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BOB KNOWLTON Alex Bavelas Bob Knowlton was sitting alone in the conference room of the laboratory. The rest of the group had gone. One of the secretaries had stopped and talked for a while about her husband’s coming induction into the Army, and had finally left. Bob, alone in the laboratory, slid a little further down in his chair, looking with satisfaction at the results of the first test run of the new photon unit. He liked to stay after the others had gone. His appointment as project head was still new enough to give him a deep sense of pleasure.

His eyes were on the graphs before him, but in his mind he could hear Dr. Jerrold, the head of the laboratory, saying again, “There’s one thing about this place that you can bank on. The sky is the limit for the person who can produce! ” Knowlton felt again the tingle of happiness and embarrassment. Well, dammit, he said to himself, he had produced. He wasn’t kidding anybody. He had come to the Simmons Laboratories 2 years ago. During a routine testing of some rejected Clanson components, he had stumbled onto the idea of the photon correlator, and the rest had just happened.

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Jerrold had been enthusiastic; a separate project had been set up for further research and development of the device, and he had gotten the job of running it. The whole sequence of events still seemed a little miraculous to Knowlton. He shrugged out of the reverie and bent determinedly over the sheets when he heard someone come into the room behind him. He looked up expectantly; Jerrold often stayed late himself, and now and then dropped in for a chat. This always made the day’s end especially pleasant for Bob. It wasn’t Jerrold. The man who had come in was a stranger. He was tall, thin, and rather dark.

He wore steel-rimmed glasses and had on a very wide leather belt with a large brass buckle. His wife remarked later that it was the kind of belt the pilgrims must have worn. The stranger smiled and introduced himself. “I’m Simon Fester. Are you Bob Knowlton? ” Bob said yes, and they shook hands. “Doctor Jerrold said I might find you in. We were talking about your work, and I’m very much interested in what you are doing. ” Bob waved to a chair. Case: Bob Knowlton 2 Fester didn’t seem to belong in any of the standard categories of visitors: customer, visiting fireman, stockholder.

Bob pointed to the sheets on the table. “There are the preliminary results of a test we’re running. We’ve got a new gadget by the tail and we’re trying to understand it. It’s not finished, but I can show you the section that we’re testing. ” He stood up, but Fester was deep in the graphs. After a moment, he looked up with an odd grin. “These look like plots of a Jennings surface. I’ve been playing around with some autocorrelation functions of surfaces—you know that stuff. ” Bob, who had no idea what he was referring to, grinned back and nodded, and immediately felt uncomfortable. Let me show you the monster,” he said, and led the way to the work room. After Fester left, Knowlton slowly put the graphs away, feeling vaguely annoyed. Then, as if he had made a decision, he quickly locked up and took the long way out so that he would pass Jerrold’s office. But the office was locked. Knowlton wondered whether Jerrold and Fester had left together. The next morning, Knowlton dropped into Jerrold’s office, mentioned that he had talked with Fester, and asked who he was. “Sit down for a minute,” Jerrold said. “I want to talk to you about him. What do you think of him? Knowlton replied truthfully that he thought Fester was very bright and probably very competent. Jerrold looked pleased. “We’re taking him on,” he said. “He’s had a very good background in a number of laboratories, and he seems to have ideas about the problems we’re tackling here. ” Knowlton nodded in agreement, instantly wishing that Fester would not be placed with him. “I don’t know yet where he will finally land,” Jerrold continued, “but he seems interested in what you are doing. I thought he might spend a little time with you by way of getting started. Knowlton nodded thoughtfully. “If his interest in your work continues, you can add him to your group. ” “Well, he seemed to have some good ideas even without knowing exactly what we are doing,” Knowlton answered. “I hope he stays; we’d be glad to have him. ” Knowlton walked back to the laboratory with mixed feelings. He told himself that Fester would be good for the group. He was no dunce, he’d produce. Knowlton thought again of Jerrold’s promise when he had promoted him—”the person who produces gets ahead in this outfit. The words seemed to carry the overtones of a threat now. Case: Bob Knowlton 3 The next day, Fester didn’t appear until mid-afternoon. He explained that he had had a long lunch with Jerrold, discussing his place in the laboratory. “Yes,” said Knowlton, “I talked with Jerry this morning about it, and we both thought you might work with us for a while. ” Fester smiled in the same knowing way that he had smiled when he mentioned the Jennings surfaces. “I’d like to,” he said. Knowlton introduced Fester to the other members of the laboratory.

