Castle of Days (1992) SSC

by Gene Wolfe

  “I’m sorry I missed it,” Forlesen said. “Can you tell me where I’m supposed to go now?”

  “To your desk,” the woman said, nodding. “Unlock it.”

  “I don’t know where it is.”

  “Well, of course you don’t, but I can’t assign you to your desk—that’s up to Mr. Fields, your supervisor.” After a moment she added, “I know where you’re going to go, but he has the keys.”

  Forlesen said, “I thought I was a supervisor.”

  “You are,” the woman told him, “but Mr. Fields is—you know—a real supervisor. Anyway, nearly. Do you want to talk to him now?”

  Forlesen nodded.

  “I’ll see if he’ll see you now. You have Creativity Group today, and Leadership Training. And Company Orientation, and Bet-Your-Life—that’s the management managing real life pseudogame—and one interdepartmental training-transfer.”

  “I’ll be glad to get the orientation anyway,” Forlesen said. He followed the woman, who had started to walk away. “But am I going to have time for all that?”

  “You don’t get it,” she told him over her shoulder, “you give it. And you’ll have lots of time for work besides—don’t worry. I’ve been here a long time already. I’m Miss Fawn. Are you married?”

  “Yes,” Forlesen said, “and I think we have children.”

  “Oh. Well, you look it. Here’s Mr. Fields’s office, and I nearly forgot to tell you you’re on the Planning and Evaluation Committee. Don’t forget to knock.”

  Forlesen knocked on the door to which the woman had led him. It was of metal painted to resemble wood, and had riveted to its front a small brass plaque which read: “Mr. D’Andrea.”

  “Come in!” someone called from inside the office.

  Forlesen entered and saw a short, thickset, youngish man with close-cropped hair sitting at a metal desk. The office was extremely small and had no windows, but there was a large, brightly colored picture on each wall—two photographs in color (a beach with rocks and waves, and a snow-clad mountain) and two realistic landscapes (both of rolling green countryside dotted with cows and trees).

  “Come in,” the youngish man said again. “Sit down. Listen, I want to tell you something—you don’t have to knock to come in this office. Not ever. My door—like they say—is always open. What I mean is, I may keep it shut to keep out the noise and so forth out in the hall, but it’s always open to you.”

  “I think I understand,” Forlesen said. “Are you Mr. Fields?” The plaque had somewhat shaken his faith in the young woman with glasses.

  “Right—Ed Fields at your service.”

  “Then I’m going to be working for you. I’m Emanuel Forlesen.” Forlesen leaned forward and offered his hand, which Fields walked around the desk to take.

  “Glad to meet you, Manny. Always happy to welcome a new face to the subdivision.” For an instant, as their eyes met, Forlesen felt himself weighed in invisible scales and, he thought, found slightly wanting. Then the moment passed, and a few seconds later he had difficulty believing it had ever been. “Remember what I told you when you came in—my door is always open,” Fields said. “Sit down.” Forlesen sat, and Fields resumed his place behind the desk.

  “We’re a small outfit,” Fields said, “but we’re sharp.” He held up a clenched fist. “And I intend to make us the sharpest in the division. I need men who’ll back my play all the way, and maybe even run in front a little. Sharpies. That’s what I call ’em—sharpies. And you work with me, not for me.”

  Forlesen nodded.

  “We’re a team,” Fields continued, “and we’re going to function as a team. That doesn’t mean there isn’t a quarterback, and a coach—” he pointed toward the ceiling “—up there. It does mean that I expect every man to bat two fifty or better, and the ones that don’t make three hundred had better be damn good field. See what I mean?”

  Forlesen nodded again and asked, “What does our subdivision do? What’s our function?”

  “We make money for the company,” Fields told him. “We do what needs to be done. You see this office? This desk, this chair?”

  Forlesen nodded.

