Reading and use of English
Part 5
You are going to read a newspaper article. For questions 31—36, choose the answer (A, B, C or D) which you think fits best according to the text.
Cubed: A Secret History of the Workplace by Nikil Saval
An American writer, Henry Peters, reviews a fascinating book about the history of the office in the USA.
Early in his book, Nikil Saval includes a description of office workers written by the American poet Walt Whitman, from about 1856. People who worked in an office were often regarded with amusement in an age when non-manual workers were still a minority. Whitman, for one, described them as 'a round-shouldered generation, of minute leg, chalky face, and hollow chest... in shiny boots... startling cravats, and hair all soaked and “slickery" with sickening oils.’ The description still resonates. In 1880, less than 5% of American workers were engaged in non-manual labor, but as trade expanded, office work markedly increased, and the question arose of how to optimize efficiency. Many offices, following the factory model, lined desks up in long rows. Then, two influential innovations emerged. The first break with the past arrived courtesy of Frederick Taylor, a consultant, who made it his goal to remove all inefficiencies from the office and advocated a fundamental reallocation of responsibilities to replace the clerks, who carried out a variety of tasks in small offices of four or five people. As Saval writes, Taylorism separated ’knowledge from the basic work process... with office managers controlling how work was done and their workers merely performing that work.’
The second great innovation was Robert Propst's Action Office in the 1960s. The aim was to have large open-plan offices containing different flexible working spaces, and optional partition walls to enclose individual workspaces as required. 'Most office designs were about keeping people in place,’ writes Saval. ’Action Office was about movement.’ The concept was in keeping with ideas that Propst had been developing for years; namely, that regular physical movement made white-collar workers endlessly inventive. In practice, however, the Action Office, meant to get workers mixing with each other and liberate their minds, turned into box-like cubicles as partition walls became long-term fixtures.
There have been other radical ideas about office organization, among them the recently fashionable ’flattened office', where teams work on projects with little or no hierarchical supervision. It appears revolutionary, but when journalist Matthew Shaer studied companies trying it out, he noticed that, despite an apparent equality within teams, the reality was that leaders 'quickly emerged, and everyone else was falling in line.’ Shaer doesn't dismiss the idea as worthless, however. He observes that everyone involved seems to end up feeling more committed to their company and to overlook the fact that the majority lack real power and influence. He also notes that it may benefit companies to have leaders emerging through a natural process rather than being appointed. The fact is that all office work must include certain basic tasks, and even the shift to freelancing is not as dramatic as it might seem from outside. The first thing a new freelancer learns is that the freedom it offers is mostly a fantasy. Freelancing theoretically allows for spur-of-the-moment mid-week vacations and afternoon get-togethers, but there's still 40, 50, 60 hours of work to do a week, and it doesn't get done by sleeping in just because you have no boss waiting for you.
Of course, there are genuine and threatening changes facing workers today and in the future. But these have little to do with where and how people do their work, which is what Saval's book, Cubed, mostly focuses on. What's really worrisome is the loss in stability, the notion that you can't depend on a job long term.
Saval confronts this uncertainty at the end of the book: ’the career path that defined the white-collar worker for generations... is coming to a close, and a new sort of work, as yet unformed, is taking its place.’ It's a compelling conclusion, but one that the rest of Cubed hasn't properly prepared us for. Saval begins the book by acknowledging that it will ignore the ‘wider world of work’, which is precisely what we need to know about to understand what comes next for the office worker.
However, Cubed does offer useful insights. Saval references Tom Rath, the middle-manager protagonist of a novel from 1955, who turns down ’an executive position so that he could work less and spend time with his family'. Rath represents a bygone era when middle-management positions provided many people with a cosy middle-class life. But Rath's decision also seems alien for reasons beyond the state of the economy. Many Americans today fail absolutely to create the boundary between work and life that Rath establishes. That they are defined by their jobs is a common notion in US culture, instilled throughout school and university.