free from rolling “r’s” and Scottish
idioms.
This was what young McKenzie had to fight against. Even though he
could scrape through the language test and deliver himself of a
guttural “Och, awa!” and pronounce “loch” without calling it “lock,” yet
the “Percy” damned him. He had attained the age of seven—a rather
delicate boy, much petted and spoilt by his mother—when he rebelled.
The juvenile denizens of the Terrace had jeered at him—calling him
“Percy, dear!” and added injury to insult by throwing mud and
profaning his white starched collar with unclean hands. “They called
me a mammy’s boy,” he sobbed, “’n they said I was English, ’n they
said English was no good ’cause they ran away from the Scotch at
Bannockburn an’ Stirling Bridge. I’m not English, am I, mamma?”
“No, no, dear,” soothed the mother. “How dare those vulgar little
scamps abuse my little pet! Don’t cry, my wee lamb! I shan’t let you
go out and play with them any more——”
A renewed howl came from Donald Percival. “But I wanna play with
them, mamma! I don’t wanna be kept in! It’s all your fault for calling
me ‘Percy’! I don’t wanna be called Percy! I wanna be called Donal’
same as daddy calls me. And, mamma, please don’t call me Percy any
more. I like Donal’ better!”
There had been several incidents of this nature, and Mrs. McKenzie
was now forced to address her offspring publicly by his first name. But
the other died hard and practically blasted young Donald’s life in the
locality in which he lived. Only when the family removed to a distant
neighborhood did the youngster feel free to begin life with a clean
sheet.
There is a psychology in nomenclature which reflects the characters of
the parents. “Percival” aptly described that of Mrs. McKenzie. As plain
Janet McKinnon she grew up in the bucolic atmosphere of a small
Invernessshire farm, where she had, at an early age, to help her
mother milk cows, clean byres, plant and gather potatoes. In summer,
she ran around barefoot; in winter she wore heavy boots and
homespun stockings and red flannel petticoats. The farm was a poor
one and the McKinnon family was numerous and hungry. Janet at
sixteen was sent out to “service” as a maid-of-all-work in the home of
a Glasgow baillie.
The baillie had made some “siller” in the scrap-iron business and
hankered after the desirable municipal eminence of Lord Provost of
Glasgow. As he and his wife were rather crude personages, he realized
that some training in deportment and society mannerisms was
necessary, and his establishment became something of a stamping
ground for professors of dancing and deportment, English governesses
and impecunious connections of artistocratic families. Janet, the maid,
absorbed much of the atmosphere with which she was surrounded
and unconsciously aped a great deal of what she saw being dinned
into the baillie and his kindred.
“Bonny Janet McKinnon”—good-hearted, healthy, quick-witted, and a
pretty figure of a lass, though rather proud and vain—followed the
baillie in his steps up the social ladder, and while a domestic in the
future Lord Provost’s house, met handsome, rollicking Alec McKenzie,
chief officer of the Sutton Liner Ansonia in the New York trade.
 CHAPTER TWO

J ANET made Alec McKenzie a good wife. She supplied the ambition
and aggressiveness which her husband lacked. No one could say
he lowered himself by marrying Janet McKinnon, for she was quick to
realize her husband’s assets in the way of family connections and
genuine ability, and she carried herself as if she were the accepted
niece, by marriage, of the Laird of Dunsany. Other mates’ wives called
on her, more out of curiosity than kindness, but she would have none
of them and treated them coldly. Her demeanor impressed the visitors,
as it had already impressed the landlady, and the latter bruited the
story that her lodger was the daughter of a “Hielan’ Chief—somewhat
rejuced in circumstances.” Mrs. McKenzie did not deny the story; she
rather accepted it and even hinted at it in casual conversation with
gossipy callers.
Alec was a first-class chief officer, but that wasn’t good enough for
Janet. She longed for the day when she could be referred to as “Mrs.
