Warehouse Worker Quotes

Q: Your warehouse workers work 11/5-hour shifts. In order to make rate, a significant number of them need to take over-the-counter painkillers multiple times per shift, which means regular backups at the medical office. Do you: A. Scale back the rate ---clearly, workers are at their physical limits B. Make shifts shorter C. Increase the number or duration of breaks D. Increase staffing at the nurse's office E. Install vending machines to dispense painkillers more efficiently Seriously---what kind of fucking sociopath goes with E?

What will happen if our labor is no longer needed? If jobs for warehouse workers, garbage collectors, doctors, lawyers, and journalists are displaced by technology?

Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don't need to impress people I don't like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don't have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won't last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don't have to seem them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world.

The sobering truth is that the heroes of the immediate COVID-19 crisis, those who (at personal risk) took care of the sick and kept the economy ticking, are among the worst paid professionals – the nurses, the cleaners, the delivery drivers, the workers in food factories, care homes and warehouses, among others.

Meanwhile, Amazon’s treatment of warehouse workers had been making headlines since 2011. That’s when an investigation by the Allentown Morning Call newspaper revealed what were—quite literally—sweatshop conditions. When summer temperatures exceeded 100 degrees inside the company’s Breinigsville, Pennsylvania, warehouse, managers wouldn’t open the loading bay doors for fear of theft. Instead, they hired paramedics to wait outside in ambulances, ready to extract heat-stricken employees on stretchers and in wheelchairs, the investigation found. Workers also said they were pressured to meet ever

So together, Reader and Vincent used HeLa cells as the springboard to launch the first industrial-scale, for-profit cell distribution center. It started with what Reader lovingly referred to as his Cell Factory. In Bethesda, Maryland, in the middle of a wide-open warehouse that was once a Fritos factory, he built a glass-enclosed, room that housed a rotating conveyor belt with hundreds of test-tube holders built into it. Outside the glass room, he had a setup much like the Tuskegee's, with massive vats of culture medium, only bigger. When cells were ready for shipping, he'd sound a loud bell and all the workers in the building, including mailroom clerks, would stop what they were doing, scrub themselves at the sterilization station, grab a cap and gown, and line up at the conveyor belt. Some filled tubes, others inserted rubber stoppers, sealed tubes, or stacked them inside a walk-in incubator where they stayed until being packaged for shipping.

Amazon had recruited these workers as part of a program it calls CamperForce: a labor unit made up of nomads who work as seasonal employees at several of its warehouses, which the company calls “fulfillment centers,” or FCs.

It is unlike the industrial era, when corporations depended on people with a wide range of skills: managers and marketers, engineers and technicians, warehouse workers and salespeople. These jobs were often unionized, at least in the manufacturing and energy sectors, so that upper management was compelled at least to consider diverse views on how the business should operate. In contrast, tech firms are rarely unionized, and none of the largest internet-based firms are.7 Crucially, the tech giants employ relatively few people in proportion to their revenues.

AT THE SAME TIME Empire was dying, a new and very different kind of company town was thriving seventy miles to the south. In many ways, it felt like the opposite of Empire. Rather than offering middle-class stability, this village was populated by members of the “precariat”: temporary laborers doing short-term jobs in exchange for low wages. More specifically, its citizens were hundreds of itinerant workers living in RVs, trailers, vans, and even a few tents. Early each fall, they began filling the mobile home parks surrounding Fernley. Linda didn’t know it yet, but she would soon be joining them. Many were in their sixties and seventies, approaching or well into traditional retirement age. Most had traveled hundreds of miles—and undergone the routine indignities of criminal background checks and pee-in-a-cup drug tests—for the chance to earn $11.50 per hour plus overtime at temporary warehouse jobs. They planned to stay through early winter, despite the fact that most of their homes on wheels weren’t designed to support life in subzero temperatures. Their employer was Amazon.com.

Amazon had recruited these workers as part of a program it calls CamperForce: a labor unit made up of nomads who work as seasonal employees at several of its warehouses, which the company calls “fulfillment centers,” or FCs. Along with thousands of traditional temps, they’re hired to meet the heavy shipping demands of “peak season,” the consumer bonanza that spans the three to four months before Christmas.

