Something Happened

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 seem 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 naпve. 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