Paul cuts costs

Paul's plan of arranging the drivers, washers, fuel pump attendants and all the other workers into groups had been in operation for some time. The central Sedan and Hatchback Agency sat in the centre of this web monitoring the criss-crossing of paperwork and issuing edicts, fines and amendments to rules at regular intervals.

It was getting expensive though. Even Paul saw that the extra layers of bureaucracy had to be paid from somewhere so that although initially the costs could be hidden under such account book headings as 'Deferred Profits' or 'Expenses Offset Against Future Earnings', eventually these monetary pigeons came home to roost and something had to be done. He thought long and hard. He conferred with his managers. He examined the problem from every angle. It was quite clear: what was needed was a slimming down of the extent the company ran every aspect of the business. Paul decided that the workers should be given more responsibility. He called a meeting.

"These are difficult times for us all," he began. "In order for us to regain the levels of success that we enjoyed some years ago we need to make some changes."

The workers looked nervous.

"At the same time we shall be recognising your outstanding contributions and talents and therefore shall give you more control over your working lives. Some of the service activities that have gone on in this place in the past will need to be reduced but we are going to offer you the chance to perform them yourselves - possibly better, but also cheaper. Successful groups can then bid for work and the most cost-effective bids may win contracts."

The workers looked nervous.

"We are calling the initiative 'The Big Opportunity' and it is a programme of enablement to empower you to take over many of the services previously provided by the company and to use your special skills and knowledge to improve on the current situation."

The workers looked nervous. And blank.

"Do you mean that you want us to do for free some of what we are currently getting paid for?" they asked, not unreasonably.

Paul beamed reassuringly, evasively. "I am sure that the spirit of competition and enterprise coupled with your enthusiasm and mix of talents will blend to form a unique, cohesive enterprise."

The workers now looked just blank.

"From tomorrow," Paul continued seamlessly, "the Car Washing Facility will only open on Mondays and the Fuel Pumps will operate from eight until nine in the morning only. Clearly, suitably qualified workers will want to organise themselves into groups to enhance this service and in so doing reorganise the work patterns and protocols as we recognise that ground-up initiatives may have beneficial effects on efficiency."

The workers remained blank and again looked nervous.

Paul was disappointed that his announcement had not fired the men with immediate enthusiasm but assumed that, as they lacked his managerial training and vision, the positives would only percolate through to their collective consciousness later. Nevertheless, he felt it was time to leave them and beat his retreat.

The drivers, washers and pump attendants looked at each other and had the uneasy feeling that very soon they would again be giving 'more for less' but tightened their collective belts and carried on working as before.