Names etched on the head of a pin, one name spanning a bridge, another undergoing a tunnel. A blue name needled into the skin, names of citizens, workers, mothers and fathers, the bright-eyed daughter, the quick son; alphabet of names in a green field, names in the small tracks of birds, names lifted from a hat or balanced on the tip of the tongue, names wheeled into the dim warehouse of memory. So many names, there is barely room on the walls of the heart.

Feelings of sudden existential vulnerability now come upon the individual as if from nowhere, in the midst of indifference, in the banal space of work; at the customer service counter, in a warehouse or call centre, as s/he services the remote needs of the globalised professional class in an almost colonial fashion. And this fear also follows the unanchored worker out of the nominal workplace and into the home: it fills gaps in conversations, is readable between the lines of emails, seeps into relationships and crevices of the mind. The precarious worker is then saddled with an additional duty: to hide these feelings.

Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don’t need to impress people I don’t like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don’t have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won’t last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don’t have to see them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world.

But this book is about something else: what goes on in the lives of real people when the industrial economy goes south. It’s about reacting to bad circumstances in the worst way possible. It’s about a culture that increasingly encourages social decay instead of counteracting it. The problems that I saw at the tile warehouse run far deeper than macroeconomic trends and policy. too many young men immune to hard work. Good jobs impossible to fill for any length of time. And a young man [one of Vance’s co-workers] with every reason to work — a wife-to-be to support and a baby on the way — carelessly tossing aside a good job with excellent health insurance. More troublingly, when it was all over, he thought something had been done to him. There is a lack of agency here — a feeling that you have little control over your life and a willingness to blame everyone but yourself. This is distinct from the larger economic landscape of modern America.

I also worried about her morale. During Linda’s first season working for Amazon, she had seen up close the vast volume of crap Americans were buying and felt disgusted. That experience had planted a seed of disenchantment. After she left the warehouse, it continued to grow. When she had downsized from a large RV to a minuscule trailer, Linda had also been reading about minimalism and the tiny house movement. She had done a lot of thinking about consumer culture and about how much garbage people cram into their short lives. I wondered where all those thoughts would lead. Linda was still grappling with them. Weeks later, after starting work in Kentucky, she would post the following message on Facebook and also text it directly to me: Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don’t need to impress people I don’t like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don’t have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won’t last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don’t have to see them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world. After sending that, she continued: Radical I know, but this is what goes through my head when I’m at work. There is nothing in that warehouse of substance. It enslaved the buyers who use their credit to purchase that shit. Keeps them in jobs they hate to pay their debts. It’s really depressing to be there. Linda added that she was coping

My assignment as the post’s adjutant and personnel officer (I ended the war a captain) put me in close contact with the civilian bureaucrats and it didn’t take long for me to decide I didn’t think much of the inefficiency, empire building, and business-as-usual attitude that existed in wartime under the civil service system. If I suggested that an employee might be expendable, his supervisor would look at me as if I were crazy. He didn’t want to reduce the size of his department; his salary was based to a large extent on the number of people he supervised. He wanted to increase it, not decrease it. I discovered it was almost impossible to remove an incompetent or lazy worker and that one of the most popular methods supervisors used in dealing with an incompetent was to transfer him or her out of his department to a higher-paying job in another department. We had a warehouse filled with cabinets containing old records that had no use or historic value. They were totally obsolete. Well, with a war on, there was a need for the warehouse and the filing cabinets, so a request was sent up through channels requesting permission to destroy the obsolete papers. Back came a reply—permission granted provided copies are made of each paper destroyed.

Employees remember that when the home and kitchen category was introduced in the fall of 1999, kitchen knives would fly down the conveyor chutes, free of protective packaging. Amazon’s internal logistics software didn’t properly account for new categories, so the computers would ask workers whether a new toy entering the warehouse was a hardcover or a paperback book.