  “There’s two kinds of guys that sit here—I mean all through the company. There’s the old hasbeen guys they stick in here because they’ve been through it all and seen everything, and there’s the young guys like me that get put here to get an education—you get me? Sometimes the young guys just never move out, then they turn into the old ones. That isn’t going to happen to me, and I want you to remember that the easiest way for you to move up yourself is to move into this spot right here. Someday this will all be yours—that’s the way to think of it. That’s what I tell every guy in the subdivision—someday this’ll all be yours.” Fields reached over his head to tap one of the realistic landscapes. “You get what I mean?”

  “I think so.”

  “Okay, then let me show you your desk and where you’re gonna work.”

  As they dodged among windowless, brightly lit corridors, it struck Forlesen that though the building was certainly ventilated—some of the corridors, in fact, were actually windy—the system could not be working very well. A hundred odors, mostly foul, but some of a sickening sweetness, thronged the air; and though most of the hallways they traveled were so cold as to be uncomfortable, a few were as stuffy as tents left closed all day beneath a summer sun.

  “What’s that noise?” Forlesen asked.

  “That’s a jackhammer busting concrete. You’re going to be in the new wing.” Fields opened a green steel door and led the way down a narrow, low-ceilinged passage pungent with the burnt-metal smell of arc welding; the tiled floor was gritty with cement dust, and Forlesen wondered, looking at the unpainted walls, how they could have gotten so dirty when they were clearly so new. “In here,” Fields said.

  It was a big room, and had been divided into cubicles with rippled glass partitions five feet high. The effect was one of privacy, but the cubicles had been laid out in such a way as to allow anyone looking through the glass panel in the office door to see into them all. The windows were covered with splintering boards, and the floor sufficiently uneven that it was possible to imagine it a petrified sea, though its streaked black-and-gray pattern was more suggestive of charred wood. “You’re in luck,” Fields said. “I’d forgotten, or I would have told you back in the office. You get a window desk. Right here. Sitting by the window makes it kind of dark, but you only got the one other guy on the side of you over there, that’s nice, and you know there’s always a certain prestige goes with the desk that’s next to the window.”

  Forlesen asked, “Wouldn’t it be possible to take some of the glass out of these partitions and use it in the windows?”

  “Hell, no. This stuff is partition glass—what you need for a window is window glass. I thought you were supposed to have a lot of science.”

  “My duties are supposed to be supervisory and managerial,” Forlesen said.

  “Don’t ever let anybody tell you management isn’t a science.” Fields thumped Forlesen’s new desk for emphasis and got a smudge of dust on his fist. “It’s an art, sure, but it’s a science too.”

  Forlesen, who could not see how anything could be both, nodded.

  Fields glanced at his watch. “Nearly oh seventy-one already, and I got an appointment. Listen, I’m gonna leave you to find your way around.”

  Forlesen seated himself at his desk. “I was hoping you’d tell me what I’m supposed to do here before you left.”

  Fields was already outside the cubicle. “You mean your responsibilities; there’s a list around somewhere.”

  Forlesen had intended to protest further, but as he started to speak he noticed an optical illusion so astonishing that for the brief period it was visible he could only stare. As Fields passed behind one of the rippled glass partitions on his way to the door, the distortions in the glass caused his image to change from that of the somewhat dumpy and rumpled man with whom Forlesen was now slightl
y familiar; behind the glass he was taller, exceedingly neat, and blank-faced. And he wore glasses.

  When he was gone Forlesen got up and examined the partitions carefully; they seemed ordinary enough, one surface rippled, the other smooth, the tops slightly dusty. He looked at his empty desk through the glass; it was a vague blur. He sat down again, and the telephone rang. “Cappy?”

  “This is Emanuel Forlesen.” At the last moment it occurred to Forlesen that it might have been better to call himself “Manny” as Fields had—that it might seem more friendly and less formal, particularly to someone who was looking for someone he addressed so casually; but, as the thought entered his mind, something else, not a thought but one of those deeper feelings from which our thoughts have, perhaps, evolved, contradicted it so he repeated his name, bearing down on the first syllable: “Ee-manuel Forlesen.”

  “Isn’t Cappy Dillingham there?”

  “He may be in this office,” Forlesen said, “that is, his desk may be here, but he’s not here himself, and this is my telephone—I just moved into the office.”

