Passengers seem to know instinctively how to arrange themselves in an elevator. Two strangers will gravitate to the back corners, a third will stand by the door, at an isosceles remove, until a fourth comes in, at which point passengers three and four will spread toward the front corners, making room, in the center, for a fifth, and so on, like the dots on a die. With each additional passenger, the bodies shift, slotting into the open spaces. The goal, of course, is to maintain (but not too conspicuously) maximum distance and to counteract unwanted intimacies—a code familiar (to half the population) from the urinal bank and (to them and all the rest) from the subway. One should face front. Look up, down, or, if you must, straight ahead.
But most interesting is the story weaved throughout of BusinessWeek’s Nicholas White, who spent 41 hours trapped in an elevator.
Watch him go (quickly) insane here:
What happened to this guy after spending 41 hours isolated from the rest of the world? (SPOILER ALERT. Read the article, it is really good):
At a certain point, Nicholas White ran out of ideas. Anger and vindictiveness took root. He began to think, They, whoever they were, shouldn’t be able to get away with this, that he deserved some compensation for the ordeal. He cast about for blame. He wondered where his colleague was, why she hadn’t been alarmed enough by his failure to return, jacketless, from smoking a cigarette to call security. Whose fault is this? he wondered. Who’s going to pay?…
Caught up in media attention (which he shunned but thrilled to), prodded by friends, and perhaps provoked by overly solicitous overtures from McGraw-Hill, White fell under the sway of renown and grievance, and then that of the legal establishment. He got a lawyer, and came to believe that returning to work might signal a degree of mental fitness detrimental to litigation. Instead, he spent eight weeks in Anguilla. Eventually, Business Week had to let him go. The lawsuit he filed, for twenty-five million dollars, against the building’s management and the elevator-maintenance company, took four years. They settled for an amount that White is not allowed to disclose, but he will not contest that it was a low number, hardly six figures. He never learned why the elevator stopped; there was talk of a power dip, but nothing definite. Meanwhile, White no longer had his job, which he’d held for fifteen years, and lost all contact with his former colleagues. He lost his apartment, spent all his money, and searched, mostly in vain, for paying work. He is currently unemployed.
Looking back on the experience now, with a peculiarly melancholic kind of bewilderment, he recognizes that he walked onto an elevator one night, with his life in one kind of shape, and emerged from it with his life in another. Still, he now sees that it wasn’t so much the elevator that changed him as his reaction to it. He has come to terms with the trauma of the experience but not with his decision to pursue a lawsuit instead of returning to work. If anything, it prolonged the entrapment. He won’t blame the elevator.
Yikes. I am very glad that I live in a mostly flat college town, and on the first floor of my four story building.