Usually royals believed that going down to shop or eat in the lower part of the city was beneath their station. That’s why Talis and Mara almost always went there to escape prying eyes. Especially now, since if they were seen together, it would mean trouble for the both of them.   As they strolled down the freshly-washed cobblestone street, Mara whispered to Talis that her mother was still upset and they had to be careful.  “I told her it was my fault, but she still feels you were partially to blame. I feel awful, Talis.” Mara studied him, her eyes filled with apprehension. “You warned me not to go after that boar. I should have listened to you. I’m sorry.” “It’s alright. You’re safe, that’s all that matters to me.” Mara reached out and took his hand, eyes warm and tender. They continued walking together and took the trader’s way to Fiskar’s Market. Around the upper shops, down an alleyway stacked with crates, inside a warehouse door, past workers loading crates, until they reached the dark warehouse room that led to a corridor winding around and down to a lift.  The workers averted their eyes when they used the lift, as if they thought it wasn’t their business to notice a few royal kids stalking around in the building. Talis and Mara hopped on the lift. She grabbed his hand as the lift jolted, starting their descent several hundred feet down into the darkness.  Talis always felt a thrill from the descent as if uncertain whether they would ever arrive at the bottom. It was pitch black without a source of light. Mara cuddled close to Talis, her arms snaking around his waist, the soft exhalations of her breath landing on his neck. He felt uncomfortable and his heart raced. Her small fingers felt along his chest and she wormed her way even closer and started to whisper something in his ear.  The lift suddenly jolted as they reached the bottom. What was she going to say? She jumped out of the lift and dashed down the passageway until they reached Shade’s Gate next to the upper part of Fiskar’s Market. Talis frowned and wondered if he ever would understand the minds of girls. Today was Hanare, the sacred day of the Goddess Nacrea, eighth day of the week—a day free from study and work. At least for the royals. In Fiskar’s Market, most commoners still toiled, preparing for Magare, the first day of the week and market day. But still, children chased chickens lazily through the market stalls and old men played Chano, staring at the chipped granite pieces as if waiting for a mystery to unfold.

Under particular threat have been ‘routine’ jobs – jobs that can be codified into a series of steps. These are tasks that computers are perfectly suited to accomplish once a programmer has created the appropriate software, leading to a drastic reduction in the numbers of routine manual and cognitive jobs over the past four decades.22 The result has been a polarisation of the labour market, since many middle-wage, mid-skilled jobs are routine, and therefore subject to automation.23 Across both North America and Western Europe, the labour market is now characterised by a predominance of workers in low-skilled, low-wage manual and service jobs (for example, fast-food, retail, transport, hospitality and warehouse workers), along with a smaller number of workers in high-skilled, high-wage, non-routine cognitive jobs.24

When we pray the Lord's Prayer, observed Luther, we ask God to give us this day our daily bread. And He does give us our daily bread. He does it by means of the farmer who planted and harvested the grain, the baker who made the flour into bread, the person who prepared our meal. We might today add the truck drivers who hauled the produce, the factory workers in the food processing plant, the warehouse men, the wholesale distributors, the stock boys, the lady at the checkout counter. Also playing their part are the bankers, futures investors, advertisers, lawyers, agricultural scientists, mechanical engineers, and every other player in the nation's economic system. All of these were instrumental in enabling you to eat your morning bagel.

Joke-ruiner," Stacey said. We drove north and west, away from the city center. The Treadwell house was in an odd area of town, upriver, near empty brick warehouses and a few old factory shells dating back more than a hundred years. The nearest residential neighborhood was a row of decrepit bungalows on narrow, weedy lots, some of them clearly abandoned or foreclosed. They'd probably been inhabited by factory and dock workers

Concurrent with the decline of manufacturing, the latter half of the twentieth century oversaw another shift. While earlier office technologies had supplemented workers and increased demand for them, the development of the microprocessor and computing technologies began to replace semiskilled service workers in many areas – for example, telephone operators and secretaries.20 The roboticisation of services is now gathering steam, with over 150,000 professional service robots sold in the past fifteen years.21 Under particular threat have been ‘routine’ jobs – jobs that can be codified into a series of steps. These are tasks that computers are perfectly suited to accomplish once a programmer has created the appropriate software, leading to a drastic reduction in the numbers of routine manual and cognitive jobs over the past four decades.22 The result has been a polarisation of the labour market, since many middle-wage, mid-skilled jobs are routine, and therefore subject to automation.23 Across both North America and Western Europe, the labour market is now characterised by a predominance of workers in low-skilled, low-wage manual and service jobs (for example, fast-food, retail, transport, hospitality and warehouse workers), along with a smaller number of workers in high-skilled, high-wage, non-routine cognitive jobs.24