McKenzie—wife of Captain McKenzie of the S.S. So-and-so,” and she
worked skilfully to that end. After much manœuvering, she struck up
an acquaintanceship with Mrs. Duncan, wife of the marine
superintendent of the Sutton Line, and never missed an opportunity to
impress upon that simple lady the fact that Alec was a nephew of Sir
Alastair McKenzie, and brother to David McKenzie the ship-owner on
Bothwell street.
Though McKenzie longed for promotion, yet he was cursed with a
sailor’s bashfulness in seeking office, and of his own volition he would
make no move which would cause his skipper to eye him askance as a
man to be watched. He had known over-ambitious mates who had
been “worked out” of the Line by superiors who felt that their
positions were imperilled by such aspiring underlings, and he abhorred
the thought of being classed as an “owner licker.” But Janet had no
such scruples. She was out to speed the day, and before she had been
a year married, she had called on her late employer, Baillie Ross, and
sought his interest in Alec’s favor. Ross was climbing in municipal
politics and had recently been elected a director of the Sutton Line,
and he appreciated Janet’s efforts to “rise in the warl’.” At the first
opportunity, he casually mentioned to the Managing Director of
Suttons’ that they had “a maist promisin’ young officer in Mr. McKinzie,
chief mate o’ the Ansonia. He’s a nephew o’ Sir Alastair McKinzie an’ a
brither tae David McKinzie—the risin’ ship-broker. He wad mak’ a fine
upstaundin’ Captun fur wan o’ yer boats some day, and I wad like tae
see him get on!”
The Managing Director was wise in his day and generation and made
a note of McKenzie’s name, but he was too much of a Scotch business
man to promote officers unless they had ability. Captain Duncan was
called in one day and engaged in casual conversation by the manager.
“What do you know of McKenzie, chief officer of the Ansonia?” Duncan
had been primed by his wife. “A fine smert officer, sir,” answered the
marine superintendent. “Keeps a nate shup and always attends to his
wark.”
“Drink?”
“No, sir! I’ve never heard tell o’ him bein’ a man that used liquor.”
“How does he stand in seniority?”
“There’s twa or three mates ahead o’ him in length o’ service, but
nane ahead in smertness. He’s well connectit, sir. Nephew tae Sir
Alastair McKenzie and he’s merrid on a Hielan’ Chief’s dochter—a fine
bonny leddy, sir!”
The Managing Director turned over a fyle of papers.
“McCallum, master of the Trantonia, has knocked the bows off his ship
in going out of Philadelphia and it has cost us a lot of money. When
the Ansonia comes in this time, you can find a new chief officer for
her. We’ll sack McCallum and give McKenzie command of the
Trantonia.”
Duncan told his wife the news that evening over the tea table and that
worthy lady bustled over with the tidings to Janet. “Mrs. McKenzie,”
she gasped, blowing and puffing as she flopped down in Janet’s
parlor-bedroom. “Jeck cam’ hame th’ nicht an’ tells me yer husband’s
tae be made captun o’ th’ Trantonia! Ye’ll can ca’ yersel’ Mistress
Captun McKenzie efter this!”
Janet felt like embracing her visitor, but restrained her delight and
murmured. “So kind of you to come over and tell me, Mrs. Duncan. I
appreciate your thoughtfulness. I must write to-night and inform his
uncle, Sir Alastair, of the promotion”—the latter was a white fib for
Mrs. Duncan’s benefit—“he’ll be pleased, I’m sure.”
When Alec arrived home, he was delighted with his good fortune even
though the Trantonia was one of the smallest and oldest steamers in
the Line and had long been relegated to the cargo trade. But she was
a ship, and size made no difference in the status of ship-masters. The
pay—seventeen pounds per month—would enable them to take up
house. Everything was glorious and Alec marvelled at his good luck in
being promoted ahead of mates senior to him in service, and he was
not above voicing regrets for the unfortunate officers who suffered
through his advancement.
