79.        This first part of this statement means that interpersonal—or social—skills can be
marketed as part of a bundle of assets that one might tout¹ to a prospective² client,
customer, or especially employer. Presumably, the extent and value of these skills can
be gauged³ by one's previous experience with clients and customers or at jobs requiring
a significant amount of teamwork and cooperation among workers—as measured by
factors such as one's tenure⁴ in such a job and letters of reference from supervisors⁵.
While this claim seems plausable in the abstract, it ignores critical valuation problems.
Furthermore, the claim that the ability to deal with people exceeds the value of all other
commodities is an overgeneralization, since relative values depend on particular
circumstances.
      The first problem with this claim is that it is far more difficult to quantify the
value of interpersonal skills, or other human qualities, than the value of commodities
such as coffee or sugar, which can be measured, weighed, or otherwise examined prior
to purchase. To a large extent, the ability to work with people is a quality whose true
value can be determined⁶ only after it is purchased, then tried and tested for a period of
time. Additionally, its value may vary depending on the idiosyncrasies of the job. For
example, a technically-oriented programmer or researcher might function well with a
team of like-minded workers, yet have trouble dealing⁷ with management or marketing⁸
personnel.
      The second problem with this claim is that it overgeneralizes in asserting that the
ability to work with people is "worth more than any other commodity." The relative
value of this ability depends on the peculiarities⁹ of the job. In some jobs, especially
sales, ambition and tenacity¹⁰ are more valuable. In other areas, such as research and
development, technical skills and specific knowledge are paramount¹¹. Moreover, in some
businesses, such as mining or oil-drilling, the value of raw materials and capital
equipment might be far more important a commodity than the social skills, or most
other skills, of employees—depending on the economic circumstances.
      In sum, the ability to deal with people is purchasable only to a limited extent,
since its full value cannot be determined prior to purchase. Moreover, its full value
depends on the organizational unit as well as the nature of the business.

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