For Work / Against Work
Debates on the centrality of work

Discipline and Punish: The Birth of the Prison

by Foucault, Michel (1979)

Key Passage

(Quote covering pages 174 -75)But, the disciplinary gaze did, in fact, need relays. The pyramid was able to fulfil, more efficiently than the circle, two requiremens: to be complete enough to form an uninterrupted network - consequently the possibility of multiplying its levels, and of distributing them over the entire surface to be supervised; and yet to be discreet enough not to weigh down with an inert mass on the activity to be disciplined, and not to act as a brake or an obstacle to it; to be integrated into the disciplinary mechanism as a function that increases its possible effects. It had to be broken down into smaller elements, but in order to increase its productive function: specify the surveillance and make it functional. This was the problem of the great workshops and factories, in which a new type of surveillance was organized. It was different from the one practised in the regimes of the manufactories, which had been carried out from the outside by inspectors, entrusted with the task of applying the regulations; what was now needed was an intense, continuous supervision it ran right through the labour process; it did not bear - or not only - on production (the nature and quantity of raw materials, the type of instruments used, the dimensions and quality of the products); it also took into account the activity of the men, their skill, the way they set about their tasks, their promptness, their zeal, their behaviour. But it was also different from the domestic supervision of the master present beside his workers and apprentices; for it was carried out by clerks, supervisors and foremen. As the machinery of production became larger and more complex, as the number of workers and the division of labour increased, supervision became ever more necessary and more difficult. It became a special function, which had nevertheless to form an integral part of the production process, to run parallel to it throughout its entire length. A specialized personnel became indispensable, constantly present and distinct from the workers: 'In the large factory, everything is regulated by the clock. The workers are treated strictly and harshly. The clerks, who are used to treating them with an air of superiority and command, which is really necessary with the multitude, treat them with severity or contempt hence these workers either cost more or leave the factory soon after arrival' (Encyclopaedia article on 'Manufacture'). But, although the workers preferred a framework of a guild type to this new regime of surveillance, the employers saw that it was indissociable from the system of industrial production, private property and profit. At the scale of a factory, a great iron-works or a rnine, 'the objects of expenditure are so multiplied, that the slightest dishonesty on each object would add up to an immense fraud, which would not only absorb the profits, but would lead to a loss of capital . . . the slightest incompetence, if left unnoticed and therefore repeated each day, may prove fatal to the enterprise to the extent of destroying it in a very short time'; hence the fact that only agents, directly dependent on the owner, and entrusted with this task alone would be able to see 'that not a sou is spent uselessly, that not a moment of the day is lost'; their role would be 'to supervise the workers, to inspect all the places of work, to inform the directors of everything that takes place' (Cournol). Surveillance thus becomes a decisive economic operator both as an internal part of the production machinery and as a specific mechanism in the disciplinary power. 'The work of directing, superintending and adjusting becomes one of the functions of capital, from the moment that the labour under the control of capital, becomes cooperative. Once a function of capital, it requires special characteristics' (Marx, Capital, vol. r, 313) (p.174)


Discipline, Foucault, Capitalism, Biopower


Discipline and Punish, Foucault Citations, History of Work

Links to Reference


Sheridan, A.



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