“Poor old Johnson,” he said. “Been due for a command these ten
years. This will break his heart. Moore is ahead of me and should have
got the next vacancy, for he’s a smart, able man. And old McCallum,
whose shoes I jump into. I’m awfully sorry for him, for he’s got a large
family and nothing laid by. He’ll have to go mate again in his old age
or take a job as watchman around the docks. It’s cruel hard, but this is
the mill of the British Merchant Service these days. We jump ahead
over the bodies of the poor devils who slip on the ladder, and God help
those who slip!”
Janet did not share his sympathies and felt rather annoyed. “Why
should you fret about them? They wouldn’t worry about you. Now,
let’s go and look for a house, dear. There’s a lovely three-room-and-
kitchen to let in Ibrox, which is a nice neighbourhood and many
Captains live there.” She did not enlighten him as to how he got his
promotion.
With Janet spurring him on, McKenzie rose from command to
command. For three years he ran the gamut of the Company’s old
crocks until, when Donald Percival was born, he was master of a big
five-thousand tonner in the River Plate trade and drawing a salary of
twenty pounds per month.
McKenzie was happy then, and would have been quite content to
remain as master of a Sutton freighter doing the run from Glasgow to
the Plate. It was an easy fine-weather trade and he was drawing
twenty a month, and occasionally making a pound or two in
commissions. There was only his wife and Donald to support, and he
had a comfortable home in Ibrox—three rooms and kitchen on the
second flat, with hot and cold water, and a vestibule door off the stair
landing—a real snug spot. At sea, he was not over-worked, having a
purser to write out manifests and bills of lading, and he had plenty of
time to read and smoke and take it easy. But with the coming of
Donald Percival, Janet’s ambition expanded. “Percival must have a
nurse,” she wrote to her husband, “and there are several expenses to
be met in connection with our darling boy. You must get out of the
cargo trade and into the passenger ships, dear. Mrs. Davidson tells me
her husband is getting thirty pounds a month as captain of the
Zealandia in the Canadian emigrant service. You must think of your
connections. I shudder when I imagine you coming up from Buenos
Ayres with your ship full of smelly cattle and sheep ... the passenger
ships are more genteel ... the doctor’s bill is quite heavy, dear, and I
have retained the services of a good nurse, as I do not feel equal to
housework yet and Percival requires much care and attention....”
His wife’s letter contained a memorandum of the expenses attendant
upon the ushering of Donald Percival into this mundane sphere, and it
caused McKenzie to break out into a cold sweat. “Raising kids is a
devilish expensive business,” he confided to the mate, who had
“raised” six. “This youngster of mine stands me something like sixty
pounds!” “Saxty poonds?” gasped Mr. McLeish. “Losh, mon, but yer
mistress mun be awfu’ delicate! Mistress McLeish brings them tae port
ivery year an’ five quid covers the hale business.... Saxty poonds for
yin bairn? I c’d raise a dizzen for that amoont o’ siller. Ye’ll need tae be
lucky, Captun, an’ fall across some disabled shups yince in a while if
ye’re plannin’ tae have a family. Saxty poonds? Ma conscience!”
It was through a streak of God-given luck that the sixty pounds was
paid, and Donald could thank the Fates for sending an Italian emigrant
ship with a broken tail-end shaft across the path of his worried Daddy.
McKenzie picked her up in a gale of wind south of Madeira, and he had
his boats out and a hauling line aboard her ahead of a hungry Cardiff
tramp who had been standing-by for eight hours waiting for the
weather to moderate. “Sixty pounds has to be earned,” muttered
McKenzie in his beard, “and there’s no Welsh coal-scuttle going to
prevent me from getting it.” After a strenuous time, and parting
hawser after hawser, McKenzie plucked the Italian into Madeira, and
the salvage money that came to him afterwards ensured his son’s
future as a free-born citizen.