Fester and Link, the mathematician of the group, hit it off well together, and spent the rest of the afternoon discussing a method of analysis of patterns that Link had been worrying over for the last month. It was 6:30 when Knowlton left the laboratory that night. He had waited almost eagerly for the end of the day to come—when everyone would be gone and he could sit in the quiet rooms, relax, and think it over. “Think what over? ” he asked himself. He didn’t know. Shortly after 5 p. m. everyone had gone except Fester, and what followed was almost a duel.

Knowlton was annoyed that he was being cheated out of his quiet period, and finally resentfully determined that Fester should leave first. Fester was reading at the conference table, and Knowlton was sitting at his desk in the little glass-enclosed cubicle that he used during the day when he needed to be undisturbed. Fester was carefully studying the last year’s progress reports. The time dragged. Knowlton doodled on a pad, the tension growing inside him. What the hell did Fester think he was going to find in the reports? Knowlton finally gave up and they left the laboratory together.

Fester took several reports with him to study in the evening. Knowlton asked him if he thought the reports gave a clear picture of the laboratory’s activities. “They’re excellent,” Fester answered with obvious sincerity. “They’re not only good reports; what they report is damn good, too! ” Knowlton was surprised at the relief he felt, and grew almost jovial as he said goodnight. Driving home, Knowlton felt more optimistic about Fester’s presence in the laboratory. He had never fully understood the analysis that Link was attempting. If there was anything wrong with Link’s approach, Fester would probably spot it. And if I’m any judge,” he murmured, “he won’t be especially diplomatic about it. ” Case: Bob Knowlton 4 He described Fester to his wife, who was amused by the broad leather belt and the brass buckle. “It’s the kind of belt that pilgrims must have worn,” she laughed. “I’m not worried about how he holds his pants up,” Knowlton laughed with her. “I’m afraid that he’s the kind that just has to make like a genius twice each day. And that can be pretty rough on the group. ” Knowlton had been asleep for several hours when he was abruptly awoken by the telephone. He realized it had rung several times.

He swung off the bed muttering about damn fools and telephones. It was Fester. Without any excuses, apparently oblivious of the time, he plunged into an excited recital of how Link’s patterning problem could be solved. Knowlton covered the mouthpiece to answer his wife’s stage-whispered “Who is it? ” “It’s the genius,” replied Knowlton. Fester, completely ignoring that it was 2 a. m. , proceeded excitedly to start in the middle of an explanation of a completely new approach to certain photon laboratory problems that he had stumbled onto while analyzing past experiments.

Knowlton managed to put some enthusiasm in his own voice and stood there, half-dazed and very uncomfortable, listening to Fester talk endlessly about what he had discovered. It was probably not only a new approach but also an analysis that showed the inherent weakness of the previous experiment and how experimentation along that line would certainly have been inconclusive. The following day Knowlton spent the entire morning with Fester and Link, the mathematician, the morning meeting having been called off so that Fester’s work of the previous night could be gone over intensively.

Fester was very anxious that this be done and Knowlton was not too unhappy to suspend the meeting for reasons of his own. For the next several days, Fester sat in the back office that had been turned over to him and did nothing but read the progress reports of the work that had been done in the last 6 months. Knowlton felt apprehensive about the reaction that Fester might have to some of his work. He was a little surprised at his own feelings. He had always been proud (although he had put on a convincingly modest face) of the way in which new ground in the study of photon-measuring devices had been broken in his group.

Now he wasn’t sure, Case: Bob Knowlton 5 and it seemed to him that Fester might easily show that the line of research they had been following was unsound or even unimaginative. The next morning, as was the custom in Bob’s group, the members of the laboratory, including the secretaries, sat around a conference table. Bob always prided himself on the fact that the work of the laboratory was guided and evaluated by the group as a whole, and he was fond of repeating that it was not a waste of time to include secretaries in such meetings.

Often, what started out as a boring recital of fundamental assumptions to a naive listener, uncovered new ways of regarding these assumptions that would not have occurred to the researcher who had long ago accepted them as a necessary basis for his or her work. These group meetings also served Bob in another sense. He admitted to himself that he would have felt far less secure if he had had to direct the work out of his own mind, so to speak. With the group meeting as the principle of leadership, it was always possible to justify the exploration of blind alleys because of the general educative effect on the team.

