Monday, September 17, 2012

Decision Making Overview Brief

Commentary:  Decision making is always a challenge. Afterall, how does one make good decisions? Good decisions are sound decisions. Sound decision making is both a science and an art. One has to understand the process and structure of making decisions then develop their own experiential style. This comes with practice and diligence. Nonetheless, making good decisions is trainable and can be learned.

Decision Making in Operations

Operations come in many flavors; manufacturing, general business, healthcare and a host of other operation types. While the detail, jargon, and industry processes may vary dramatically, general management of operations falls back on common principles of managing money, manpower, machinery, and methods/processes/workflows. In this mix many things can go awry.  The operations may deteriorate through a series of cascading engineering casualties, complex external factors may disrupt the operations in unfavorable ways, or the process steps may be missed or forgotten creating decision making challenges in a crisis environment. The goal will be sage management of the event(s), tasks, and risks to the operations.  During such crisis events, rapid decision making demands are often placed on operations managers.  How well they make decisions and manage the event can determine the amount of time to recover and the magnitude of recovery cost.

Understanding the types of decision making and when they are useful is a first step but there is more. Designing operations and information flows to aid in decision making is another part which take time. Most successful decision makers have run through scenarios, in advance, and have a method of approaching decisions.  First, let's discuss the decision making types based on thinking style then we will explore other parts briefly.

Critical or Analytical Thinking

What does the data show? This question characterizes analytical thinking.  Analytical or critical thinking is ideal for exposing deep rooted issues, complex relationships, and quantifiable outcomes.  Critical thinkers are people who have developed thoughtful and well-rounded beliefs that guide their choices. Critical thinking is coupled with reason which is an outcome of the ability to learn. The critical thinker:
· Carefully analyzes and evaluates beliefs
· Views situations from different perspectives
· Supports viewpoints with reason
· Thinks critically about the personal 'lens'
· Synthesizes information into informed conclusions
· Selectively draws on credible information principle to the analytic lens
One challenge of this style of thinking is that often there is a tendency to become too data driven or overtly data focused. Analytical thinking can result in analysis paralysis as efforts to gather more and more data overwhelm the decision process. Other styles of thinking lend well to operations management on a more day-to-day level. Critical thinking is more for the long term.

Gut or Instinctive Thinking

This style of thinking is generally useful for putting ideas into practice. It is coupled with a hands on, rolled up sleeves, experienced know how also known as thinking from-the-gut. Gut thinking falls back on instinctive feeling about the circumstances and results in sage judgment calls. Operations managers who are particularly adept at gut thinking use a technique called thin slicing. Thin slicing results from experience or substantial histories. Those good at thin slicing can strip away extraneous data and pick out seemingly insignificant tidbits that tend to be critical indicators or tale-tale triggers for highly accurate assessments and judgments.

Good gut thinking takes experience and training in order to react correctly as circumstances emerge. The entrepreneurial spirit is born from gut thinkers.  They know what works and what does not work instinctively.

Thinking from the gut is more emotional and rational. When in gut thinking mode, thinkers should be cognizant that becoming too emotional has its drawbacks as well. Thinkers can become emotionally attached to decisions. When this happens, poor emotionally based decisions begin to increase and may surpass the good emotionally based decisions.  

Creative Thinking

The creative thinker relishes in the elements of surprise and breakthroughs. While many people place a reliance on incorrect axioms such as 'necessity is the mother of invention', the truth is the opposite applies, 'invention is the mother of necessity'. Rarely do people know what they need even though they may know what they do not want.  Invention and/or innovation create and drive needs through creative expression. Raychem former CEO Paul Cook remarked, "What separates the winners and losers in innovation is who masters the drudgery. The creative process starts with a brilliant idea. Next you determine whether, if the brilliant idea will worked, it would be worth doing from a business standpoint. That's the exhilarating part. It may be the most stimulating intellectually, but is it also the easiest. Then comes the real work - reducing the idea to practice. That is the drudgery part" (Taylor, 1990).

Creative thinking aides in determining potential outcomes and options as part of the decision making process. Breakthroughs are associated with creativity. The creative process requires several abilities:

1.      Creating Possibilities: This is process of lighting an inner fire or having the bulb come on. Many methods exist for achieving breakthroughs.
2.      Pinpointing Real Issues: The ability of sorting through the noise to expose the origin of an issue. Often the origin of an issue is multi-dimensional stemming from behavioral and psychological traits within the organization and staff.
3.      Pattern Recognition: Pattern cognition is the ability of making sense out of complexity. It affords the inventor a means of screening a cloud of noise into meaningful trends for exploitation and/or exploration.
4.      Managing Chance: Often meaningful discoveries are not being sought after but instead are stumbled upon in pursuit of another discovery. Creative thinkers who are able to discern golden egg opportunities stumbled upon then channelize them into profitable products or services have a talent.
5.      Detect and Transcend Boundaries/Barriers: Often life circumstances, training, and incorrect axioms place unnecessary boundaries before the thinker. Identifying these obstacles and traveling past them is the mark of an independent thinker. The unknown or unseen realm is filled with possibilities and opportunities.
6.      Apply Analogies: Being able to spot analogies reveals knowledge that can be transferred to another context. The knowledge base is said to be transferred to a target invention.
7.      Systems Thinking: Realizing the interplay of components and how all things are affected and interconnected.
8.      Visualization: Imagination is far more important than knowledge says Einstein. This technique permits the inventor to travel places unknown and see things from unusual perspectives. It is often coupled with combinatory play or toying around with ideas combining them in various ways.
9.      Embracing Failure as Successes: Learning from ones mistakes and building on them without losing enthusiasm.
10.  Multiplying Insight: Invention often spawns invention. This is the ability of the inventor to note other opportunity from within opportunity.
Part of the creative process understands the basics of design. The three component basics are:

