Management

Summer Rerun: The Five-Pound Butterfly Revisited

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Several years ago, the WSJ wrote about the tendency of many companies to do hiring based on a long string of highly-specific (and excessively-specific) requirements. One person interviewed remarked that Companies are looking for a five-pound butterfly. Not finding them doesn’t mean there is a shortage of butterflies.

Since that article was written, the five-pound butterfly effect has probably gotten worse rather than better in the business world. (Until very recently–see below.)  But hunting for five-pound butterflies also seems to be increasingly affecting other areas of life, including college admissions and the search for love and marriage.

First I’ll talk about the five-pound butterfly effect in a business context and then develop its applicability to other areas. The WSJ article mentioned a company that makes automobile bumper parts and was looking for a factory shift supervisor. They eliminated all candidates who didn’t have a BS degree, even though many had relevant experience, and also insisted on experience with the specific manufacturing software that was in use at the plant. It took six months to fill this job (during which time the position was being filled by someone who wouldn’t ultimately be chosen for it.) Another company, Wabtec, which makes components for railcars and buses, insisted on knowledge of a specific version of the computer-aided design system it uses, even though the differences between that version and the earlier version were not all that great.

And as the article (which focused mainly on engineering jobs) didn’t mention, here were certainly talented salespeople who didn’t get hired this week because they lacked specific experience with the particular sales automation or customer resource management system being used..knowledge that they could have easily picked up during their first week or two on the job.

As I said in my original post inspired by the WSJ article: It’s a basic reality of life that you can’t optimize everything at once. So, if you insist on a perfect fit for certain things, you are probably getting less of some other attributes–and these may be ones that matter more. I personally rather have a salesman who has demonstrated (for example) skill at managing the customer politics in a large and complex sale than one who has specific experience with the Snarkolator CRM system. It’s a lot easier to train for the second than for the first.

Similarly, if a newly-hired mechanical engineer doesn’t work out, the cause will probably not be his lack of experience with the latest version of a CAD system. More likely, it will be a lack of good design intuition, or poor interpersonal skills, or an inability to integrate mechanical design with electrical and electronics aspects of the same product, or fit with the cultural style of the organization. Maybe he comes from an environment where he was closely supervised, and the new environment is more open and requires more self-starting, or vice versa. These things are not easily represented in a checklist form, as is knowledge of a specific software package and version, but they matter a lot. The problem with increasingly long lists of requirements is that they tend to shortchange those things that cannot be easily compressed into a yes/no format, and also tend to screen out potential employees whose extreme excellence on certain criteria could well make up for their deficiencies in others.

Moving from work to love,  there are apparently a lot of single people (especially women, it seems) who have developed long checklists for prospective partners. (It’s rumored that one woman had something like 350 items on her ‘mandatory’ list.)  As in the work environment, long checklists tend to delay the search..but more important, they can shortchange the factors that matter most. If someone insists on a prospective husband who is an investment banker with a good sense of humor and cooks gourmet meals and really likes kids, then she might, if she is very lucky, eventually find someone who satisfies all these criteria to some degree, but the sense of humor might not be quite as great, and the liking for kids not quite as strong, as if she were willing to compromise on the investment banker and the gourmet meals criteria. (And, of course, there are plenty of factors that operate below the conscious level and can’t be meaningfully represented on a checklist at all.)

(Update 9/17/18:  There are some indications that, as full employment gets closer, more employers are willing to compromise on educational requirements, and also experience requirements.)

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On Trusting Experts…and Which Experts to Trust

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August 1, 1914. As Europe moved inexorably toward catastrophe, Kaiser Wilhelm II was getting cold feet at the prospect of a two-front war. When a telegram arrived suggesting that the war might be contained to a Germany-vs-Russia conflict, the Kaiser jumped at the opportunity.

The telegram was from Prince Lichnowsky, the German ambassador in London, reporting on a conversation with the British Foreign Secretary, Sir Edward Grey. As Lichnowsky interpreted Grey’s remarks, England would stay neutral–and also guarantee France’s neutrality–if Germany would confine herself to attacking Russia and would promise not to attack France. (Which was a misinterpretation–but more on that later.)

Immediately, the Kaiser called in General von Moltke, the Chief of Staff, and gave him his new marching orders: turn around the troops destined for the attack in the west, and redirect them to the eastern front. Barbara Tuchman writes of Moltke’s reaction.

