A Compendium of Useful Reminders to be Consulted in Moments of Confusion

Judging by what I see communicated by many of my longtime friends, there are a whole lot of confused people out there these days. Here is a helpful list for them:

  1. Only a small minority of projects, even in relatively successful organizations in highly competitive industries, deliver their promised scope, on time, within budget. A large majority are drastically scaled back, incur huge cost overruns, deliver years later than intended, or are canceled outright. Anything nefarious either fails or is publicized by whistle-blowers or investigators. There are no secret, vast criminal enterprises pulling the wool over the eyes of the populace, and the best-known entities in society, both public and private, can be astonishingly inept.
  2. Large publicly-funded initiatives, other than those intimately connected to the physical survival of the societies in which they are undertaken, are quite likely to be mainly for show, irrespective of their supposedly spectacular significance. The current American example is the ACA, which has not resulted (and almost certainly will not result) in either greater insurance coverage or lower costs, is notoriously not a fully government-operated, “single-payer” system, and has no pathway to lead to one. None of this matters; indeed, many of its provisions, if they ever go into effect, will do so only after the current Administration has departed from the scene. All that matters is that its perpetrators get to claim to have passed “historic” legislation ostensibly providing “universal” health care. For an example from an earlier generation, see the Space Shuttle, which was supposed to fly 50-60 times per year at $5.5 million per launch. The actual flight rate hovered around a tenth of what was promised, and each launch cost nearly a hundred times the original projection. Hilariously, President Obama is now being criticized for ending this, even though it was collapsing from its own weight and consisted mainly of workfare jobs in Republican congressional districts.
  3. Notwithstanding phenomena like the above, the United States is probably the most successful large-population country in the world due to its sheer realism, in particular the relative openness and process orientation of English common law, which (to quote myself) “rather than construct elegant theories and then shoehorn (or bludgeon) societies into an unchanging mold,” exhibits “a willingness to work with the world and human nature as it is.”
  4. Even ignoring the fantastic technological advances, quality of life in the US has improved immensely in the past two decades. Social pathologies have plummeted. The rates of some categories of crime are down 90%, to all-time recorded lows. There are now fewer abortions per capita than at the time of Roe v Wade. Probably three-quarters of Americans live in neighborhoods where violent crime is effectively nonexistent. And the worst labor market in 80 years has done nothing to reverse these trends.
  5. Large-scale, institutionalized technologies range from the very safe (electric-power generation [including nuclear] and transmission) to the so-safe-there-is-no-instance-of-recorded-harm (agricultural genetic engineering). The problem is that in much of the real (that is, Third) world, they are insufficiently available to provide the thoughtless, comfortable existence that pervades most of the West. Living “off the grid” / following a soi–disant “natural” lifestyle is a plaything of rich people who can slink away into town whenever they get tired of hewing wood and drawing water. Especially water with enterotoxigenic E. coli in it.
  6. Pharmaceutical companies are not trying to kill you, nor to provoke health crises to sell new drugs. They may in some instances be trying to convince you that your life depends on continuing to purchase their products, whether it actually does or not. Then again, so is the “health food” store down the street, and in all likelihood, what it’s pushing is far more dangerous.
  7. All religions are not equal. The general heuristic is to judge them by their effects, or at least by their efforts. Those prescribing global expansion through conquest and coercive displacement, and those (especially if they don’t refer to themselves as religions) prescribing the extermination of followers of other religions, are particularly problematic.
  8. Any conspiracy theory that mentions the Mossad, Rothschilds, etc, is every bit as viciously anti-Semitic as Mein Kampf and should be treated as such. Anyone expressing admiration for Marxist notions and personages is no better. Conspiracy theories involving the CIA quaintly ignore the NSA (which is ~6x larger) and, in any case, descend from Stalinist and Maoist propaganda during the early Cold War and the Korean War. Facile anger about the NSA, however, ignores its well-publicized activities with the analog wireline telecommunications of 30-40 years ago, as amply documented in Bamford’s The Puzzle Palace. The phenomena of Wikileaks and Snowden’s massive data theft are an existence proof that such activities can neither be kept secret nor have much influence on real-world events; as someone who read through the supposedly devastating Wikileaks cables remarked, “[American diplomats] sound like Canadians with better access.”
  9. No amount of “smart diplomacy” or supposed avoidance of provocation will protect a country from attack. Only a convincing ability to make an attack more trouble than it could possibly be worth can do that, and even such an ability may be insufficient to deter non-state actors and small groups. In combination with steadily declining costs of dual-use technologies, a more-or-less freelance WMD attack somewhere in the world seems inevitable. When it occurs, the greatest hazards to the immediate survivors will be 1) official overreaction, as by ordering the evacuation of a far larger area than was actually affected and 2) popular derangement, which in the worst-case scenario may create a conspiracy theory popular enough to put an extremist political movement in power, even in a large, democratic nation.