Fester was there; Lucy Jones and Martha Smith, the laboratory secretaries, were there. Link was sitting next to Fester, their conversation concerning Link’s mathematical study apparently continuing from yesterday. The other members, Bob Davenport, George Thurlow, and Arthur Oliver, were waiting quietly. Knowlton, for reasons that he didn’t quite understand, proposed for discussion this morning a problem that all of them had spent considerable time on previously, with the conclusion that a solution was impossible, that there was no feasible way to treat it in an experimental fashion.

When Knowlton proposed the problem, Davenport remarked that there was hardly any use in reviewing it again, that he was satisfied that there was no way to approach the problem with the equipment and the physical capacities of the laboratory. This statement had the effect of a shot of adrenalin on Fester. He said he would like to know about the problem in detail, and walking to the blackboard, began to write the “factors” as various members of the group began to discuss the problem and simultaneously list the reasons for its abandonment.

Very early in the description of the problem, it was evident that Fester would disagree about the impossibility of attacking it. The group realized this and finally the descriptive materials and their recounting of the reasoning that had led to its Case: Bob Knowlton 6 abandonment dwindled away. Fester began his statement which, as it proceeded, might well have been prepared the previous night although Knowlton knew this was impossible. He could not help being impressed with the organized, logical way that Fester was presenting ideas that must have occurred to him only a few minutes before.

Fester had some things to say, however, that left Knowlton with a mixture of annoyance, irritation and, at the same time, a rather smug feeling of superiority over Fester in at least one area. Fester thought that the way the problem had been analyzed was really typical of group thinking and, with an air of sophistication that made it difficult for a listener to dissent, he proceeded to comment on the American emphasis on team ideas, satirically describing the ways in which they led to a “high level of mediocrity. During this time, Knowlton observed that Link stared studiously at the floor, and he was very conscious of Thurlow’s and Davenport’s glances toward him at several points during Fester’s speech. Inwardly, Knowlton couldn’t help feeling that this was one point at least in which Fester was off on the wrong foot. The whole laboratory, following Jerry’s lead, talked if not practiced the theory of small research teams as the basic organization for effective research. Fester insisted that the problem could be approached and that he would like to study it for a while himself.

Knowlton ended the morning session by remarking that the meetings would continue and that the very fact that a supposedly insoluble experimental problem was now going to receive another chance was another indication of the value of such meetings. Fester immediately remarked that he was not at all averse to meetings for the purpose of informing the group of the progress of its members—that the point he wanted to make was that creative advances were seldom accomplished in such meetings, that they were made by the individual “living with” the problem closely and continuously, a sort of personal relationship to it.

Knowlton went on to say to Fester that he was very glad that Fester had raised these points and that he was sure the group would profit by reexamining the basis on which they had been operating. Knowlton agreed that individual effort was probably the basis for making the major advances, but that he considered the group meetings useful primarily because of the effect they had on keeping the group together and on helping the Case: Bob Knowlton 7 weaker members of the group keep up with the members who were able to advance more easily and quickly in the analysis of problems.

It was clear as days went by and meetings continued as they did, that Fester came to enjoy them because of the pattern that the meetings assumed. It became typical for Fester to hold forth and it was unquestionably clear that he was more brilliant, better prepared on the various subjects that were germane to the problems being studied, and more capable of progress than anyone there. Knowlton grew increasingly disturbed as he realized that his leadership of the group had been, in fact, taken over.

Whenever the subject of Fester was mentioned in occasional meetings with Jerrold, Knowlton would comment only on Fester’s ability and obvious capacity for work. Somehow he never felt that he could mention his own discomforts, not only because they revealed a weakness on his part but also because it was quite clear that Jerrold himself was considerably impressed with Fester’s work and with the contacts he had with him outside the photon laboratory. Knowlton now began to feel hat perhaps the intellectual advantages that Fester had brought to the group did not quite compensate for what he felt were evidences of a breakdown in the cooperative spirit that he had seen in the group before Fester’s coming. More and more of the morning meetings were skipped. Fester’s opinion of the abilities of other group members, with the exception of Link, was obviously low. At times, during the morning meetings or in smaller discussions, he had been on the point of rudeness, refusing to pursue an argument when he claimed it was based on the other person’s ignorance of the facts involved.

His impatience with others led him to make similar remarks to Jerrold. Knowlton inferred this from a conversation with Jerrold in which Jerrold asked whether Davenport and Oliver were going to be continued on; and his failure to mention Link led Knowlton to believe that this was the result of private conversations between Fester and Jerrold. It was not difficult for Knowlton to make a quite convincing case on whether the brilliance of Fester was sufficient compensation for the beginning of the breakup of the group.

