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Something Happened 3
On days when I've had two martinis for lunch, Jane's breasts and legs can drive me almost wild as she parks her slender ass against the wall of one of the narrow corridors in the back offices near the Art Department when I stop to kid with her. Jane smiles a lot and is very innocent (she thinks I'm a very nice man, for example), although she is not, of course, without some sex experience, about which she boasts laughingly when I taunt her with being a virgin and denies laughingly when I taunt her with being a whore. I make teasing, rather mechanical and juvenile jokes (I've made them all before to other girls and ladies in one variation or another) about her eye or sweater or the good or bad life I pretend she is leading as I lean down almost slavering toward the front of her skirt (I don't know how she can bear me in these disgusting moments--but she can) and gaze lecherously over the long stretch of her thighs underneath, even though I know already I would probably find her legs a little thin when I had her undressed and would probably describe her as a bit too skinny if I ever spoke about her afterward to anyone.
I think I really do like Jane a lot. She is cheerful, open, trusting, optimistic--and I don't meet many of those anymore. Till now, I've decided to do nothing with her except continue the lascivious banter between us that tickles and amuses and encourages us both. Maybe her face and her figure are a little too good. I used to like girls who were tall and heavy, and slightly coarse, and maybe I still do, but I seem to be doing most of my sleeping these days with girls who are slim and pretty and mostly young. My wife is tall and slim and used to be very pretty when she was young.
The people in the company who are most afraid of most people are the salesmen. They live and work under pressure that is extraordinary. (I would not be able to stand it.) When things are bad, they are worse for the salesmen; when things are good, they are not much better.
They are always on trial, always on the verge of failure, collectively and individually. They strain, even the most secure and self-assured of them, to look good on paper; and there is much paper for them to look good on. Each week, for example, a record of the sales results of the preceding week for each sales office and for the Sales Department as a whole for each division of the company is kept and compared to the sales results for the corresponding week of the year before; the figures are photocopied on the latest photocopying machines and distributed throughout the company to all the people and departments whose work is related to selling. In addition to this, the sales record for each sales office for each quarter of each year for each division of the company and for the company as a whole is tabulated and compared to the sales record for the corresponding quarter of the year before; along with this, cumulative quarterly sales totals are also kept, and all these quarterly sales totals are photocopied and distributed too. In addition to this, quarterly and cumulative sales totals are compared with quarterly and cumulative sales totals* (*estimated) of other companies in the same field, and these figures are photocopied and distributed too. The figures are tabulated in stacks and layers of parallel lines and columns for snap comparisons and judgments by anyone whose eyes fall upon them. The result of all this photocopying and distributing is that there is almost continuous public scrutiny and discussion throughout the company of how well or poorly the salesmen in each sales office of each division of the company are doing at any given time.
When salesmen are doing well, there is pressure upon them to begin doing better, for fear they may start doing worse. When they are doing poorly, they are doing terribly. When a salesman lands a large order or brings in an important new account, his elation is brief, for there is danger he might lose that large order or important new account to a salesman from a competing company (or from a competing division of this company, which shows how complex and orderly the company has become) the next time around. It might even be canceled before it is filled, in which case no one is certain if anything was gained or lost. So there is crisis and alarm even in their triumphs.
Nevertheless, the salesmen love their work and would not choose any other kind. They are a vigorous, fun-loving bunch when they are not suffering abdominal cramps or brooding miserably about the future; on the other hand, they often turn cranky without warning and complain and bicker a lot. Some sulk, some bully; some bully and then sulk. All of them drink heavily until they get hepatitis or heart attacks or are warned away from heavy drinking for some other reason, and all of them, sooner or later, begin to feel they are being picked on and blamed unfairly. Each of them can name at least one superior in the company who he feels has a grudge against him and is determined to wreck his career.
The salesmen work hard and earn big salaries, with large personal expense accounts that they squander generously on other people in and out of the company, including me. They own good houses in good communities and play good games of golf on good private golf courses. The company encourages this. The company, in fact, will pay for their country club membership and all charges they incur there, if the club they get into is a good one. The company seeks and rewards salesmen who make a good impression on the golf course.
Unmarried men are not wanted in the Sales Department, not even widowers, for the company has learned from experience that it is difficult and dangerous for unmarried salesmen to mix socially with prominent executives and their wives or participate with them in responsible civic affairs. (Too many of the wives of these prominent and very successful men are no more satisfied with their marital situation than are their husbands.) If a salesman's wife dies and he is not ready to remarry, he is usually moved into an administrative position after several months of mourning. Bachelors are never hired for the sales force, and salesmen who get divorced, or whose wives die, know they had better remarry or begin looking ahead toward a different job.
