7 Friedrich Naumann (1860–1919), German liberal politician.
8 Peter Suhrkamp, “Der Journalist,” in Deutsche Berufskunde, 382–3. The passage was provided by the editors of the GS based on their reading of notes in Benjamin’s typescript. For their comments on the challenges of editing this manuscript, and the appearance of this passage in particular, see GS, 2.3, 1457–8. Peter Suhrkamp would later found the publishing house Suhrkamp Verlag, which became the major publisher of Benjamin’s works.
9 Hellmuth Bogen was the author of numerous books on career counseling and psychology, including Psychologische Grundlegung der praktischen Berufsberatung: ein Lehr- und Handbuch [The Psychological Foundation of Practical Career Counseling: A Textbook/Handbook] (Langensalza: J. Beltz, 1927). Bogen was head of vocational psychology at the regional employment office in Berlin. The title Benjamin gives, “Leitsätze des Berufsberaters,” has not been found.
10 The Sixth International Conference on Psychotechnics took place in Barcelona in 1930. The Seventh International Conference would take place in Moscow in September 1931. “Psychotechnics,” a term coined by the German psychologist William Stern, broadly designated a branch of applied psychology focused on creating a scientific study of labor management, i.e., the testing and reengineering of human labor to increase productivity, improve working conditions, overcome postwar labor shortages, optimize specialization, etc. The discipline spawned debates over the politics, ethics, and limits of such interventions and their relationship to capital and other interests. (For instance, at the Seventh Conference, the Soviet delegation attacked bourgeois industrial psychology.) Benjamin’s reference to Gastajeff suggests Aleksei Gastev, director of Moscow’s Central Institute of Labor, known for its dedication to Taylorism.
11 See Fritz Giese, Psychotechnik der Organisation in Fertigung: (Büro-)Verwaltung, Werbung. Handbuch der Arbeitswissenschaft [Psychotechnics in the Organization of Manufacturing: (Office) Administration and Recruitment. Handbook of Occupational Science] (Halle: Carl Marhold, 1928), 92.
CHAPTER 37. “A Pay Raise?! Whatever Gave You That Idea!”
By Walter Benjamin and Wolf Zucker1
THE SPEAKER: Ladies and gentlemen, we’d like to call your attention to one of your colleagues, Herr Max Frisch. If you work in an office, a shop or a business, you’re sure to know him. He’s the one who’s invariably on top, always a big success. He knows just how to assert himself and he gets exactly what he wants. We have invited Herr Frisch here today to let us in on his secrets, to explain to us just how he manages to remain on everyone’s good side and still make a living in times like these. How does he keep his cool? What makes him so pleasant to work with? If you want to learn how he does it, just listen up! Herr Frisch is one of you, he’s someone who shares your hardships and your sorrows. Very often, however, he knows how to deal with them better than you do. Still, we would not have you think that Herr Frisch is just an exception, a darling of fortune! Herr Frisch is not here to arouse your envy; he’s here to tell you how he manages to be so lucky.
THE SKEPTIC: Please forgive the interruption, but are you suggesting that a single, lousy individual has the power, all on his own, to transform his life into a better one? Do you really believe that?
THE SPEAKER: Yes, nearly one hundred percent, absolutely.
THE SKEPTIC: But what if he has no money? What if he’s had to make do for years on a small salary that’s never really enough? What then?
THE SPEAKER: Perhaps he should ask his boss for a pay raise?
THE SKEPTIC (sarcastic laughter): Well, I guess you aren’t all that familiar with bosses. A pay raise in times like these? You must be joking!
THE SPEAKER: Certainly not. And Herr Frisch is here to show you how. He wants to tell you what to do from a practical standpoint.
THE SKEPTIC: Your Herr Frisch can tell us all he wants. I’ve been in the business world for years and I know what happens nowadays when a fellow wants a raise. He’ll be glad if he keeps his old salary and doesn’t get himself fired.
THE SPEAKER: Then he’s not so clever, it would seem to me.
THE SKEPTIC: It doesn’t matter how clever you are. Just come by my office sometime and I’ll show you how things play out.
THE SPEAKER: Sounds good to me. Perhaps we’ll even get to the real reason most people have no luck.
THE SKEPTIC: Allow me then. I introduce to you one Herr Zauderer.2 Herr Zauderer is in exactly the situation we want to illustrate. For several years now he’s had a salary of 250 marks. In order to get by, he has to earn at least fifty marks more. If he goes to his boss now, I bet he gets nothing.
THE SPEAKER: Sure, it’s possible. Or maybe he has only himself to blame. Could it not be his own fault?
THE SKEPTIC: Fault? Nonsense. The boss won’t budge. End of story.
THE SPEAKER: Let’s have a listen. Maybe we’ll uncover his mistake!
A faint knock.
THE BOSS (grumpy): Come in!
More knocking.
THE BOSS (grumpy): I said come in! How many more times do I have to shout?
ZAUDERER (rushed and nervous): Oh, excuse me, Director, Sir, I didn’t mean to disturb you … if you have a second…
THE BOSS: It’s good that you’re here. I’ve been wanting to talk to you. I can’t go on like this. My entire desk is covered with complaints, some from Leipzig, some from Erlangen, and these from Elburg. And even some from Magdeburg, our best customer. I can’t go on like this. All day long, nothing but headaches and complaints. To one customer you send too much, to another you send too little, and Magdeburg gets invoiced for a shipment they paid for three months ago. So, what do you say to that, Zauderer?
ZAUDERER (more and more confused): Um, well, I don’t know, I did see a few things in the mail a while back. But I couldn’t explain what the problem is.
THE BOSS: I’m sorry, but that doesn’t cut it. What good are you to me if things don’t run smoothly?
ZAUDERER: Um, well, I don’t know, Herr Director. The new bookkeeper makes one mistake after another. You know I sit here entire nights working on the receipts. You can’t accuse me of not caring.
THE BOSS (annoyed but not impatient): My dear Herr Zauderer, let me tell you something. Have a seat. Look, I know you’re a reasonable person, and I also know that you aren’t cheating me. This is why I’ve kept you around so long at the firm. But do try to put yourself in my place for once: all day long, whenever the mail arrives, I get nothing but trouble. And what do you have to say for yourself? It’s not your fault, the bookkeeper makes mistakes, you don’t know what’s going on. And I’m supposed to be satisfied with that? You tell me.
ZAUDERER: Okay, so I don’t have an answer. But I’m doing my best to improve. A person can’t ask for more!
THE BOSS: I’m not so sure about that. In any case, it’s up to you. For all I care, you can come for two hours a day. But things have to work. You have to realize that!
ZAUDERER: Yes sir. — But, — but — (He hesitates.) I wanted to…
THE BOSS (somewhat astounded): Yes? You’ve something to add?
ZAUDERER: Not to that, Herr Director. But…
THE BOSS: Well, that’s the most important thing to me. Nothing else matters.
ZAUDERER: I wanted … I wanted to ask for a raise!