The incident was used by Janet as a stepping-stone to her ambitions.
After the salvage money had been awarded, she chased her husband
“up to the office” and made him interview the Managing Director and
ask for a command in the passenger trade. The official listened
courteously to McKenzie’s plea (dictated by Janet) and as Suttons had
benefitted considerably by the Captain’s picking up the helpless
Italian, the promotion was forthcoming. With a sigh of regret,
McKenzie carted his belongings from the comfortable River Plate
freighter to the master’s quarters on the Ansonia—the old ship he had
served in as chief officer.
The Ansonia was not the smart flyer of his younger days, but she still
carried passengers. Second cabin and continental steerage thronged
her decks outward from the Clyde to Boston, and four-footed
passengers occupied the same decks homeward. Those were the days
of the cheap emigrant fares—when the dissatisfied hordes of Central
Europe were transported to the Land of Liberty for three pounds
fifteen—and the Ansonia would ferry them across in eleven days.
McKenzie drove her through sunshine and fog, calm or blow, and took
chances. There was no money in slow passages at the cut-rates
prevailing, and Alec often wished he were jogging to the south’ard in
his nine-knot freighter with but little to worry him. In the Ansonia, the
first grey streaks came in his blonde hair, and the lines deepened
around his mouth and eyes.
Janet was happy for a time, but Suttons had better and faster ships
than the one her husband was commanding. Their skippers were
getting more money and were able to maintain “self-contained villas”
and keep a servant. The return cargo of cattle which was the
Ansonia’s paying eastward freight offended Janet’s sensibilities. She
did not care to have Mrs. Sandys—wife of the master of the Sutton
“crack” ship—asking her at a select “Conversazione” or “high
tea”—“How many head of cattle did your husband lose last voyage?”
or “I don’t suppose you visit your husband’s ship, Mrs. McKenzie.
Those cattle boats are simply impossible!”
Janet, in her younger days, was not above laboring in odoriferous
cattle byres, but, with her exalted station in life, the mere thought of
the Ansonia’s cluttered decks and the honest farm-yard aroma which
pervaded her and could be smelt a mile to loo’ard on a breezy day,
gave her a sinking feeling and dampened her social ambitions.
She felt that she had exhausted all her “string pulling” resources, so
she applied herself to imbuing her husband with more aggressiveness.
Though passionately fond of his wife, yet there were times when
McKenzie felt that he was being hounded ahead. Every cent he earned
was spent in what his wife called “style,” and what Alec called “dog.”
Janet dressed expensively and did much entertaining, and young
Donald Percival was petted, spoiled, and cared for in a manner far
beyond the rightful limits of a master mariner’s pay.
“Make yourself popular with the passengers, dear,” counselled his
wifely mentor, “and drive your ship. Suttons like fast passages—”
“Aye,” interrupted Alec somewhat bitterly, “but they don’t like
accidents. You know what happened to poor Thompson of the
Syrania? Driving his ship in a fog to make fast time he cut a schooner
in half and stove his bows in. Suttons lost a pile of money over that,
and Thompson got the sack and is black-listed. His ticket was taken
from him and he barely escaped being tried by an American court for
manslaughter. I saw the poor chap in Boston this time, and what d’ye
think he was doing? Timekeeping for a stevedore firm and getting ten
dollars a week! A man who had commanded an Atlantic greyhound!”
Janet listened impatiently. “Oh, that was just his ill-fortune. I heard
that he was in his bunk when the accident happened—”
Her husband made a gesture of mild irritation. “Good heavens, Janet!
A man must sleep sometime,” he said. “Thompson had been on the
bridge for sixty hours and was utterly played out. But that made no
difference. It was his fault. He was driving her full speed in a fog and
that’s where they got him—even though Suttons were driving him with
their unwritten instructions—‘Be careful with your ship, Captain, but
we expect you to make good passages!’ Drive your ship, but look-out
if anything happens to her! That’s the English of that!”