(Red Parker has been a widower too long and is getting into trouble for that and for his excessive drinking. He is having too good a time.) Strangely enough, the salesmen, who are aggressive, egotistical, and individualistic by nature, react very well to the constant pressure and rigid supervision to which they are subjected. They are stimulated and motivated by discipline and direction. They thrive on explicit guidance toward clear objectives. (This may be one reason golf appeals to them.) For the most part, they are cheerful, confident, and gregarious when they are not irritable, anxious, and depressed. There must be something in the makeup of a man that enables him not only to be a salesman, but to want to be one. Ours actually enjoy selling, although there seem to be many among them who suffer from colitis, hernia, hemorrhoids, and chronic diarrhea (I have one hemorrhoid, and that one comes and goes as it pleases and is no bother to me at all, now that I've been to a doctor and made sure it isn't cancer), not to mention the frequent breakdowns from tension and overwork that occur in the Sales Department as well as in other departments, and the occasional suicide that pops up among the salesmen about once every two years.
The salesmen are proud of their position and of the status and importance they enjoy within the company, for the function of my department, and of most other departments, is to help the salesmen sell. The company exists to sell. That's the reason we were hired, and the reason we are paid.
The people in the company who are least afraid are the few in our small Market Research Department, who believe in nothing and are concerned with collecting, organizing, interpreting, and reorganizing statistical information about the public, the market, the country, and the world. For one thing, their salaries are small, and they know they will not have much trouble finding jobs paying just as little in other companies if they lose their jobs here. Their budget, too, is small, for they are no longer permitted to undertake large projects.
Most of the information we use now is obtained free from trade associations, the U.S. Census Bureau, the Department of Commerce, the U.S. Chamber of Commerce, the National Association of Manufacturers, and the Pentagon, and there is no way of knowing anymore whether the information on which we base our own information for distribution is true or false. But that doesn't see
m to matter; all that does matter is that the information come from a reputable source. People in the Market Research Department are never held to blame for conditions they discover outside the company that place us at a competitive disadvantage. What is, is--and they are not expected to change reality, but merely to find it if they can and suggest ingenious ways of disguising it. To a great extent, that is the nature of my own work, and all of us under Green work closely with the Sales Department and the Public Relations Department in converting whole truths into half truths and half truths into whole ones.
I am very good with these techniques of deception, although I am not always able anymore to deceive myself (if I were, I would not know that, would I? Ha, ha). In fact, I am continually astonished by people in the company who do fall victim to their own (our own) propaganda. There are so many now who actually believe that what we do is really important. This happens not only to salesmen, who repeat their various sales pitches aloud so often they acquire the logic and authority of a mumbo-jumbo creed, but to the shrewd, capable executives in top management, who have access to all data ought to know better. It happens to people on my own level and lower. It happens to just about everybody in the company who graduated from a good business school with honors: these are uniformly the most competent and conscientious people in the company, and also the most gullible and naive. Every time we launch a new advertising campaign, for example, people inside the company are the first ones to be taken in by it. Every time we introduce a new product, or an old product with a different cover, color, and name that we present as new, people inside the company are the first to rush to buy it--even when it's no good.
When salesmen and company spokesmen begin believing their own arguments, the result is not always bad, for they develop an outlook of loyalty, zeal, and conviction that is often remarkably persuasive in itself. It produces that kind of dedication and fanaticism that makes good citizens and good employees. When it happens to a person in my own department, however, the result can be disastrous, for he begins relying too heavily on what he now thinks is the truth and loses his talent for devising good lies. He is no longer convincing. It's exactly what happened to Holloway, the man in my own department who broke down (and is probably going to break down again soon).
"But it's true, don't you see?" he would argue softly to the salesmen, the secretaries, and even to me, with a knowing and indulgent smile, as though what he was saying ought to have been as obvious to everyone as it was to him. "We are the best." (The point he missed is that it didn't matter whether it was true or not; what mattered was what people thought was true.) He is beginning to smile and argue that way again and to spend more time talking to us than we want to spend listening to him. My own wish when he is buttonholing me or bending the ear of someone else in my department is that he would hurry up and have his nervous breakdown already, if he is going to have one anyway, and get it--and himself--out of the way. He is the only one who talks to Martha, our typist who is going crazy, and she is the only one who listens to him without restlessness and irritation. She listens to him with great intensity because she is paying no attention to him at all.
Everyone grew impatient with him. And he lost his power to understand (as he is losing this power again) why the salesmen, who would come to him for solid proof to support their exaggerations and misrepresentations, turned skeptical, began to avoid him, and refused to depend on him any longer or even take him to lunch. He actually expected them to get by with only the "truth."
It's a wise person, I guess, who knows he's dumb, and an honest person who knows he's a liar. And it's a dumb person, I guess, who's convinced he is wise, I conclude to myself (wisely), as we wise grownups here at the company go gliding in and out all day long, scaring each other at our desks and cubicles and water coolers and trying to evade the people who frighten us. We come to work, have lunch, and go home. We goose-step in and goose-step out, change our partners and wander all about, sashay around for a pat on the head, and promenade home till we all drop dead. Really, I ask myself every now and then, depending on how well or poorly things are going with Green at the office or at home with my wife, or with my retarded son, or with my other son, or my daughter, or the colored maid, or the nurse for my retarded son, is this all there is for me to do? Is this really the most I can get from the few years left in this one life of mine?
And the answer I get, of course, is always ... Yes!