For example, for most of our loyal repeat customers, we do surprise upgrades to overnight shipping, even though we only promise them standard ground shipping when they choose the free shipping option. In conjunction with that, we run our warehouse 24/7, which actually isn’t the most efficient way to run a warehouse. The most efficient way to run a warehouse is to let the orders pile up, so that when a warehouse worker needs to walk around the warehouse to pick the orders, the picking density is higher, so the picker has less of a distance to walk. But we’re not trying to maximize for picking efficiency. We’re trying to maximize the customer experience, which in the e-commerce business is defined in part by getting orders out to our customers as quickly as possible. The combination of a 24/7 warehouse, surprise upgrades to overnight shipping, and having our warehouse located just fifteen

the underdeveloped peoples will decide to continue their evolution inside a collective autarky. Thus the Western industries will quickly be deprived of their overseas markets. T he ma­ chines will pile up their products in the warehouses and a merciless struggle will ensue on the European market between the trusts and the financial groups. The closing of factories, the paying off of workers and unemployment will force the European working class to engage in an open struggle against the capitalist regime. Then the monopolies will realize that their true interests lie in giving aid to the underdeveloped countries—unstinted aid with not too many conditions. So we see that the young nations of the Third World are wrong in trying to make up to the capitalist countries. We are strong in our own right, and in the justice of our point of view

Typically, the most valuable knowledge workers are the ones who thrive in the straitjacketed world of corporate process, by building deep expertise in a narrow set of skills. (“Morty? He’s our spreadsheet guy. Vicki? She’s our warehouse go-to. Pete? He runs the basketball pool.”) They don’t seek mobility; organizational status quo is where they excel. Great companies such as IBM, General Electric, General Motors, and Johnson & Johnson offer management tracks for people with the greatest potential, whereby these stars rotate in and out of different roles every two years or so. But this approach emphasizes the development of management skills, not technical ones. As a result, most knowledge workers in traditional environments develop deep technical expertise but little breadth, or broad

How is it that a country that gave us Emily Pankhurst and Margaret Thatcher is currently number twenty-eight in the list of countries offering equal pay – behind Bulgaria and Burundi? For every £1 earned by a man, a woman earns 85p. We are all aware of the heart-warming story of the female Dagenham workers who fought for equal pay in the 1960s. It is still happening. Why does a man working in the warehouse at Asda today earn more than a woman at the checkout, whose skills require numeracy and customer relations? Why do women earn, on average, 21 per cent less than men at corporate, managerial level? Why are there so few women at this level? There are mandatory quotas in France, Italy, Spain, the Netherlands and Germany. Why is the UK so far behind? Institutionalized misogyny say the Fawcett Society, the campaigning group on equal pay. But, looking back at my own career and the regrets I have about family life, I ask whether women can and should try and compete.

From the railroads to trucking firms to warehouses, major companies had long treated their workers like costs to be contained rather than human beings with families, medical challenges, and other demands. Employers assumed that they did not have to worry