Aghast at the thought of his marvelous mobilization wrenched into reverse, Moltke refused point-blank. For ten years, first as assistant to Schlieffen, then as his successor, Moltke’s job had been planning for this day, The Day, Der Tag, for which all Germany’s energies were gathered, on which the march to final mastery of Europe would begin. It weighed upon him with an oppressive, almost unbearable responsibility…Now, on the climactic night of August 1, Moltke was in no mood for any more of the Kaiser’s meddling with serious military matters, or with medling of any kind of the fixed arrangements. To turn around the deployment of a million men from west to east at the very moment of departure would have taken a more iron nerve than Moltke disposed of. He saw a vision of the deployment crumbling apart in confusion, supplies here, soldiers there, ammunation lost in the midle, companies without officers, divisions without staffs, and those 11,000 trains, each exquisitely scheduled to click over specified tacks at specified intervals of ten minutes, tangled in a grotesque ruin of the most perfectly planned military movement in history.

“Your majesty,” Moltke said to him now, “it cannot be done. The deployment of millions cannot be improvised…Those arrangements took a whole year of intricate labor to complete…and once settled, it cannot be altered.”

“Your uncle would have given me a different answer,” the Kaiser said to him bitterly.

It was not until after the war that General von Staab–Chief of the Railway Division and the man who would have actually been responsible for the logistics of the redirection–learned about this interchange between Moltke and the Kaiser. Incensed by the implied insult to the capabilities of his bureau, he wrote a book, including pages of detailed charts and graphs, proving that it could have been done.

So, what happened here? The Kaiser trusted his military expert, von Moltke–but the real expert in railway operations (and this was substantially a railway question)–disagreed. At the time of decision-making, von Staab’s personal opinion was never even solicited.

Clearly, what the Kaiser should have said when faced with Moltke’s opposition was “Tell von Staab to get his ass in here, and let’s talk about it.” (Or however a German Emperor would have phrased that thought.) Indeed, there was particular reason to do this, given that the Kaiser evidently had some serious concerns about Moltke–as evidenced by his passive-aggressive “your uncle would have given me a different answer” comment.

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Summer Rerun: Nice Work, by David Lodge

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Nice Work by David Lodge

What happens when an expert on 19th-century British industrial novels—who is a professor, a feminist, and a deconstructionistfinds herself in an actual factory?

This not being a time-travel novel, the factory is a contemporary one for the book’s setting in mid-1980s Britain.  It is a metalworking plant called Pringle’s, run by managing director Vic Wilcox.  Vic is not thrilled when his boss  (Pringle’s is owned by a conglomerate) suggests that he participate in something called the “shadow” program, designed to make academics and businesspeople better-acquainted with one another, but he goes along with the request.

Robyn Penrose, literature professor at a nearby university, is also not thrilled about her nomination to participate in the program, but she is concerned about her job in an era of reduced university funding, and also thinks she had better do as asked.  The way the program works is that Robyn will be Vic’s “shadow,”  joining him at the plant every Wednesday, sitting in on his regular activities, and learning just a bit about what is involved in managing a business.

Vic is a self-made man, not well-educated and with few interests outside work.  He is acutely aware of the danger that faces Pringle’s under the current economic climate, and is resolved that his factory will not join the long list of those that have been tossed on the scrapheap.

There is nothing quite so forlorn as a closed factoryVic Wilcox knows, having supervised a shutdown himself in his time.  A factory is sustained by the energy of its own functioning, the throb and whine of machinery, the unceasing motion of assembly lines, the ebb and flow of workers changing shifts, the hiss of airbrakes and the growl of diesel engines from wagons delivering raw materials at one gate, taking away finished goods at the other.  When you put a stop to all that, when the place is silent and empty, all that is left is a large, ramshackle shedcold, filthy and depressing.  Well, that won’t happen at Pringle’s, hopefully, as they say.  Hopefully.