Because I have my job, draw my pay, get my laughs, and seem to be able to get one girl or another to go to bed with me just about every time I want; because I am envied and looked up to by neighbors and coworkers with smaller salaries, less personality, drab wives; and because I really do seem to have everything I want, although I often wish I were working for someone other than Green, who likes me and likes my work but wouldn't let me make a speech at the company convention in Puerto Rico last year, or at the company convention in Florida the year before--and who knows I hate him for that and will probably never forgive him or ever forget it.
(I have dreams, unpleasant dreams, that relate, I think, to my wanting to speak at a company convention, and they are always dreams that involve bitter frustration and humiliation and insurmountable difficulty in getting from one location to another.) Green now thinks I am conspiring to undermine him. He is wrong. For one thing, I don't have the initiative; for another, I don't have the nerve; and for still another thing, I guess I really like and admire Green in many respects (even though I also hate and resent him in many others), and I know I am probably safer working for him than I would be working for anyone else--even for Andy Kagle in the Sales Department if they did decide to move me and my department from Green's department to Kagle's department.
In many ways and on many occasions Green and I are friends and allies and do helpful, sometimes considerate things for each other. Often, I protect and defend him when he is late or forgetful with work of his own, and I frequently give him credit for good work from my department that he does not deserve. But I never tell him I do this; and I never let him know when I hear anything favorable about him. I enjoy seeing Green apprehensive. I'm pleased he distrusts me (it does wonders for my self-esteem), and I do no more than necessary to reassure him.
And I am the best friend he has here.
So I scare Green, and Green scares White, and White scares Black, and Black scares Brown and Green, and Brown scares me and Green and Andy Kagle, and all of this is absolutely true, because Horace White really is afraid of conversation with Jack Green, and Johnny Brown, who bulldozes everyone around him with his strong shoulders, practical mind, and tough, outspoken mouth, is afraid of Lester Black, who protects him.
I know it's true, because I worked this whole color wheel out one dull, wet afternoon on one of those organizational charts I am always constructing when I grow bored with my work. I am currently occupied (as one of my private projects) with trying to organize a self-sufficient community out of people in the company whose names are the same as occupations, tools, or natural resources, for we have many Millers, Bakers, Taylors, Carpenters, Fields, Farmers, Hammers, Nichols (puns are permitted in my Utopia, else how could we get by?), and Butchers listed in the internal telephone directory; possibly we'd be a much better organization if all of us were doing the kind of work our names suggest, although I'm not sure where I'd fit in snugly there, either, because my name means nothing that I know of and I don't know where it came from.
Digging out valuable information of no importance distracts and amuses me. There are eleven Greens in the company (counting Greenes), eight Whites, four Browns, and four Blacks. There is one Slocum ... me. For a while, there were two Slocums; there was a Mary Slocum in our Chicago office, a short, sexy piece just out of secretarial school with a wiggling ass and a nice big bust, but she quit to get married and was soon pregnant and disappeared. Here and there in the company colored men, Negroes, in immaculate white or blue shirts and very firmly knotted ties are starting to appear; none are important yet, and no
body knows positively why they have come here or what they really want. All of us (almost all of us) are ostentatiously polite to them and pretend to see no difference. In private, the salesmen make jokes about them.
("Know what they said about the first Negro astronaut?"
"The jig is up.")
I am bored with my work very often now. Everything routine that comes in I pass along to somebody else. This makes my boredom worse. It's a real problem to decide whether it's more boring to do something boring than to pass along everything boring that comes in to somebody else and then have nothing to do at all.
Actually, I enjoy my work when the assignments are large and urgent and somewhat frightening and will come to the attention of many people. I get scared, and am unable to sleep at night, but I usually perform at my best under this stimulating kind of pressure and enjoy my job the most. I handle all of these important projects myself, and I rejoice with tremendous pride and vanity in the compliments I receive when I do them well (as I always do). But between such peaks of challenge and elation there is monotony and despair. (And I find, too, that once I've succeeded in impressing somebody, I'm not much excited about impressing that same person again; there is a large, emotional letdown after I survive each crisis, a kind of empty, tragic disappointment, and last year's threat, opportunity, and inspiration are often this year's inescapable tedium. I frequently feel I'm being taken advantage of merely because I'm asked to do the work I'm paid to do.) On days when I'm especially melancholy, I begin constructing tables of organization from standpoints of plain malevolence, dividing, subdividing, and classifying people in the company on the basis of envy, hope, fear, ambition, frustration, rivalry, hatred, or disappointment. I call these charts my Happiness Charts. These exercises in malice never fail to boost my spirits--but only for a while. I rank pretty high when the company is analyzed this way, because I'm not envious or disappointed, and I have no expectations. At the very top, of course, are those people, mostly young and without dependents, to whom the company is not yet an institution of any sacred merit (or even an institution especially worth preserving) but still only a place to work, and who regard their present association with it as something temporary. To them, it's all just a job, from president to porter, and pretty much the same job at that. I put these people at the top because if you asked any one of them if he would choose to spend the rest of his life working for the company, he would give you a resounding No!, regardless of what inducements were offered. I was that high once. If you asked me that same question today, I would also give you a resounding No! and add: "I think I'd rather die now."