The Government Clerks. Honore de BalzacЧитать онлайн книгу.
has a good deal of sense at times." Her disparaging opinion of him gradually appeared in her behavior through almost imperceptible motions. Her attitude and manners expressed a want of respect. Without being aware of it she injured her husband in the eyes of others; for in all countries society, before making up its mind about a man, listens for what his wife thinks of him, and obtains from her what the Genevese term "pre-advice."
When Rabourdin became aware of the mistakes which love had led him to commit it was too late,—the groove had been cut; he suffered and was silent. Like other men in whom sentiments and ideas are of equal strength, whose souls are noble and their brains well balanced, he was the defender of his wife before the tribunal of his own judgment; he told himself that nature doomed her to a disappointed life through his fault; HIS; she was like a thoroughbred English horse, a racer harnessed to a cart full of stones; she it was who suffered; and he blamed himself. His wife, by dint of constant repetition, had inoculated him with her own belief in herself. Ideas are contagious in a household; the ninth thermidor, like so many other portentous events, was the result of female influence. Thus, goaded by Celestine's ambition, Rabourdin had long considered the means of satisfying it, though he hid his hopes, so as to spare her the tortures of uncertainty. The man was firmly resolved to make his way in the administration by bringing a strong light to bear upon it. He intended to bring about one of those revolutions which send a man to the head of either one party or another in society; but being incapable of so doing in his own interests, he merely pondered useful thoughts and dreamed of triumphs won for his country by noble means. His ideas were both generous and ambitious; few officials have not conceived the like; but among officials as among artists there are more miscarriages than births; which is tantamount to Buffon's saying that "Genius is patience."
Placed in a position where he could study French administration and observe its mechanism, Rabourdin worked in the circle where his thought revolved, which, we may remark parenthetically, is the secret of much human accomplishment; and his labor culminated finally in the invention of a new system for the Civil Service of government. Knowing the people with whom he had to do, he maintained the machine as it then worked, so it still works and will continue to work; for everybody fears to remodel it, though no one, according to Rabourdin, ought to be unwilling to simplify it. In his opinion, the problem to be resolved lay in a better use of the same forces. His plan, in its simplest form, was to revise taxation and lower it in a way that should not diminish the revenues of the State, and to obtain, from a budget equal to the budgets which now excite such rabid discussion, results that should be two-fold greater than the present results. Long practical experience had taught Rabourdin that perfection is brought about in all things by changes in the direction of simplicity. To economize is to simplify. To simplify means to suppress unnecessary machinery; removals naturally follow. His system, therefore, depended on the weeding out of officials and the establishment of a new order of administrative offices. No doubt the hatred which all reformers incur takes its rise here. Removals required by this perfecting process, always ill-understood, threaten the well-being of those on whom a change in their condition is thus forced. What rendered Rabourdin really great was that he was able to restrain the enthusiasm that possesses all reformers, and to patiently seek out a slow evolving medium for all changes so as to avoid shocks, leaving time and experience to prove the excellence of each reform. The grandeur of the result anticipated might make us doubt its possibility if we lose sight of this essential point in our rapid analysis of his system. It is, therefore, not unimportant to show through his self-communings, however incomplete they might be, the point of view from which he looked at the administrative horizon. This tale, which is evolved from the very heart of the Civil Service, may also serve to show some of the evils of our present social customs.
Xavier Rabourdin, deeply impressed by the trials and poverty which he witnessed in the lives of the government clerks, endeavored to ascertain the cause of their growing deterioration. He found it in those petty partial revolutions, the eddies, as it were, of the storm of 1789, which the historians of great social movements neglect to inquire into, although as a matter of fact it is they which have made our manners and customs what they are now.
Formerly, under the monarchy, the bureaucratic armies did not exist. The clerks, few in number, were under the orders of a prime minister who communicated with the sovereign; thus they directly served the king. The superiors of these zealous servants were simply called head-clerks. In those branches of administration which the king did not himself direct, such for instance as the "fermes" (the public domains throughout the country on which a revenue was levied), the clerks were to their superior what the clerks of a business-house are to their employer; they learned a science which would one day advance them to prosperity. Thus, all points of the circumference were fastened to the centre and derived their life from it. The result was devotion and confidence. Since 1789 the State, call it the Nation if you like, has replaced the sovereign. Instead of looking directly to the chief magistrate of this nation, the clerks have become, in spite of our fine patriotic ideas, the subsidiaries of the government; their superiors are blown about by the winds of a power called "the administration," and do not know from day to day where they may be on the morrow. As the routine of public business must go on, a certain number of indispensable clerks are kept in their places, though they hold these places on sufferance, anxious as they are to retain them. Bureaucracy, a gigantic power set in motion by dwarfs, was generated in this way. Though Napoleon, by subordinating all things and all men to his will, retarded for a time the influence of bureaucracy (that ponderous curtain hung between the service to be done and the man who orders it), it was permanently organized under the constitutional government, which was, inevitably, the friend of all mediocrities, the lover of authentic documents and accounts, and as meddlesome as an old tradeswoman. Delighted to see the various ministers constantly struggling against the four hundred petty minds of the Elected of the Chamber, with their ten or a dozen ambitious and dishonest leaders, the Civil Service officials hastened to make themselves essential to the warfare by adding their quota of assistance under the form of written action; they created a power of inertia and named it "Report." Let us explain the Report.
When the kings of France took to themselves ministers, which first happened under Louis XV., they made them render reports on all important questions, instead of holding, as formerly, grand councils of state with the nobles. Under the constitutional government, the ministers of the various departments were insensibly led by their bureaus to imitate this practice of kings. Their time being taken up in defending themselves before the two Chambers and the court, they let themselves be guided by the leading-strings of the Report. Nothing important was ever brought before the government that a minister did not say, even when the case was urgent, "I have called for a report." The Report thus became, both as to the matter concerned and for the minister himself, the same as a report to the Chamber of Deputies on a question of laws,—namely, a disquisition in which the reasons for and against are stated with more or less partiality. No real result is attained; the minister, like the Chamber, is fully as well prepared before as after the report is rendered. A determination, in whatever matter, is reached in an instant. Do what we will, the moment comes when the decision must be made. The greater the array of reasons for and against, the less sound will be the judgment. The finest things of which France can boast have been accomplished without reports and where decisions were prompt and spontaneous. The dominant law of a statesman is to apply precise formula to all cases, after the manner of judges and physicians.
Rabourdin, who said to himself: "A minister should have decision, should know public affairs, and direct their course," saw "Report" rampant throughout France, from the colonel to the marshal, from the commissary of police to the king, from the prefects to the ministers of state, from the Chamber to the courts. After 1818 everything was discussed, compared, and weighed, either in speech or writing; public business took a literary form. France went to ruin in spite of this array of documents; dissertations stood in place of action; a million of reports were written every year; bureaucracy was enthroned! Records, statistics, documents, failing which France would have been ruined, circumlocution, without which there could be no advance, increased, multiplied, and grew majestic. From that day forth bureaucracy used to its own profit the mistrust that stands between receipts and expenditures; it degraded the administration for the benefit of the administrators; in short, it spun those lilliputian threads which have chained France to Parisian centralization,—as if from 1500 to 1800 France had undertaken nothing for want of thirty thousand government