Robyn and Vic dislike each other on first meeting:  Vic sees Robyn’s profession as useless, which Robyn sees Vic’s managerial role as brutal and greedy.  She is appalled by what she sees in her first tour of the factory..especially the foundry:

They crossed another yard, where hulks of obsolete machinery crouched, bleeding rust into their blankets of snow, and entered a large building with a high vaulted roof hidden in gloom.  This space rang with the most barbaric noise Robyn had ever experienced…The floor was covered with a black substance that looked like soot, but grated under the soles of her boots like sand.  The air reeked with a sulphurous, resinous smell, and a fine drizzle of black dust fell on their heads from the roof.  Here and there the open doors of furnaces glowed a dangerous red, and in the far corner of the building what looked like a stream of molten lave trickled down a curved channel from roof to floor…It was the most terrible place she had ever been in her life.  To say that to herself restored the original meaning of the word “terrible”:  it provoked terror, even a kind of awe.  To think of being that man, wrestling with the heavy awkward lumps of metal in that maelstrom of heat, dust and stench, deafened by the unspeakable noise of the vibrating grid, working like that for hour after hour, day after day….That he was black seemed the final indignity:  her heart swelled with the recognition of the spectacle’s powerful symbolism.

But still:

The situation was so bizarre, so totally unlike her usual environment, that there was a kind of exhilaration to be found in it…She thought of what her colleagues and students might be doing this Wednesday morningearnestly discussing the poetry of John Donne or the novels of Jane Austen or the nature of modernism, in centrally heated, carpeted rooms…Penny Black would be feeding more statistics on wife-beating in the West Midlands into her data-base, and Robyn’s mother would be giving a coffee morning for some charitable cause…What would they all think if they could see her now?

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Worthwhile Reading

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A thoughtful post about walls and freedom:

A city without walls was not a city. Anyone could march in and take over, give commands, and force the residents to obey. Without being able to defend yourself, you could not be counted among the free peoples. You were dependent on the good graces of someone else, be it a noble, a bishop, or hired soldiers. Walls meant the ability to defend your rights and liberties, to keep out unwanted people and protect what was good and valuable.

Sultan Knish writes about Cybersecurity and Russia:

“Why the hell are we standing down?”  That was the question that the White House’s cybersecurity coordinator was asked after Susan Rice, Obama’s national security adviser, issued a stand down order on Russia.

Tolerance for ambiguity as a key factor in career success:

Too many recent graduates, however, approach their job descriptions the way they did a syllabus in college—as a recipe for winning in a career. They want concrete, well-defined tasks, as if they were preparing for an exam in college. “Excelling at any job is about doing the things you weren’t asked to do,” said Mary Egan, founder of Gathered Table, a Seattle-based start-up and former senior vice president for strategy and corporate development at Starbucks. “This generation is not as comfortable with figuring out what to do.”

Information and Gossip:

Now, it so happens that at no point in history, except during the postwar period, did people receive news without being conveyors of news. That nuclear family, where people — pop, mom, 2.2 kids, one dog — are watching TV, receiving information and not transmitting.

Is loneliness fueling the rise of political polarization?

Many individuals no longer have the communal and social connections they once had, such as religion, ethnic culture, and family. The only connection many have left is their political party, and that forms their identity. And because of the closeness this has to their identity, they become more tribal and defensive when that party is attacked.

The lifecycles of large corporations

Automation, Aviation, and Business

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A thoughtful post about the impact of automation in aviation, and how some of the problems occurring in this field are also relevant to potential problems with automation in business:

Since the 1980s, automating various flight management operations has contributed to a profound improvement in air transport safety and effectiveness. But a related human issue — automation dependency — has emerged as a significant challenge to further improvements in safety levels. Automation can contribute to diminishing manual flying skills and increasing complacency, as pilots avail themselves of automatic flight management and navigation systems to aid much of their decision-making.

In some cases, pilots don’t fully understand the automatic processes controlling their sophisticated aircraft. The ironic enquiry “What’s it doing now?” is sometimes heard in the cockpit, as pilots struggle to figure out the actions of the “automatics”, as these systems are referred to on the flight deck.

Crucial as this is in the cockpit, automation dependency is equally problematic in many businesses today, whenever there is a disconnect between what managers think is going on and what is actually happening. The automation in question is not just technological, but also pervades the processes, algorithms, and reporting on which managers rely to inform their decision-making.

Aviation is addressing this phenomenon as a major problem and is seeking solutions. We suggest that many companies should do the same before their “business automatics” put them at risk of losing control.

RTWT

Reminds me of this aviation classic, a 1997 talk by an American Airlines pilot:  The Children of Magenta.

See also: Automation is Fragile, People are ‘Antifragile’  and my posts When Humans and Robots Communicate and Blood on the Tracks