  “Take a message for him, will you? Tell him the Creativity Group meeting is moved up to oh seventy-eight sharp. I’m sorry it had to be so early, but Gene Fine has got a bunch of other stuff and we couldn’t figure out anything else to do short of canceling. And we couldn’t get a room so we’re meeting in the hall outside the drilling and boring shop. There’s definitely going to be a film. Have you got that?”

  “I think so,” Forlesen said. “Oh seventy-eight, hall outside the drillroom, movie.” He heard someone behind him and turned to look. It was Miss Fawn, so he said, “Do you know where Mr. Dillingham is? I’m taking a call for him.”

  “He died,” Miss Fawn said. “Let me talk to them.” She took the receiver. “Who’s calling, please? … Mr. Franklin, Mr. Dillingham died … Last night … Yes, it is. Mr. Forlesen is taking his place in your group—you should have gotten a memo on it … On Mr. Dillingham’s old number; you were just talking to him. He’s right here. Wait a moment.” She turned back to Forlesen: “It’s for you.”

  He took the telephone and a voice in the earpiece said, “Are you Forlesen? Listen, this is Ned Franklin. You may not have been notified yet, but you’re in our Creativity Group, and we’re meeting—wait a minute, I’ve got a memo on it under all this crap somewhere.”

  “Oh seventy-eight,” Forlesen said.

  “Right. I realize that’s pretty early—”

  “We wouldn’t want to try to get along without Gene Fine,” Forlesen said.

  “Right. Try to be there.”

  Miss Fawn seemed to be leaving. Forlesen turned to see how she would appear in the rippled glass as he said, “What are we going to try and create?”

  “Creativity. We create creativity itself—we learn to be creative.”

  “I see,” Forlesen said. He watched Miss Fawn become pretty while remaining sexless, like a mannequin. He said, “I thought we’d just take some clay or something and start in.”

  “Not that sort of creativity, for crap’s sake!”

  “All right,” Forlesen said.

  “Just show up, okay? Mr. Frick is solidly behind this and he gets upset when we have less than full attendance.”

  “Maybe he could get us a meeting room then,” Forlesen suggested. He had no idea who “Mr. Frick” was, but he was obviously important.

  “Hell, I couldn’t ask Mr. Frick that. Anyway, he never asks where we had the meeting—just how many came and what we discussed, and whether we feel we’re making progress.”

  “He could be saving it.”

  “Yeah, I guess he could. Listen, Cappy, if I can get us a room I’ll call you, okay?”

  “Right,” said Forlesen. He hung up, wondered vaguely why Miss Fawn had come, then saw that she had left a stack of papers on a corner of his desk. “Well, the hell with you,” he said, and pushed them toward the wall. “I haven’t even looked at this desk yet.”

  It was a metal desk, and somewhat smaller, older, and shabbier than the one in Fields’s office. It seemed odd to Forlesen that he should find old furniture in a part of the building which was still—judging from the sounds that occasionally drifted through the walls and window boards—under construction; but the desk, and his chair as well, were unquestionably nearing the end of their useful lives. The center desk drawer held a dead insect, a penknife with yellowed imitation ivory sides and a broken blade, a drawing of a bracket (very neatly lettered, Forlesen noticed) on crumpled tracing paper, and a dirty stomach mint. He threw this last away (his wastebasket was new, made of plastic, and did not seem to fit in with the other furnishings of the office) and opened the right-hand side drawer. It contained an assortment of pencils (all more or less chewed), a cube of art gum with the corners worn off, and some sheets of blank paper with one corner folded. The next drawer down yielded a wrinkled brown paper bag that disgorged a wad of wax paper, a stale half cookie, and the sharp smell of apples; the last two drawers proved to be a single file drawer in masquerade; there were five empty file folders in it, including one with a column of twenty-seven figures written on it in pencil, the first and lowest being 8,750 and the last and highest 12,500; they were not totaled. On the left side of the desk what looked like the ends of four more drawers proved to be a device for concealing a typewriter; there was no typewriter.

