Citizen Ford

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On one occasion someone noticed that his shoes did not match; he replied that every year on his birthday he put on one old shoe to remind himself that he had once been poor and might be poor again.

He was in some ways a shy man. In the old Ford factory his office had a window through which he used to crawl in order to escape visitors. Nonetheless he was acutely aware that his name was the company name and that his personal publicity generally helped the company. All news from the Ford Motor Company was about him. He was also a hard man, and he became harder as he became older. He distrusted friendship and thought it made him vulnerable: friends might want something from him. He used a company group called the Sociological Department—allegedly started to help workers with personal problems in finances or health—to check up on employees and find out whether they drank at home or had union sympathies. If they were guilty of either, they were fired. For all his populism, he always took a dim view of the average employee. Men worked for two reasons, he said. “One is for wages, and one is for fear of losing their jobs.” He thought of labor in the simplest terms—discipline. He once told a journalist named William Richards, “I have a thousand men who, if I say, ‘Be at the northeast corner of the building at 4:00 A.M. ,’ will be there at 4:00 A.M. That’s what we want—obedience.”

Even in the days before he became isolated and eccentric, he liked playing cruel tricks on his top people. He loved pitting them against one another. A favorite ploy was to give the identical title to two men without telling either about the other. He enjoyed watching the ensuing struggle. The weaker man, he said, would always back down. He liked the idea of keeping even his highest aides anxious about their jobs. It was good for them, he said. His idea of harmony, his colleague Charles Sorensen wrote, “was constant turmoil.” The same sort of thing was going on in the factories. The foremen, the men who ruled the factory floor, were once chosen for their ability; now, increasingly, they were chosen for physical strength. If a worker seemed to be loitering, a foreman simply knocked him down. The rules against workers talking to each other on the job were strict. Making a worker insecure was of the essence. “A great business is really too big to be human,” Ford himself once told the historian Allan Nevins.

Slowly, steadily, in the twenties, Henry Ford began to lose touch. He had played a critical role in breeding new attitudes in both workers and customers. But as they changed, he did not, and he became more and more a caricature of himself. “The isolation of Henry Ford’s mind is about as near perfect as it is possible to make it,” said Samuel Marquis, a Detroit minister who had headed the Sociological Department when its purpose had been to help the employees and who later became its harshest critic.

The Ford Motor Company was no longer a creative operation focused on an exciting new idea and headed by an ingenious leader. For its engineers and designers, the company, only a decade earlier the most exciting place to work in America, was professionally a back- water. Sycophants rose, and men of integrity were harassed. Rival companies were pushing ahead with technological developments, and Ford was standing pat with the Tin Lizzie. His own best people became restless under his narrow, frequently arbitrary, even ignorant, policies. He cut off anyone who disagreed with him. Anyone who might be a threat within the company because of superior leadership ability was scorned as often and as publicly as possible.

 

Eventually he drove out Big Bill Knudsen, the Danish immigrant who was largely responsible for gearing up the Ford plants during World War I and was widely considered the ablest man in the company. Knudsen was a formidable production man who had been in charge of organizing and outfitting the Model T assembly plants; he had set up fourteen of them in two years. But his prodigious work during World War I made him a target of perverse attacks by Henry Ford. Knudsen was a big, burly man, six foot three and 230 pounds, and he drank, smoked, and cursed, all of which annoyed the puritanical Ford. Worse, Knudsen was clearly becoming something of an independent figure within the company. He was also drawing closer to Ford’s son, Edsel, believing him a young man of talent, vision, and, most remarkable of all, sanity. Together they talked of trying to improve the Model T. All of this merely infuriated the senior Ford and convinced him that Knudsen was an intriguer and becoming too big for his place. Ford took his revenge by making a great show of constantly countermanding Knudsen’s production decisions. Knudsen became frustrated with these public humiliations and with the company’s failure to move ahead technologically. He finally told his wife that he did not think he could work there any longer. He was sure he was going to have a major confrontation with Henry Ford.

“I can’t avoid it if I stay,” he said, “and I can’t stay and keep my self-respect. I just can’t stand the jealousy of the place any more.”

“Then get out,” she said.

“But I’m making $50,000 a year. That’s more money than we can make anywhere else.”