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 countries. When regular, full-time employees do go on sick leave, they are usually paid their full salary for as long as the illness lasts (even though it may last a lifetime. Ha, ha), for the company excels in this matter of employee benefits. Everybody is divorced (not me, though). Everyone drinks and takes two hours or more for lunch. The men all flirt. The women all respond, except for a few who are very religious or very dull, or a few very young ones who are out in the world for the first time and don't understand yet how things are.
Most of us like working here, even though we are afraid, and do not long to leave for jobs with other companies. We make money and have fun. We read books and go to plays. And somehow the time passes.
This fiscal period, I am flirting with Jane. Jane is new in the Art Department and not quite sure whether I mean it or not. She is just a few years out of college, where she majored in fine arts, and still finds things in the city daring, sophisticated, and intellectual. She goes to the movies a lot. She has not, I think, slept with a married man yet.
Jane is assistant head of the Art Department in Green's department. There are only three people in the Art Department. She has, like the rest of us, much time in which to brood and fantasize and make personal phone calls and kid around with whoever in the company (me) wants to kid around with her. She has a tall, slim figure that's pretty good and a clogged duct in one eye that makes it dribble with tears. She wears loose lamb's-wool sweaters that hug the long points of her small breasts beautifully. (Often, my fingertips would love to hug and roll those same long points of her small breasts just as beautifully, but I know from practice that my desire would not remain with her breasts for long. They make a convenient starting place.) Her good figure, prominent nipples, and clogged tear duct give me an easy opening for suggestive wisecracks that cover the same ground as those I used to exchange with that older girl Virginia under the big Western Union clock in the automobile casualty insurance company (the company is still in business after all these years, at the same place, and probably the clock too is still there, running, although the office building is now slated to come down), except that now I am the older, more experienced (and more jaded) one and can control and direct things pretty much the way I choose. I have the feeling now that I can do whatever I want to with Jane, especially on days when she's had two vodka martinis for lunch instead of one (I, personally, hate vodka martinis and mistrust the mettle of people who drink them) or three whiskey sours instead of two. I could, if I wished, take her out for three vodka martinis after work one day and then up to Red Parker's apartment nearby, and the rest, I'd bet, would be as easy as pie (and possibly no more thrilling). I can make Jane laugh whenever I want to, and this, I know, can be worth more than half the game if I decide I seriously do want to play, but I'm not sure either whether I mean it or not.
Probably, I should be ashamed of myself, because she's only a decent young girl of twenty-four. Possibly I should be proud of myself, because she is, after all, a decent and very attractive young girl of only twenty-four whom I can probably lay whenever I want to. (I have her scheduled vaguely somewhere ahead, probably in the weeks before the convention, when I will be using everybody in the Art Department a great deal.) I don't really know how I am supposed to feel. I do know that girls in their early twenties are easy and sweet. (Girls in their late twenties are easier but sad, and that isn't so sweet.) They are easy, I think, because they are sweet, and they are sweet, I think, because they are dumb.
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.