Companies don't want anyone telling them how to deal with their workers  -- they never have; they never will. Stores don't want anyone telling them how to design their entrances; how many steps they can have (or can't have); how heavy their doors can be. Yet they accept their city's building and fire codes, dictating to them how many people they can have in their restaurants, based on square footage, so that the place will not be a fire hazard. They accept that the city can inspect their electrical wiring to ensure that it "meets code" before they open for business. Yet they chafe if an individual wants an accommodation. Because, it seems, it is seen as "special for the handicapped," most of whom likely don't deserve it. Accommodation is fought doubly hard when it is seen to be a way of letting "the disabled" have a part of what we believe is for "normal" people. Although no access code, anywhere, requires them, automatic doors remain the one thing, besides flat or ramped entrances, that one hears about most from people with mobility problems: they need automatic doors as well as flat entrances. Yet no code, anywhere, includes them; mandating them would be "going too far"; giving the disabled more than they have a right to. A ramp is OK. An automatic door? That isn't reasonable. At least that's what the building lobby says. Few disability rights groups, anywhere, have tried to push for that accommodation. Some wheelchair activists are now pressing for "basic, minimal access" in all new single-family housing, so, they say, they can visit friends and attend gatherings in others' homes. This means at least one flat entrance and a bathroom they can get into. De-medicalization No large grocery or hotel firm, no home-and-garden discount supply center would consider designing an entrance that did not include automatic doors. They are standard in hotels and discount warehouses. Not, of course, for the people who literally can not open doors by themselves  -- for such people are "the disabled": them, not us. Firms that operate hotels, groceries and building supply stores fight regulations that require they accommodate "the disabled." Automatic doors that go in uncomplainingly are meant for us, the fit, the nondisabled, to ensure that we will continue to shop at the grocery or building supply center; to make it easy for us to get our grocery carts out, our lumber dollies to our truck loaded with Sheetrock for the weekend project. So the bellhops can get the luggage in and out of the hotel easily. When it is for "them," it is resisted; when it is for "us," however, it is seen as a design improvement. Same item; different purpose

In America and in rich countries the world over, for many workers, the warehouse is the new factory.

An incline/decline conveyor is just one of many types of conveyor systems that allow moving goods faster, safely and steadily while changing the vertical level. It is known that the standard speed for most unit-handling conveyors is 60 feet per minute (ft/min). This is equal to the average speed of a warehouse worker carrying a 50-pound box. However, the speed of workers is significantly reduced when moving cargo vertically. This is typical of many mezzanine order picking and assembly operations. No one worker can maintain a smooth working rhythm with no loss of efficiency during the shift, moving goods up and down from a lower level to a higher level and vice versa.

When investigative journalists David Kocieniewski and Peter Robinson broke the story about the ties between Donald Trump’s incoming national security advisor, Michael Flynn, and a company that sells brain wave technology to governments worldwide, surprisingly few people noticed.66 Serving alongside Flynn on Brainwave Science’s board of directors was Subu Kota, a software engineer who had pleaded guilty to selling highly sensitive defense technology to the KGB during the Cold War.67 Brainwave Science sells a technology called iCognative, which can extract information from people’s brains. Among its customers are the Bangladeshi defense forces as well as several Middle Eastern governments.68 Following some successful experiments at the Dubai Police Academy, Emirati authorities have recently deployed the technology in real murder investigations. At least two cases have successfully been prosecuted.69 In one case, the police were investigating a killing at a warehouse. Suspecting that an employee was involved, they forced the warehouse workers to don EEG headsets and showed them images of the crime. Purportedly, a photo of the murder weapon triggered a characteristic “recognition” pattern in one of the employee’s brains (the P300 wave), while none of the other employees showed a similar response. Confronted with that evidence, the suspect confessed, revealing details that only the guilty party could have known.

As corporations have amassed more market power, they’ve made every effort to keep wages low and productivity high. Increasingly, workers are providing far more value to their companies than their pay reflects, and employers are constantly finding new avenues to squeeze their labor force. Algorithms have proven to be more exacting bosses than people. Those algorithms powering just-in-time scheduling have allowed bosses to fine-tune staffing levels to demand, leading to unpredictable hours that cause paychecks to grow and shrink from week to week. Companies have deployed programs that record workers’ keystrokes and mouse clicks and capture screenshots at random intervals and have even made use of devices that sense heat and motion. Warehouse workers, cashiers, delivery drivers, fast food managers, copy editors, and millions of other kinds of workers—even therapists and hospice chaplains—are now monitored by software with names like Time Doctor and WorkSmart. Most large private firms track worker productivity, sometimes docking pay for “idle time,” including when employees use the bathroom or consult with clients. Such technological advances have increased workers’ efficiency and their precarity: You produce more profit but enjoy less of it, which is the textbook definition of exploitation.