Commenters are encouraged to provide additional examples and corollaries.

Nautical Book Review: To the Last Salute, by Georg von Trapp

If you’ve seen The Sound of Music–and who hasn’t?–you’ll remember Captain von Trapp.  The real Captain’s real-life children were not thrilled with the way he was portrayed in the movie–according to them, he was by no means that rigid disciplinarian who summoned the children with a bosun’s whistle and required them to line up in military formation.  (The bosun’s whistle was real, but only for communication purposes on the large estate…no lining-up involved.)

The movie was indeed correct that Captain von Trapp was a former naval officer whose services were much desired by the Nazis after their takeover of Germany and, later, Austria…and that he wanted absolutely nothing to do with them. His memoir, To the Last Salute, was originally published in German in 1935 and later translated into French; an English translation has only become available fairly recently.

Captain von Trapp could not be called a brilliant writer, but he does achieve some nice descriptive and reflective passages. Here, he is returning from a patrol very early in the First World War, when he was commanding a torpedo boat:

We had been out all night searching for enemy ships that had been reported, but once again, had found nothing.  Far out in the Adriatic we had investigated, looked, and looked, and again came back disappointed through the “Incoronate,” the rocky, barren island,s that extend in front of the harbor at Sebenico…These islands look bleak; nevertheless, years ago people found them and still live there…It is a heavenly trip there between the islands with the many large and small inlets swarming with fish. But it is most beautiful in the wind still nights, which are uniquely animated.

From one place or another, red and white lights flash on and off. They are the beacons that flash their warnings to the ships. Out of the many inlets merge innumerable fishermen’s boats. Some are under sail, hauling big nets; others, sculled about almost silently by heavy steering rudders, search the water with strong lanterns…As they put out to sea, the people always sing their ancient folk songs: ballads with countless verses, wild war cries, soft, wistful love songs…

The war broke into this peaceful world. Traveling between the islands changed overnight…The singing has become silent, for fishing is forbidden, and the men are fighting in the war…Mines lie between the islands.  At any moment an enemy periscope, or a plane with bombs, could appear, and the nights have become exceptionally interesting; there are no more beacons. The war has extinguished them.

Soon, Captain von Trapp was reassigned to command of a submarine,the U-5.  This boat was one of a type that was extremely primitive, even by WWI standards. Propulsion for running on the surface was not a diesel but a gasoline engine, and gasoline fumes were a constant headache, often in a very literal sense.

The Captain seems not to have thought a great deal about the rights and wrongs of the war.  As a professional, at this stage he also felt no animus toward the men it was his duty to attack; quite the contrary. Here, after sinking a French cruiser:

I quickly scan the horizon. Is there absolutely no escort ship? Did they let the ship travel all alone? Without a destroyer? WIthout a torpedo boat? No, there is nothing in sight, only five lifeboats adrift in the water.

After discussing the matter with his exec and determining that there was no feasible way to take the survivors on board:

With a heavy heart, I order the engines to be turned on, and I set a course for the Gulf of Cattaro. “They let our men from the Zenta drown, too,” I hear one of the men say.  The man is right, but I cannot bear to hear that yet.  With a sudden movement I turn away. I feel a choking in my throat. I want to be alone.

I feel as if something were strangling me…So that’s what war looks like! There behind me hundreds of seamen have drowned, men who have done me no harm, men who did their duty as I myself have done, against whom I have nothing personally; with whom, on the contrary, I have felt a bond through sharing the same profession. Approximately seven hundred men must have sunk with the ship!