By persistent urging, Janet’s exhortations had effect. McKenzie
hounded the old Ansonia back and forth along the western ocean
lanes and grew more grey hairs and deeper lines on his face with the
worry and anxiety of long vigils on her bridge staring into the clammy
mists through which his ship was storming. With a chief engineer who
loved her wonderful old compound engines and who was willing to
drive them, McKenzie commenced clipping down the Ansonia’s runs
until one day she raced into Boston harbor an hour ahead of her best
record twelve years before, and two days ahead of a rival company’s
crack ship, which had left Glasgow at the same time.
The Boston newspapers, heralding the feat and containing a cut of
Captain McKenzie and the ship, were forwarded to head office by the
Boston agents. The Managing Director was delighted over the defeat
of the rival company’s crack ship, for the American papers played it up
strong, with two-column, heavy type head-lines and exaggerated
description. After perusal, the canny Scotch manager gave some
thought to McKenzie—the Yankee reporter dilated on the sub-head,
‘Scotch baronet’s nephew commands Sutton record breaker,’ (Alec had
never opened his mouth about the relationship)—and he began to
consider him seriously as master for the Sutton New York-Glasgow
express steamship Cardonia.
A wealthy American, returning to the States after a lease of Dunsany
Castle, unconsciously gave Alec the promotion which the manager had
considered and postponed. The American was rich and fussy, and
when booking his passage, had demanded to do so through the
manager. “I want a suite amidships, sir, ’n I want tew travel in a ship
that kin travel along, as I ain’t none too good a sailor. I want to sail
with a skipper that’ll make her travel some. ’N bye-the-bye, I saw by a
Boston paper that one of yewr skippers is related to Sir Alastair
McKenzie. I leased the old boy’s castle for a while ’n a fine old bird he
is. I’d like mighty fine tew cross the pond with this here McKenzie if
he’s on a fast packet, but ain’t he on one of those twelve-day hookers
to Boston?”
The manager had made up his mind. A man with McKenzie’s
connections would bring lucrative business and be popular in the New
York trade. The other masters in line for promotion would have to
wait. “Captain McKenzie was in the Ansonia—one of our intermediate
ships—but we have now placed him in command of our New York
Express steamship Cardonia and we can fix you up splendidly in her.”
The American booked passage, and McKenzie commanded the
Cardonia.
With the promotion came a substantial increase in salary and Janet
felt that her ambitions were realized—for a time at least. New worlds
to conquer would suggest themselves bye-and-bye. The flat in the
Terrace was given up, and a somewhat pretentious eight-roomed red
sandstone villa in a suburban locality was rented, expensively
decorated and furnished, and Mrs. McKenzie, with Donald Percival and
a capable Highland “general,” moved in and laid plans for attaining the
rank of first magnitude in the firmament of the local social stars.
 CHAPTER THREE

D ONALD Percival McKenzie was eight years old when the red
sandstone villa became his habitation. He was glad to leave the
Terrace where they formerly lived as his life in that locality, as far as
relations with lads of his own age were concerned, had been none too
happy. The migration to Kensington Villa, as the red sandstone eight-
roomer was called, was accompanied by a determined ultimatum from
young McKenzie that his mother drop the name “Percival” altogether
and call him “Donald” in future. As the ultimatum was presented with
considerable howling and crying and threats of atrocious behavior, the
mother felt that she would have to make the concession.
With this bar to congenial juvenile fraternization removed, Donald felt
free to begin life on a new plane. The youthful residents of the suburb
he now lived in were “superior.” They did not run around barefooted in
summer, nor wear “tackety” or hobnailed boots in winter. Not that
Donald scorned either of these pedal comforts. Bare feet were fine
and cool and “tackety” boots gave a fellow a grand feeling of heftiness
in clumping around the house, in kicking tin cans, and in scuffling up
sparks through friction with granolithic sidewalks. Though superior in
mode of living and dress compared with the less favored lads of
Donald’s former habitation, yet his new chums were very much akin to
the latter in their scorn and hatred for anything savoring of “English,”
and Donald hadn’t been in the neighborhood two days before he had
to prove his citizenship in fistic combat with a youthful Doubting
Thomas.