· Visceral: Concerns itself with appearances.
· Behavioral: Concerns itself with pleasure and effectiveness of use.
· Reflective: Concerns itself with rationalizations and intellectualizations.
All three are interwoven with cognition and emotion that is necessary for design. Depending on the mix of these component elements, the creative transitions from highly functional and bland in appearance to not-so functional and artsy.  The creative process involves many things which can be generalized as innovation having the element of surprise. Creative people use a host instruments to enhance their creativity.

Albert Einstein practiced image streaming and visualization. His theory of relativity was an outcome of an image stream where he pretended to be a photon of light travelling through space in his minds eye. Leonardo Da Vinci is the most creative person known in human history. He employed seven Da Vincian principles that guided his creativity. These seven principles as discerned by Michael Gelb are:

· Curiosita: Curiosity; an insatiably curious approach to life and unrelenting quest for continuous learning.
· Dimostrazione: Demonstration, a commitment to test knowledge through experience, persistence, and a willingness to learn from mistakes.
· Sensazione: Awareness and experience of senses, continual refinement of the senses, especially sight, as the means to enliven experience.
· Sfumato: Up In Smoke, a willingness to embrace ambiguity, paradox, and uncertainty.
· Arte e Scienza: The Art of Science, Development of the balance between science and art, logic and imagination, Whole Brain thinking
· Corporalita: The whole body, cultivation of grace, ambidexterity, fitness, and poise.
· Connessione: Everything is linked, recognition of interconnectedness of all things and phenomena. Systems thinking.
Many techniques may be found on the website MindTools where a variety of tools and approaches to being creative are highlighted. There is no pattern or standard approach to creativity. There are instruments that can be combined in interesting ways. 

Combining Thinking Styles

A critical need in high tempo operations where rapid decision making occurs is a way to run compressed time operational simulations of critical systems. This kind of tooling should allow the operations managers, on a hunch, to easy and quickly run on-the-spot simulations in which they can easily conduct combinatory play that can illustrate potential outcomes in short bursts into the future.

A survey on the market of simulators indicates little that is commercial off-the-shelf and/or out-of-the-box ready simulators.  However, there are simulators that model process, flows, life cycle, and production. Each has to be 'loaded' for the specific operation under consideration and generally runs on a power machine. One way without computers is to organize the operation in terms of a flow or velocity of revenue and cost streams. For each hour of impact costs can be tallied quickly. In the case of positive risk returns where the operations is highly productive revenue or gains can also be compounded quickly as well.  

Selection of a predictive model is important. Present models represent the current situation and are updated in the current moment then projected or extrapolated into the near future. Future models reside at some instance in the future and are adjusted by current data or future contingency data. The future model is regressed to the current for a matchup.  Each approach has its merits and can yield very different outcomes. Running see models in compressed time could give operations manager’s insight into system behaviors on the fly. These are tools to assist in the decision making.  

Other methods in assessing risk include an on the fly operational risk management methodology. In this approach, risk acceptance levels are predetermined. Subject matter experts, SMEs, are huddled to identify and assess risk in an ongoing effort as required.  Emerging risk that is determined significant is then monitored and managed.

Even though tactics and tools are available, nothing beats experience.

References:

Taylor, W. (1990). The business of innovation: an Interview with paul cook. Harvard business review. Resourced April 25, 2012, http://hbr.org/1990/03/the-business-of-innovation-an-interview-with-paul-cook/ar/1

Monday, September 10, 2012

Aliens Cause Global Warming

Commentary: This is a demostration of how poor leadership waste time and effort. Michael Critchton makes the point that scientist have political opinions and agendas which creep into their science. More importantly, Critchton points to many instances of failed leadership in the scientific community by pursuing objectives that have no scientific basis. Selfish power is more at the root of the current science movement than humility. The point is that whether a project, business operation,  or some other pursuit,  leadership can loose focus and lead productive efforts astray. Leadership is about having the right vision and right motivations that speak for themselves.

Aliens Cause Global Warming
By Michael Critchton

Presented At
California Institute of Technology
Pasadena, CA
January 17, 2003

Michael Critchton:

My topic today sounds humorous but unfortunately I am serious. I am going to argue that extraterrestrials lie behind global warming. Or to speak more precisely, I will argue that a belief in extraterrestrials has paved the way, in a progression of steps, to a belief in global warming. Charting this progression of belief will be my task today.