On returning to base, von Trapp found numerous letters of congratulation waiting for him, one from an eighth-grade Viennese schoolgirl.  To thank her for the letter, he arranged to have a Pruegelkrapfen from a noted confectioner to be delivered to her.  “The outcome of all this is unexpected. Suddenly it seems all the Viennese schoolgirls have gotten the writing bug because it rains little letters from schoolgirls who are sooo happy and so on.  But such a Pruegelgrapfen is expensive and, at the moment, I don’t have time to open a bakery myself.”

On one patrol, U-5 met up with an allied German U-boat, and von Trapp had an opportunity to go on board.  He was quite impressed with the diesel engine, compartmentalization of the boat, the electrically-adjustable periscopes, and even creature comforts like tables for dining.  “It’s like being in Wonderland…”  The German commander’s comment, on visiting U-5, was “I would refuse to travel in this crate.”

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I Give Advice… And They Don’t Take It

For many years I worked as a consultant across a variety of industries. While there are many ways to describe the type of work I did, my favorite (when talking to a teenager or child) was

I give advice, and they don’t take it

This article from Today’s NY Times titled “Why You Hate Work” provided a pithy antecdote that summarized this situation:

Several years ago, we did a pilot program with 150 accountants in the middle of their firm’s busy tax season. Historically, employees work extremely long hours during these demanding periods, and are measured and evaluated based on how many hours they put in.

Recognizing the value of intermittent rest, we persuaded this firm to allow one group of accountants to work in a different way — alternating highly focused and uninterrupted 90-minute periods of work with 10-to-15-minute breaks in between, and a full one-hour break in the late afternoon, when our tendency to fall into a slump is higher. Our pilot group of employees was also permitted to leave as soon as they had accomplished a designated amount of work.

With higher focus, these employees ended up getting more work done in less time, left work earlier in the evenings than the rest of their colleagues, and reported a much less stressful overall experience during the busy season. Their turnover rate was far lower than that of employees in the rest of the firm. Senior leaders were aware of the results, but the firm didn’t ultimately change any of its practices. “We just don’t know any other way to measure them, except by their hours,” one leader told us. Recently, we got a call from the same firm. “Could you come back?” one of the partners asked. “Our people are still getting burned out during tax season.”

This brief example has it all:
1) the client has diagnosed the situation (people are getting burned out and quit)
2) the consulting firm develops an alternative course of action
3) the pilot was successful
4) the client disregards the recommendation (over some period of time) and is back where they started

While there are many jokes about consultants such as “they borrow your watch and tell you the time” it is important to note that every consultant needs a client and the clients are the “root” of the problem. Why commission a study if you don’t intend to follow through on the results?

Lots of reasons. For starters – the act of “trying to do something” or “conducting an analysis” buys time and inaction, which is a precious commodity at most companies. It is very difficult to get something done, and it is even MORE difficult to get something done when an alternative hypothesis is under way (such as a consulting effort). In the end, usually the client knows how to solve the underlying problem, but the effort that it would take and the corresponding rewards to those managers tasked with carrying out the solution is too meager to justify the organizational resistance that will occur.

All of these organizational problems are compounded by short-term thinking; executives want results NOW, this quarter, not improved performance 2-3 years down the road. They may talk about the long term, but the short term consumes 90% of their waking hours, and the next quarterly earnings release. Changing a culture or implementing a wrenching solution that differs from the status quo 1) is hard 2) takes time 3) is met with systemic and subtle resistance at every turn. The final bullet in change internally are external events; even if you can somehow make progress against your current ills, a “new” external shock will take away the focus and organizational oxygen from YOUR issue unless you can implement a rapid and permanent solution (i.e. close something down, sell it, “burn the ships”) before your organizational capital melts away.

Here’s the part where someone often asks “what’s the solution?” and tries to summarize it all up. I don’t know. It is hard enough to figure out the long term arc of consulting, a multi billion dollar business, and how it survives jibes and efforts to extinguish it, without trying to think about how to make it better.

Generally the types of corporations that rely on consultants to do their thinking for them don’t last long, unless they are somehow protected from competition (government, non-profit, unionized, utilities, much of financial services, etc…). It is these sorts of enterprise, along with the dying, that provide much of the consultants’ income. You don’t hear Google and Amazon or even GE talk about how consultants are helping them; they solve their own problems. I guess this is the underlying solution – be a better company.

Cross posted at LITGM