Dewforth worked for a firm which made components. Of what, no one said, no one asked. _Components, Inc._, the firm was called. He knew that the finished products were small, heavy and very complicated. Their names were mute combinations of letters and numbers, joined by hyphens or separated by virgules. Some said that these components performed no functions. Others said that they worked, but their operations corresponded to no known human need. It was known that some of the finished products themselves were destroyed. Some maintained that they were dissolved in vats of hydrofluoric acid. Others argued that they were encased in cement, then taken out to sea in speedboats on moonless nights and jettisoned. The favorite rumor was that the entire firm was a decoy to bewilder agents of foreign powers and pre-empt their espionage efforts. There was neither proof of this nor evidence to the contrary. The penalty for circulating this last rumor was immediate dismissal with prejudice. In another place, another time, Dewforth might have spread the burden of his mood by confiding in other workers, but not under the circumstances so painstakingly arranged by _Components, Inc._ in the interest of what was called _The Inter-loathing Index_, or I.I. It was an axiom of modern industry that a high I.I. meant high productivity and also tighter security. The latter was as much the measure of the importance of an industry as what it made or how much. That there was design in the egg-box compartmentation of workspaces, for example, was obvious enough. Less overt were the lengths to which Personnel had gone to discourage the exchange of information, or confidences, among employees. Under the guise of aptitude testing, the psychologists had been able to select and organize teams consisting entirely of mutually incompatible individuals. So well had they succeeded that most workers could barely stand the sight of one another, and so were driven back upon themselves and their work. Only by practicing an almost egg-like self-containment could a draftsman or other worker hope to get through the day without open conflict and disaster. Latent antipathies among workers were further intensified by means of the Annual Proficiency Competitions. At the conclusion of these tests all employees save two were given Proficiency Stars. Of the remaining two, one was invariably a person who had shown signs of becoming too popular among his fellows. He was given a Leadership Star, and because an affable man was usually less rather than more efficient than the rest, this made of him a lonely little air-bubble in a sea of resentment. The second of the two workers was always discharged. Thus a dash of anxiety was added to the proceedings. * * * * *