He took the opportunity to speak privately with Davenport and Oliver, and it was quite clear that both were uncomfortable because of Fester. Knowlton didn’t press the discussion beyond the point of hearing them in one way or another say that they did feel Case: Bob Knowlton 8 awkward and that it was sometimes difficult for them to understand the arguments Fester advanced, but often embarrassing to ask him to provide the background on which his arguments were based. Knowlton did not interview Link.

About 6 months after Fester came to the photon laboratory, a meeting was scheduled in which the sponsors of the research would visit the laboratory to get an idea of the work and its progress. It was customary at these meetings for project heads to present the research being conducted in their groups. The members of each group were invited to other meetings, which were held later in the day and open to all, but the special meetings were usually attended only by project heads, the head of the laboratory, and the sponsors. As the time for the special meeting approached, it seemed to Knowlton that he must avoid the presentation at all cost.

He felt that he could not trust himself to present the ideas and work that Fester had advanced, because of his apprehension as to whether he could present them in sufficient detail and answer questions correctly. On the other hand, he did not feel he could ignore these newer lines of work and present only the material that he had done or had been started before Fester’s arrival. He also felt that it would not be beyond Fester at all, in his blunt and undiplomatic way (if he were present at the meeting, that is), to comment on his own presentation and reveal the inadequacy that Knowlton felt he had.

It also seemed quite clear that it would not be easy to keep Fester from attending the meeting, even though he was not on the administrative level that was invited. Knowlton found an opportunity to speak to Jerrold and raised the question. He remarked to Jerrold that, with the meetings coming up and with the interest in the work and with the contributions that Fester had been making, Fester would probably like to attend these meetings, but that there was a question of the feelings of the others in the group if Fester alone were invited.

Jerrold dismissed this very lightly by saying that he didn’t think the group would fail to understand Fester’s rather different position, and that he thought Fester by all means should be invited. Knowlton then immediately agreed, adding that Fester should present the work because much of it had been done by him and that, as Knowlton put it, this would be an opportune way to recognize Fester’s contributions and to reward him since he was eager to be recognized as a productive member of the laboratory.

Jerrold agreed and so the matter was decided. Case: Bob Knowlton 9 Fester’s presentation was very successful and in some ways dominated the meeting. He attracted the interest and attention of many in attendance, and a long discussion followed his presentation. Later in the evening, with the entire laboratory staff present, a small circle of people formed about Fester in the cocktail period before the dinner. One of them was Jerrold himself, and a lively discussion took place concerning the application of Fester’s theory.

All of this disturbed Knowlton and his reaction and behavior were characteristic. He joined the circle, praised Fester to Jerrold and to the others, and remarked on the brilliance of the work. Without consulting anyone, Knowlton began to take an interest in the possibility of a job elsewhere. After a few weeks he found that a new laboratory of considerable size was being organized in a nearby city, and that his training would enable him to secure a project-head job equivalent to his present one, with slightly more money.

He immediately accepted it and notified Jerrold by a letter, which he mailed on a Friday night to Jerrold’s home. The letter was quite brief and Jerrold was stunned. The letter merely said that he had found a better position; that there were personal reasons why he didn’t want to appear at the laboratory anymore; and that he would be glad to return at a later time from where he would be, some 40 miles away, to assist if there was any mixup at all in the past work.

It also mentioned that he felt sure that Fester could supply any leadership for the group, and that his decision to leave so suddenly was based on some personal problems; he hinted at problems of health in his family, his mother and father. All of this was fictitious, of course. Jerrold took it at face value but still felt that this was very strange behavior and quite unaccountable since he had always felt his relationship with Knowlton had been warm and that Knowlton was satisfied and, as a matter of fact, quite happy and productive.

Jerrold was considerably disturbed, because he had already decided to place Fester in charge of another project that was going to be set up very soon. He had been wondering how to explain this to Knowlton, in light of the obvious help and value Knowlton was getting from Fester and the high regard in which he held him. He had, as a matter of fact, considered the possibility that Knowlton could add to his staff another person with Fester’s kind of background and training, which had proven so valuable. Case: Bob Knowlton 0 Jerrold did not make any attempt to meet Knowlton. In a way, he felt aggrieved about the situation. Fester, too, was surprised at the suddenness of Knowlton’s departure and when Jerrold asked him whether he had reasons to prefer to stay with the photon group instead of the impending Air Force project, he chose the Air Force project and went on to that job the following week. The photon laboratory was hard hit. The leadership of the laboratory was temporarily given to Link until someone could be hired to take charge.

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