  Forlesen closed it and leaned back in his chair, aware that inventorying the desk had depressed him. After a moment he remembered Fields’s saying that he would find a list of his responsibilities in the office, and discovered it on the top of the stack of papers Miss Fawn had left with him. It read:

  MANAGEMENT PERSONNEL

  Make M.P.P. Co. profitable and keep it profitable.

  Assist in carrying out corporate goals.

  Maintain employee discipline by reporting violators’ names to their superiors.

  Help keep costs down.

  If any problems come up help to deal with them in accord with company policy.

  Training, production, sales, and public relations are all supervised by management personnel.

  Forlesen threw the paper in the waste basket.

  The second paper in the stack was headed: SAMPLE LEADERSHIP PROBLEM #105, and read:

  A young woman named Enid Fenton was hired recently as clerical help. Her work has not been satisfactory, but because clerical help has been in short supply she has not been told this. Recently a reduction in the work load in her department made it possible to transfer three girls to another department. Miss Fenton asked for one of the transfers and when told that they had already been assigned to others behaved in such a manner as to suggest (though nothing was actually said) that she was considering resignation. Her work consists of keypunching, typing, and filing. Should her supervisor:

  Discharge her.

  Indicate to her that her work has been satisfactory but hint that she may be laid off.

  Offer her a six-week leave of absence (without pay) during which she may obtain further training.

  Threaten her with a disciplinary fine.

  Assign her to assist one of the older women.

  Ask the advice of the other members of his Leadership group, following it only if he agrees the group has reached a correct decision in this case.

  Reassign her to small-parts assembly. NOTE: QUESTIONS CONCERNING THIS SAMPLE LEADERSHIP PROBLEM SHOULD BE ADDRESSED TO ERIC FAIRCHILD—EX 8173.

  After reading the problem through twice Forlesen picked up his telephone and dialed the number. A female voice said, “Mr. Fairchild’s office.”

  Forlesen identified himself, and a moment later a masculine voice announced, “Eric Fairchild.”

  “It’s about the leadership problem—number one oh five?”

  “Oh, yes.” (Fairchild’s voice was hearty; Forlesen imagined him slapping backs and challenging people to Indian-wrestle at parties.) “I’ve had quite a few calls about that one. You can check as many answers as you like if they’re not mutually exclusive�
��okay?”

  “That wasn’t what I was going to ask,” Forlesen said. “This girl’s work—”

  “Wait a minute,” Fairchild said. And then, much more faintly, “Get me the Leadership file, Miss Fenton.”

  “What did you say?” Forlesen asked.

  “Wait a minute,” Fairchild said again. “If we’re going to dig into this thing in depth I want to have a copy of the problem in front of me. Thank you. Okay, you can shoot now. What did you say your name was?”

  “Forlesen. I meant after you said ‘Wait a minute,’ the first time. I thought I heard you call your secretary Miss Fenton.”

  “Ha ha ha.”

  “Didn’t you?”

  “My secretary’s name is Mrs. Fairchild, Mr. Forlesen—no, she’s not my wife, if that’s what you’re thinking, Mr. Frick doesn’t approve of nepotism. She’s just a nice lady who happens to be named Mrs. Fairchild, and I was addressing Miss Fetton, who is filling in for her today.”

  “Sorry,” Forlesen said.

  “You wanted to ask about problem one hundred and five?”

  “Yes, I wanted to ask—well, for one thing, in what way is the young woman’s work unsatisfactory?”

  “Just what it says on the sheet, whatever that is. Wait a minute, here it is—Her work has not been satisfactory, but because clerical help has been in short supply she has not been told this.”

  “Yes,” Forlesen said, “but in what way has it been unsatisfactory?”

  “I see what you’re getting at now, but I can’t very well answer that, can I? After all, the whole essence of Leadership Training involves presenting the participants with structured problems—you see what I mean? This is a structured problem. Miss Fenton, could I trouble you to go down to the canteen and get me some coffee? Take it out of petty cash. Now if I explained something like that to you, and not to the others, then it would have a different structuring for you than for them. You see?”