Something Happened Read Online Free PDF

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 muchtrouble 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 naïve. Every time we launch a new advertising campaign, for example, people inside thecompany 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