"In Britain the pattern was early established, and forever continued, whereby at best management and workforce confronted each other in a state of suspended hostilities, like armies of observation: hardly a pattern that encouraged spontaneous zeal at the bench. In 1879 William Morris, himself a romantic and a socialist, could write: "It is true, and very sad to say, that if anyone nowadays wants a piece of ordinary work done by a gardener, carpenter, mason, dyer, weaver, smith, what you will, he will be a lucky rarity if he gets it well done. He will, on the contrary, meet on every side with evasion of plain duties, and disregard of other men's rights..." It was Hoggart's judgement in the early 1950s that fundamentally nothing had changed since Morris's day. And certainly the cumulative evidence about lacklustre output, absenteeism, stoppages and go-slows during the Second World War in industries ranging from coal and shipbuilding to aircraft manufacture bears this out, as does the appalling record for low productivity, strikes and shoddy workmanship which in the 1970s helped to destroy the British motor-vehicle industry. So the degree of motivation explains the performance; the performance demonstrates the degree of motivation; and the nature of the historical experience of the working class accounts for both."