Many of the AI companies I’ve invested in are looking to build a single AI-driven product that can replace a specific kind of worker—for instance, a robot that can do the lifting and carrying of a warehouse employee or an autonomous-vehicle algorithm that can complete the core tasks of a taxi driver. If successful, these companies will end up selling their products to companies, many of whom may lay off redundant workers as a result.

doom. The fading sunlight only accentuates it. Up ahead, a tall chain-link fence surrounds the factory. A security guard clears us and motions us forward to the main building. It’s absolutely massive. It reminds me of a giant warehouse, a thousand feet wide and seemingly with no end. Workers bustle about, focused on building the new ship’s modules. I look up at the high ceiling above us. “The building provides cover?” “Yeah. There are several decoys nearby. Basically, empty buildings, but identical. We even send people to each one every day to complete the charade, just in case they attack.

her arm through Holden’s, and they started toward the warehouse exit into the rest of the station, dodging crates of supplies and aid workers as they went. “How can they have had a whole battle here,

When asked what keeps him awake at night in his new role, John responds, “Innovation and constant change got us to where we are and are still what drives the business.” He adds, “Our big challenge is making certain that every one of our workers understands that every little piece of innovation or reinvention that they can bring to the table—whether they’re a truck driver, a warehouse person, or a senior executive—is going to add to our ability to compete and grow long-term.

Usually royals believed that going down to shop or eat in the lower part of the city was beneath their station. That’s why Talis and Mara almost always went there to escape prying eyes. Especially now, since if they were seen together, it would mean trouble for the both of them.   As they strolled down the freshly-washed cobblestone street, Mara whispered to Talis that her mother was still upset and they had to be careful.  “I told her it was my fault, but she still feels you were partially to blame. I feel awful, Talis.” Mara studied him, her eyes filled with apprehension. “You warned me not to go after that boar. I should have listened to you. I’m sorry.” “It’s alright. You’re safe, that’s all that matters to me.” Mara reached out and took his hand, eyes warm and tender. They continued walking together and took the trader’s way to Fiskar’s Market. Around the upper shops, down an alleyway stacked with crates, inside a warehouse door, past workers loading crates, until they reached the dark warehouse room that led to a corridor winding around and down to a lift.  The workers averted their eyes when they used the lift, as if they thought it wasn’t their business to notice a few royal kids stalking around in the building. Talis and Mara hopped on the lift. She grabbed his hand as the lift jolted, starting their descent several hundred feet down into the darkness.  Talis always felt a thrill from the descent as if uncertain whether they would ever arrive at the bottom. It was pitch black without a source of light. Mara cuddled close to Talis, her arms snaking around his waist, the soft exhalations of her breath landing on his neck. He felt uncomfortable and his heart raced. Her small fingers felt along his chest and she wormed her way even closer and started to whisper something in his ear.  The lift suddenly jolted as they reached the bottom. What was she going to say? She jumped out of the lift and dashed down the passageway until they reached Shade’s Gate next to the upper part of Fiskar’s Market. Talis frowned and wondered if he ever would understand the minds of girls. Today was Hanare, the sacred day of the Goddess Nacrea, eighth day of the week—a day free from study and work. At least for the royals. In Fiskar’s Market, most commoners still toiled, preparing for Magare, the first day of the week and market day. But still, children chased chickens lazily through the market stalls and old men played Chano, staring at the chipped granite pieces as if waiting for a mystery to unfold. 