The other lad was bigger and older than Donald and had the name of
being a fighter. He gave young McKenzie a severe drubbing and the
latter had to go home with his clothes torn and his nose bleeding. The
mother was furious and intended to see the other boy’s parents about
it, but Donald wouldn’t allow her to do so. Instead, he remained home
for an hour or two, changed into a garb less likely to spoil or hinder
the free swing of his arms, and then slipped out to have another try at
defending his name. Once again, Donald, in pugilistic parlance, “went
to the mat for the count,” but in rising he announced his intention of
coming back at his fistic partner later—“after I take boxing lessons an’
get my muscle up.” Donald’s determination, and possibly the threat,
had considerable effect upon Jamie Sampson, who immediately made
conciliatory advances. “I don’t want tae hit ye any more,” he said.
“Ye’re a wee fella’—”
“Am I Scotch?” queried Donald aggressively.
“Shair, ye’re Scoatch!” Jamie admitted heartily—adding, “And I’ll punch
any fella’s noase that says ye’re no. Let me brush ye doon, Donal’!”
Through the exertion of the “fecht” Donald caught a cold and was laid
up for two weeks, but he felt that it was worth it as he had gained the
friendship of Jamie Sampson—“the best fighter on the Road, mamma,
and you should see how he can dunt a ba’ with his heid!” Donald’s
description of Jamie’s prowess in using his skull for propelling a foot-
ball caused Mrs. McKenzie some pain at the language used, and to her
husband she said, “Donald must go to school soon, but we must send
him to a place where he will learn to talk nicely. I think we’ll send him
to Miss Watson’s private school. She’s English and very particular.”
Captain McKenzie looked thoughtfully at his son and sighed. “He’s not
very strong,” he murmured, “but he’s got spirit if he hasn’t got
stamina. Fancy him going for that big lad again after getting a licking!
Aye, aye, Janet, he’s a hot-house plant, but maybe he’ll grow out of it
if we’re careful.”
Petted and coddled by both parents; seldom rebuked or disciplined,
young Donald was inclined to be “babyish” and somewhat arbitrary.
He was a rather delicate child—a not unusual exception to the law of
eugenics where both parents were ruggedly healthy—and his frequent
sicknesses kept him much at home and in the society of his mother.
He was clever beyond his years and had mastered “A, B, C’s” and “pot-
hooks and hangers” prior to his fifth birthday, while at seven, he could
read and write in a manner superior to most thick-skulled Scotch
youngsters of ten. He showed surprising evidences of artistic talent at
an early age, and the blank cover pages and flyleaves of most of the
books in the McKenzie library were adorned with pencil drawings of
railway locomotives and ships—mostly ships. Captain McKenzie seldom
arrived home from a voyage but what he had to pass critical comment
upon his son’s artistic conceptions of the Cardonia ploughing the seas
in every manner of weather imaginable. There would be the Cardonia
driving through a veritable cordillera of cresting combers—billows
which caused the Captain to shudder involuntarily and declare that
they were so wonderfully realistic that “he could feel the sprays
running down his neck when he looked at them!” The Cardonia would
again be presented in odious comparison with a rival company’s ship,
and the latter was always dwarfed in size and far astern. In Donald’s
eyes, the Cardonia was superior to anything afloat—even the crack
Liverpool greyhounds of the day were mere tug-boats compared to
her.
