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C4 antho - Chamber Four

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~298~ The <strong>Chamber</strong> <strong>Four</strong> Fiction Anthology<br />

With the door open Joseph had a view into the room, but<br />

Herr Halsa was looking down at the things on his desk, reordering<br />

them according to some new, afternoon<br />

priority―name plate, lamp, telephone, pen stand. And<br />

Joseph could not see as far as Herr Halsa could along the<br />

hallway formed by the cubicle walls. Maybe someone was<br />

standing there: a petitioner. What’s more, the boss was<br />

speaking not in German but in English. “This is something<br />

you need to finish for the end of the day, so we must sit together.<br />

Quickly I think. Joe!”<br />

Joseph hurried into the office with a notebook, two pens<br />

and some papers he’d finished the day before but not yet presented<br />

to Herr Halsa. “Excuse me, I―”<br />

“We’re ready to send out a letter just now and offer this<br />

very good job. Inventory manager for the new production<br />

area,” Herr Halsa added, as if he’d forgotten that Joseph had<br />

sat in on every one of the interviews. The new “production<br />

area” was an assembly room where this new employee would<br />

take robotic cranes out of their boxes, count the screws, assemble<br />

everything, test the completed system, then transfer<br />

it to a flatbed truck for shipment to the customer’s plant.<br />

Joseph’s attempt at a job description had muddled everything,<br />

though―no one asked if he’d ever written one before―so<br />

that several applicants showed up expecting to run<br />

an automated inventory system and a couple of others<br />

wanted a division reporting to them. But no matter. His influence<br />

held. After each interview, Herr Halsa would ask<br />

Joseph what the man (he couldn’t help it that no women had<br />

been included) had meant by this and that, and very often<br />

what Herr Halsa wanted to know had nothing to do with the<br />

delta between languages at all.<br />

The American salesmen liked to say that Peter Halsa<br />

was aptly named. He had risen beyond his competence and<br />

didn’t know what to do with his time: the Peter Principle.

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