Usually royals believed that going down to shop or eat in the lower part of the city was beneath their station. That’s why Talis and Mara almost always went there to escape prying eyes. Especially now, since if they were seen together, it would mean trouble for the both of them. As they strolled down the freshly-washed cobblestone street, Mara whispered to Talis that her mother was still upset and they had to be careful. “I told her it was my fault, but she still feels you were partially to blame. I feel awful, Talis.” Mara studied him, her eyes filled with apprehension. “You warned me not to go after that boar. I should have listened to you. I’m sorry.” “It’s alright. You’re safe, that’s all that matters to me.” Mara reached out and took his hand, eyes warm and tender. They continued walking together and took the trader’s way to Fiskar’s Market. Around the upper shops, down an alleyway stacked with crates, inside a warehouse door, past workers loading crates, until they reached the dark warehouse room that led to a corridor winding around and down to a lift. The workers averted their eyes when they used the lift, as if they thought it wasn’t their business to notice a few royal kids stalking around in the building. Talis and Mara hopped on the lift. She grabbed his hand as the lift jolted, starting their descent several hundred feet down into the darkness. Talis always felt a thrill from the descent as if uncertain whether they would ever arrive at the bottom. It was pitch black without a source of light. Mara cuddled close to Talis, her arms snaking around his waist, the soft exhalations of her breath landing on his neck. He felt uncomfortable and his heart raced. Her small fingers felt along his chest and she wormed her way even closer and started to whisper something in his ear. The lift suddenly jolted as they reached the bottom. What was she going to say? She jumped out of the lift and dashed down the passageway until they reached Shade’s Gate next to the upper part of Fiskar’s Market. Talis frowned and wondered if he ever would understand the minds of girls. Today was Hanare, the sacred day of the Goddess Nacrea, eighth day of the week—a day free from study and work. At least for the royals. In Fiskar’s Market, most commoners still toiled, preparing for Magare, the first day of the week and market day. But still, children chased chickens lazily through the market stalls and old men played Chano, staring at the chipped granite pieces as if waiting for a mystery to unfold.

Usually royals believed that going down to shop or eat in the lower part of the city was beneath their station. That’s why Talis and Mara almost always went there to escape prying eyes. Especially now, since if they were seen together, it would mean trouble for the both of them. As they strolled down the freshly-washed cobblestone street, Mara whispered to Talis that her mother was still upset and they had to be careful. “I told her it was my fault, but she still feels you were partially to blame. I feel awful, Talis.” Mara studied him, her eyes filled with apprehension. “You warned me not to go after that boar. I should have listened to you. I’m sorry.” “It’s alright. You’re safe, that’s all that matters to me.” Mara reached out and took his hand, eyes warm and tender. They continued walking together and took the trader’s way to Fiskar’s Market. Around the upper shops, down an alleyway stacked with crates, inside a warehouse door, past workers loading crates, until they reached the dark warehouse room that led to a corridor winding around and down to a lift. The workers averted their eyes when they used the lift, as if they thought it wasn’t their business to notice a few royal kids stalking around in the building. Talis and Mara hopped on the lift. She grabbed his hand as the lift jolted, starting their descent several hundred feet down into the darkness. Talis always felt a thrill from the descent as if uncertain whether they would ever arrive at the bottom. It was pitch black without a source of light. Mara cuddled close to Talis, her arms snaking around his waist, the soft exhalations of her breath landing on his neck. He felt uncomfortable and his heart raced. Her small fingers felt along his chest and she wormed her way even closer and started to whisper something in his ear. The lift suddenly jolted as they reached the bottom. What was she going to say? She jumped out of the lift and dashed down the passageway until they reached Shade’s Gate next to the upper part of Fiskar’s Market. Talis frowned and wondered if he ever would understand the minds of girls. Today was Hanare, the sacred day of the Goddess Nacrea, eighth day of the week—a day free from study and work. At least for the royals. In Fiskar’s Market, most commoners still toiled, preparing for Magare, the first day of the week and market day. But still, children chased chickens lazily through the market stalls and old men played Chano, staring at the chipped granite pieces as if waiting for a mystery to unfold. Old women

