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Something Happened :: Хеллер Джозеф
Страница: 20 из 398To 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.
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.