people, recoils from the responsibility of making the move that might bring about her shattering collapse, although he cannot stand her, detests the way she looks, and is infuriated by every reminder that she still exists in his department. (It was he who hired her after a cursory interview, on a strong recommendation of the woman in the Personnel Department who is in charge of finding typists and sending them up.) Like the rest of us, he tries to pretend she isn't there.
We watch her and wait, and pussyfoot past, and wonder to ourselves how much more time must elapse before she comes on schedule to that last, decisive second in which she finally does go insane — shrieking or numb, clawing wildly or serene, comprehending intelligently that she has now gone mad and must therefore be taken away, or terrified, ignorant, and confused.
Oddly, she is much happier at her job than the rest of us. Her mind wanders from her work to more satisfying places, and she smiles and whispers contentedly to herself as she gazes out over her typewriter roller at the blank wall only a foot or two in front of her face, forgetting what or where she is and the page she is supposed to be copying. We walk away from her if we can, or turn our backs and try not to notice. We each hope somebody else will do or say something to make her stop smiling and chatting to herself each time she starts. When we cannot, in all decency, delay any longer doing it ourselves, we bring her back to our office and her work with gentle reminders that contain no implication of criticism or reproach. We feel she would be surprised and distraught if she knew what she was doing and that she was probably going mad. Other times she is unbearably nervous, unbearable to watch and be with. Everyone is very careful with her and very considerate. Green has complained about her often to the head of Personnel, who does not want to fire her either and has contacted her family in Iowa. Her mother has married again and doesn't want her back. Martha has bad skin. Everyone resents her and wishes she would go away.
The company is benevolent. The people, for the most part, are nice, and the atmosphere, for the most part, is convivial. The decor of the offices, particularly in the reception rooms and anterooms, is bright and colorful. There is lots of orange and lots of sea green. There are lots of office parties. We get all legal holidays off and take three days off with pay whenever we need them. We have many three- and four-day weekends. (I can't face these long weekends anymore and don't know how I survive them. I may have to take up skiing.)
Every two weeks we are paid with machine-processed checks manufactured out of stiff paper (they are not thick enough to be called cardboard) that are patterned precisely with neat, rectangular holes and words of formal, official warning in small, black, block letters that the checks must not be spindled, torn, defaced, stapled, or mutilated in any other way. (They must only be cashed.) If not for these words, it would never occur to me to do anything else with my check but deposit it. Now, though, I am occasionally intrigued. What would happen, I speculate gloomily every two weeks or so as I tear open the blank, buff pay envelope and stare dully at the holes and numbers and words on my punched-card paycheck as though hoping disappointedly for some large, unrectifiable mistake in my favor, if I did spindle, fold, tear, deface, staple, and mutilate it? (It's my paycheck, isn't it? Or is it?) What would happen if, deliberately, calmly, with malice aforethought and obvious premeditation, I disobeyed?
I know what would happen: nothing. Nothing would happen. And the knowledge depresses me. Some girl downstairs I never saw before (probably with a bad skin also) would simply touch a few keys on some kind of steel key punch that would set things right again, and it would be as though I had not disobeyed at all. My act of rebellion would be absorbed like rain on an ocean and leave no trace. I would not cause a ripple.
I suppose it is just about impossible for someone like me to rebel anymore and produce any kind of lasting effect. I have lost the power to upset things that I had as a child; I can no longer change my environment or even disturb it seriously. They would simply fire and forget me as soon as I tried. They would file me away. That's what will happen to Martha the typist when she finally goes crazy. She'll be fired and forgotten. She'll be filed away. She'll be given sick pay, vacation pay, and severance pay. She'll be given money from the pension fund and money from the profit-sharing fund, and then all traces of her will be hidden safely out of sight inside some old green cabinet for dead records in another room on another floor or in a dusty warehouse somewhere that nobody visits more than once or twice a year and few people in the company even know exists; not unlike the old green cabinets of dead records in all those accident folders in the storage room on the floor below the main offices of the automobile casualty insurance company for which I used to work when I was just a kid. When she goes crazy, her case will be closed.
I had never imagined so many dead records as I saw in that storage room (and there were thousands and thousands of even deader records at the warehouse I had to go to once or twice a year when a question arose concerning a record that had been dead a really long time). I remember them accurately, I remember the garish look of the data in grotesquely blue ink on the outside of each folder: a number, a name, an address, a date, and an abbreviated indication of whether the accident involved damage to property only (PD) or damage to people (PI, for personal injury). Often, I would bring sandwiches from home (baloney, cooked chopped meat with lots of ketchup, or tuna fish or canned salmon and tomato) and eat them in the storage room downstairs on my lunch hour, and if I ate there alone, I would read the New York
There was a girl in that company too who went crazy while I was there. She was filed away. And in the company I worked for before this one, there was a man, a middle-minor executive, who went crazy and jumped out of a hotel window and killed himself; he left a note saying he was sorry he was jumping out of the hotel window and killing himself, that he would have shot himself instead but didn't know how to obtain a gun or use one. He was picked up off the ground by the police (probably) and filed away.
I think that maybe in every company today there is always at least one person who is going crazy slowly.
The company is having another banner year. It continues to grow, and in many respects we are the leader in the field. According to our latest Annual Report, it is bigger and better this year than it was last year.
We have twenty-nine offices now, twelve in this country, two in Canada, four in Latin America, and eleven overseas. We used to have one in Cuba, but that was lost. We average three suicides a year; two men, usually on the middle-executive level, kill themselves every twelve months, almost always by gunshot, and one girl, usually unmarried, separated, or divorced, who generally does the job with sleeping pills. Salaries are high, vacations are long.
People in the company like to live well and are unusually susceptible to nervous breakdowns. They have good tastes and enjoy high standards of living. We are well-educated and far above average in abilities and intelligence. Everybody spends. Nobody saves. Nervous breakdowns are more difficult to keep track of than suicides because they are harder to recognize and easier to hush up. (A suicide, after all, is a suicide: there's something final about it. It's the last thing a person does. But who knows with certainty when a person is breaking down?) But nervous breakdowns do occur regularly in all age and occupational groups and among all kinds of people — thin people and fat people, tall people and short people, good people and bad people. In the few years I have been in charge of my department, one girl and one man here have each been out for extended absences because they broke down. Both have been fixed and are now back working for me, and not many people outside my department know why they were gone. (One of them, the man, hasn't been fixed too well, I think, and will probably break down again soon. He is already turning into a problem again, with me and with everyone else he talks to. He talks too much.)
In an average year, four people I know about in the company will die of natural causes and two-and-a-half more (two men one year, three the next) will go on sick leave for ailments that will eventually turn out to be cancer. Approximately two people will be killed in accidents every year, one in an auto, the other by fire or drowning. Nobody in the company has yet been killed in an airplane crash, and this is highly mysterious to me, for we travel a lot by air to visit other offices or call on customers, prospects, and suppliers in other cities and