Usually royals believed that going down to shop or eat in the lower part of the city was beneath their station. That’s why Talis and Mara almost always went there to escape prying eyes. Especially now, since if they were seen together, it would mean trouble for the both of them. As they strolled down the freshly-washed cobblestone street, Mara whispered to Talis that her mother was still upset and they had to be careful. “I told her it was my fault, but she still feels you were partially to blame. I feel awful, Talis.” Mara studied him, her eyes filled with apprehension. “You warned me not to go after that boar. I should have listened to you. I’m sorry.” “It’s alright. You’re safe, that’s all that matters to me.” Mara reached out and took his hand, eyes warm and tender. They continued walking together and took the trader’s way to Fiskar’s Market. Around the upper shops, down an alleyway stacked with crates, inside a warehouse door, past workers loading crates, until they reached the dark warehouse room that led to a corridor winding around and down to a lift. The workers averted their eyes when they used the lift, as if they thought it wasn’t their business to notice a few royal kids stalking around in the building. Talis and Mara hopped on the lift. She grabbed his hand as the lift jolted, starting their descent several hundred feet down into the darkness. Talis always felt a thrill from the descent as if uncertain whether they would ever arrive at the bottom. It was pitch black without a source of light. Mara cuddled close to Talis, her arms snaking around his waist, the soft exhalations of her breath landing on his neck. He felt uncomfortable and his heart raced. Her small fingers felt along his chest and she wormed her way even closer and started to whisper something in his ear. The lift suddenly jolted as they reached the bottom. What was she going to say? She jumped out of the lift and dashed down the passageway until they reached Shade’s Gate next to the upper part of Fiskar’s Market. Talis frowned and wondered if he ever would understand the minds of girls. Today was Hanare, the sacred day of the Goddess Nacrea, eighth day of the week—a day free from study and work. At least for the royals. In Fiskar’s Market, most commoners still toiled, preparing for Magare, the first day of the week and market day. But still, children chased chickens lazily through the market stalls and old men played Chano, staring at the chipped granite pieces as if waiting for a mystery to unfold.

And around this hub, its center enclosed by the rounded rectangle of the elevated Loop tracks, clustered the dozens of individual neighborhoods that together formed this huge and diverse metropolis. Here was Little Poland, Little Italy, the Black Belt, and Greektown, the silk-stocking districts and the New World shtetls, each one of which—whether made up of crumbling tenements, luxurious mansions, or neat little worker cottages—stood in many ways apart from the others, a self-contained enclave with its own ethos and mores. From this height, one could also see the engines that kept this collection of urban villages in operation—the interlocking feedlots and slaughterhouses of the stockyards district to the southwest, the enormous steel mills to the far south, the reaper works, the railcar factories, the gasworks, the warehouses and merchandise marts of the retailing trade, and the endless railyards full of trains that connected the city to the rest of the world. To call this conglomeration by a single name—Chicago—seemed wildly inappropriate. It was less like a city than a world unto itself, bringing together the artifacts and energies of a vast multitude.

In a subsequent study, this time in New York City, Pager and her colleagues fielded teams of White, Black, and Latinx testers to apply for real entry-level jobs. The testers were articulate, clean-cut, college-educated young men between the ages of twenty-two and twenty-six, similar in height, physical attractiveness, verbal skill, and interactional style and demeanor. The Latinx testers were US citizens of Puerto Rican descent and spoke without a Spanish accent. The testers were trained to present themselves in similar ways to potential employers as high school graduates with steady work experience in entry-level jobs. They applied for jobs in restaurants and retail sales, as warehouse workers, couriers, telemarketers, stockers, movers, customer service representatives, and other similar jobs available to someone with a high school degree and little previous experience. In applications to 171 employers, the White testers received a positive response (interview or job offer) 31 percent of the time, the Latinx testers received a positive response 25.2 percent of the time, and the Black testers, 15.2 percent of the time. Stated differently, the Black applicant had to search twice as long as the equally qualified White applicant before receiving a callback or a job offer.22

Before workers decided to build power through collective action and form the United Auto Workers in 1935, conditions in auto plants essentially weren’t different from the abysmal ones in today’s average Amazon warehouse.

He turned them into real-life versions of an M. C. Escher drawing, automating them to the rafters, with blinking lights on aisles and shelves to guide human workers to the right products, and conveyor belts that ran into and out of massive machines, called Crisplants, that took products from the conveyors and scanned and sorted them into customer orders to be packaged and shipped. These facilities, Wright decreed, would be called not warehouses but distribution centers, as they were in Walmart’s internal lexicon.