In this week's New Yorker, Jill Lepore reviews a new book on management consultancy by Matthew Stewart, The Management Myth: Why the Experts Keep Getting It Wrong. Both the book and the piece take a dim view of what management consultancy achieves: offices become more 'efficient', but life doesn't become any better for those who work in them. Efficiency was meant to lead to a shorter workday, but, in the final two decades of the twentieth century, the average American added a hundred and sixty-four hours of work in the course of a year; that’s a whole extra month’s time, but not, typically, a month’s worth of either happiness minutes or civic participation.