Management

Big Brother Watches Dilbert

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Chicagoboyz are excellent managers – and have opinions. I’m curious how effective you see:
TECH THAT AIMS TO IMPROVE MEETINGS.

If you aren’t sufficiently paranoid about 25,000 National Guards brought in for a nonexistent “coup” sleeping on the freezing floor of a parking garage and hearing they will be there until March (I don’t know how Abbott’s order to bring his men home is going – at least the Texas contingent should leave sooner), then consider Big Brother recording your blood pressure and eye contact at your next business meeting. (Does this seem a breakthrough in efficiency or something akin the Stasi in The Lives of Others?)

It gives useful information; it might encourage quieter members and rein in talkative ones. Could interest be faked for the camera? But a leader who doesn’t sense the mood of the room and who doesn’t encourage contributions and differing approaches tactfully would probably not use AI information well either.

Neither as employee or employer did I find these necessary (probably incorrectly). Forced into biannual meetings, I fell asleep or went off on diversions. This technology would quickly cull me (“Doesn’t play well with others”). But I’m not sure that makes it, well, bad. Invasive, yes. Nonetheless, I suspect it fosters conformity and forces consensus: in short, is UnAmerican. But maybe that’s just me.

Smashing the State

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There won’t be any surprises in this one for anyone who knows me at all well, but I’ll try to at least make it entertaining.

My very first lasting memory of a news event with political content took place on the afternoon of Sunday 21 January 1968. A B-52 with four hydrogen bombs aboard took off from Thule AFB and crashed somewhere in the Arctic, location unknown.
Ten days later, the Tet Offensive began.
Nine weeks and one day after that, Dr King was assassinated.
Nine weeks less one day after that, Bobby Kennedy was assassinated.
Twelve weeks to the day after that, I first saw real human blood shed live on television via cameras above the intersection of Michigan and Balbo as the Chicago police attacked demonstrators during the Democratic National Convention.

I was eight years old.

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Reopening — III (Theory ∧ Practice)

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“We should act incrementally as prudent risk minimizers and pursue any effective no-regrets options. We do not have to wait for the formulation and acceptance of grand strategies, for the emergence of global consensual understanding, or for the universal adoption of more rational approaches.”

— Vaclav Smil (Global Catastrophes and Trends: the Next Fifty Years)

This post is an attempt at synthesis; those just grazing in (Midwesterners don’t surf) are directed to Reopening — I (Practice) and Reopening — II (Theory) for accounts of my earlier action and contemplation, respectively. For my third installment, I can do no better than lead off with a quadrant diagram of my own devising:

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Reopening — I (Practice)

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For most Americans, the great day of realization of the seriousness of the COVID-19 threat—or more precisely, the seriousness of the official reaction to it—was Thursday, March 12th, when they woke to the news that the previous evening, the National Basketball Association had postponed an OKC Thunder-Utah Jazz game after a player’s test result came back positive, and then quickly canceled the remainder of the season. I was less concerned with the NBA, but coincidentally, also on Thursday the 12th, was informed that a certain institution of higher education that we all know and love was moving to remote learning for undergraduate and graduate classes for its entire Spring Quarter of 2020. Simultaneously, nearly all students were ordered to plan to vacate their on-campus housing by 5 PM CDT on Sunday, March 22nd.

I had also just returned home from a severely truncated trip to Italy which had gotten no farther than New York City. Had the Italy leg been undertaken, I would have been on one of the last flights out of that country before it was locked down entirely, and would have been a strong candidate for two weeks of quarantine upon arrival in the US. I was therefore necessarily concerned with pandemic response, and on the day after my return home, sent an e-mail to several leaders and volunteers in my church with a general offer of expertise and recommendations to pursue several of the items discussed below, especially a communications plan.

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Covid-19, Remote Work, and Offshoring

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The general attitude toward working from home has certainly changed over the last several years.  In 2013, the then-CEO of Yahoo!, Marissa Mayer, banned work-from-home at her company.  And in 2017, IBM established a similar ban. Both of these actions were based on perceived needs to improve productivity and collaboration at those companies

But in 2020, a lot of companies that moved to work-from home in the Covid-19 environment…because they had no choice if they wanted to continue operating at all…have apparently found it to be working to their satisfaction, and many though not all employees like it, too.  And there is starting to be significant impact on where people choose to live…see these comments from the governor of New Hampshire, Chris Sununu.  The term ‘zoomtowns’ has been applied to locations where people choose to live and work remotely, based on a locality’s attractive characteristics and good Internet connectivity.

I do think that a comprehensive work-from-home environment can result in losing something in terms of unplanned interactions…I’ve personally observed several significant product and business initiatives that resulted from such interactions, and there are also interesting historical cases. But such things are difficult to measure, and financial benefits and convenience of work-from-home are likely to prevail, perhaps excessively so in some cases.  In any event, the Yahoo! and IBM approach of broad-scale top-down corporate edicts is unlikely to be a good one.

Another kind of remote work involves the use of people at remote locations…though not necessarily at home…to perform machine-control tasks that would previously have had to be done on-site.  The robots being used by Federal Express at its Memphis facility sometimes encounter problems that they can’t solve…they can be ‘advised’ by humans located in San Antonio. There are projects underway to make municipal water treatment plants remotely operable, either for emergency backup (as in a pandemic) or for normal operations, and there are also initiatives focused on remote operation of other kinds of infrastructure, utility, and industrial facilities.

If something can be done by people who are remotely located within the United States, then in most cases it will also be doable by people who are remotely located in other parts of the world.  In my 2019 post telemigration, I wrote about the increasing feasibility of offshoring services work, not only manufacturing.  A lot of this has been going on for software development as well as for customer service.

It may turn out that, in many cases, remote work in the US turns out to be just a waystation on the road to remote work somewhere else.