Occasionally other ship-masters would accompany Captain McKenzie
home to dinner when his ship was in port, and these were red-letter
days for Donald. After dinner, the seafarers would retire to the
drawing-room and, with pipes or cigars alight and seated before the
grate fire, the talk would inevitably drift to ships and shipping. With
ears open and drinking in the conversation, Donald would be seated
on a cushion in front of the blaze, revelling in the gossip, and
unconsciously absorbing the spirit which, for ages, has set the feet of
Britain’s youth a-roving o’er the long sea paths.
Mrs. McKenzie would catch the look of rapt attention on her son’s face
and with the long foresight of a mother’s mind she would realize that
such talk was not good for a boy to hear if he were to be kept to
home and home pursuits. Besides, she had a fear of the sea—a fear
which was growing on her with time, and only her husband’s monthly
home-comings lifted an unknown dread from her heart which returned
with his “good-byes.” Though ambitious, proud, extravagant and
somewhat callous where the welfare of others was concerned, yet she
adored her husband and her son, and if put to the choice, would
gladly relinquish her social aspirations for their sakes.
When the wild winter gales raged on the Atlantic and ships were
posted as missing or came in with decks swept, Mrs. McKenzie had her
share of dreadful fears, as have all seamen’s wives at these times, but
her husband had been so consistently fortunate that she almost
believed him to be invulnerable to ocean’s caprices. True, there were
occasions when the news of the loss of a neighbor’s husband at sea
would cause her to frame resolutions to save for such a contingency,
but ambition would dominate these good intentions and she would
console or deceive herself with the thought that “Alec is young yet.
He’s never had an accident, and we’ll save when Donald is through
college.”
To her perverted mentality, accidents could happen to others, but they
couldn’t happen to Alec. She preferred to think of the sea-captains
who had safely dodged the wrath of the sea and who had retired to
snug stone villas in sea-side towns where they took their ease growing
geraniums and roses and acknowledging the whistle or flag salutes of
brother masters in active service as they passed by. On her lonely
couch, she dreamed of the future days when Alec would retire from
the sea for all time; when she would have him always with her, and
when young Donald Percival—man grown—would be a coming
Glasgow architect, designing structures destined to be the admiration
of all eyes.
In conning over her lifetime so far, Janet felt a great pride in her
accomplishments. From the “but and ben” of a poor Highland farm she
had travelled far, and to her credit it must be said that she had worked
and studied hard to keep pace with her social progress. Her humble
origin and the menial service of her pre-marital days had been skilfully
covered, and her quick and active mind readily absorbed the “correct”
conversation, deportment and pursuits which should necessarily
accompany the social status of a “Captain’s wife whose husband was
in the New York passenger service, and whose salary was four
hundred pounds a year!”
Since her marriage she had dropped home ties. She felt that she owed
her parents but little. They had brought her into the world, fed and
clothed her for a few years and were glad when she had gone into
“service” in Glasgow. She was off their hands then, and ten brothers
and sisters more than filled her place at home. Neither her father nor
mother could write, and the only time she saw her family again was
when they arrived in Glasgow en route to Canada. They were now out
on a homestead in “Moose Jaw, Chicago, Sacramento or some such
outlandish place,” and she had heard nothing from them since they
emigrated.
Baillie Ross had attained the coveted Lord Provostship, but with the
honors of the office, he had become unapproachable to Janet. David
McKenzie was flying his own house-flag on several sailing-ships, but
he had discouraged advances by cutting Captain and Mrs. McKenzie
“dead” on the few occasions during which they came face to face. “To
the devil with him!” laughed Alec on the first non-recognition. “I can
get along without him. His name is a curse in the mouths of sailormen
and his ships are notorious as ‘work-houses’ and ‘starvation packets.’
Better not to claim acquaintance with such a brother. He was never
anything to me anyhow!”
Alec had written to his uncle upon one occasion—just a friendly letter
telling of his progress at sea (he was in the Cardonia then), but Sir
Alastair had answered curtly, stating that “David had informed him of
his (Alec’s) doings and he didn’t care to hear any more about them!”
Alec read the letter thoughtfully, and mentally pictured the story David
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