For if one line could be altered, the master computer in the basement of the Architectural Center had already worked out the six hundred and sixty-eight ways in which that single change could be made without weakening the resulting structure. The Organization encouraged that kind of individuality. It wasn't originality at all. Yet the principle was valid. You had to break one of the rules. You had to get out of step. And there was a way. Work was the foundation of the Organization--the work day, the work hour, the work minute. This was the basic commodity, the medium of exchange, the measure of social status. Work to pay off your tax debt. Work to climb the rungs on the ladder that led to freedom. Simply lying there, without lifting a hand, he could create a flaw. 2 About ten o'clock that morning TRH-247 stood on an underground pedestrian ramp watching the crowds flow past him--shoppers, tourists, workers, going and coming, stepping with the ease of long habit from the slow to the fast strips of the moving sidewalks. All the faces were different, Hendley thought. He was less than a five-minute rise from the Architectural Center, but it was quite probable that he had never once seen any of these faces before. These people might live in the same building, eat from the same venders, visit the same Rec halls, even work at the Center. But under the carefully staggered schedules in the structure of the Organization's work pattern, schedules which enabled 32,000,000 people in this particular City No. 9 to live in a circumscribed area without trampling one another underfoot, the chances were good that none of these people had ever crossed Hendley's path before. Simply because he had never been in this spot at this hour on this day of the week. Hendley was a 3-Dayman. His identifying coverall was blue. He worked on Tuesdays, Thursdays, and Saturdays except during his assigned vacation month, when he customarily used his travel pass to visit one of the tourist recreation centers in another of the major cities. It was unthinkable that his vacation time would find him this close to home, and it was equally unlikely that he would be there on any of his four free days of the week, for even these days were quite taken up with the designated periods of recreation, education, physical therapy and discussion. In fact, Hendley was experiencing the rare sense of freedom which came from having nothing to do. This was what it must be like in the Freeman Camps, he reflected--seven days a week to enjoy the luxury of complete choice, of having each day stretch before you like a blank sheet of paper onto which you could dictate absolutely anything you wanted.