Let me say at once that I have no desire to discourage anyone from believing in either extraterrestrials or global warming. That would be quite impossible to do. Rather, I want to discuss the history of several widely-publicized beliefs and to point to what I consider an emerging crisis in the whole enterprise of science, namely the increasingly uneasy relationship between hard science and public policy.

I have a special interest in this because of my own upbringing. I was born in the midst of World War II, and passed my formative years at the height of the Cold War. In school drills, I dutifully crawled under my desk in preparation for a nuclear attack.

It was a time of widespread fear and uncertainty, but even as a child I believed that science represented the best and greatest hope for mankind. Even to a child, the contrast was clear between the world of politics-a world of hate and danger, of irrational beliefs and fears, of mass manipulation and disgraceful blots on human history. In contrast, science held different values-international in scope, forging friendships and working relationships across national boundaries and political systems, encouraging a dispassionate habit of thought, and ultimately leading to fresh knowledge and technology that would benefit all mankind. The world might not be avery good place, but science would make it better. And it did. In my lifetime, science has largely fulfilled its promise. Science has been the great intellectual adventure of our age, and a great hope for our troubled and restless world.

But I did not expect science merely to extend lifespan, feed the hungry, cure disease, and shrink the world with jets and cell phones. I also expected science to banish the evils of human thought---prejudice and superstition, irrational beliefs and false fears. I expected science to be, in Carl Sagan's memorable phrase, "a candle in a demon haunted world." And here, I am not so pleased with the impact of science. Rather than serving as a cleansing force, science has in some instances been seduced by the more ancient lures of politics and publicity. Some of the demons that haunt our world in recent years are invented by scientists. The world has not benefited from permitting these demons to escape free.

But let's look at how it came to pass.

Cast your minds back to 1960. John F. Kennedy is president, commercial jet airplanes are just appearing, the biggest university mainframes have 12K of memory. And in Green Bank, West Virginia at the new National Radio Astronomy Observatory, a young astrophysicist named Frank Drake runs a two week project called Ozma, to search for extraterrestrial signals. A signal is received, to great excitement. It turns out to be false, but the excitement remains. In 1960, Drake organizes the first SETI conference, and came up with the now-famous Drake equation:

N=N*fp ne fl fi fc fL

Where N is the number of stars in the Milky Way galaxy; fp is the fraction with planets; ne is the number of planets per star capable of supporting life; fl is the fraction of planets where life evolves; fi is the fraction where intelligent life evolves; and fc is the fraction that communicates; and fL is the fraction of the planet's life during which the communicating civilizations live.

This serious-looking equation gave SETI an serious footing as a legitimate intellectual inquiry. The problem, of course, is that none of the terms can be known, and most cannot even be estimated. The only way to work the equation is to fill in with guesses. And guesses-just so we're clear-are merely expressions of prejudice. Nor can there be "informed guesses." If you need to state how many planets with life choose to communicate, there is simply no way to make an informed guess. It's simply prejudice.

As a result, the Drake equation can have any value from "billions and billions" to zero. An expression that can mean anything means nothing. Speaking precisely, the Drake equation is literally meaningless, and has nothing to do with science. I take the hard view that science involves the creation of testable hypotheses. The Drake equation cannot be tested and therefore SETI is not science. SETI is unquestionably a religion. Faith is defined as the firm belief in something for which there is no proof. The belief that the Koran is the word of God is a matter of faith. The belief that God created the universe in seven days is a matter of faith. The belief that there are other life forms in the universe is a matter of faith. There is not a single shred of evidence for any other life forms, and in forty years of searching, none has been discovered. There is absolutely no evidentiary reason to maintain this belief. SETI is a religion.

One way to chart the cooling of enthusiasm is to review popular works on the subject. In 1964, at the height of SETI enthusiasm, Walter Sullivan of the NY Times wrote an exciting book about life in the universe entitled WE ARE NOT ALONE. By 1995, when Paul Davis wrote a book on the same subject, he titled it ARE WE ALONE? ( Since 1981, there have in fact been four books titled ARE WE ALONE.) More recently we have seen the rise of the so-called "Rare Earth" theory which suggests that we may, in fact, be all alone. Again, there is no evidence either way.

Back in the sixties, SETI had its critics, although not among astrophysicists and astronomers. The biologists and paleontologists were harshest. George Gaylord Simpson of Harvard sneered that SETI was a "study without a subject," and it  remains so to the present day.

But scientists in general have been indulgent toward SETI, viewing it either with bemused tolerance, or with indifference. After all, what's the big deal? It's kind of fun. If people want to look, let them. Only a curmudgeon would speak harshly of SETI. It wasn't worth the bother.

And of course it is true that untestable theories may have heuristic value. Of course extraterrestrials are a good way to teach science to kids. But that does not relieve us of the obligation to see the Drake equation clearly for what it is pure speculation in quasi-scientific trappings.

The fact that the Drake equation was not greeted with screams of outrage-similar to the screams of outrage that greet each Creationist new claim, for examplemeant that now there was a crack in the door, a loosening of the definition of what constituted legitimate scientific procedure. And soon enough, pernicious garbage began to squeeze through the cracks.

Comment: The Drake Equation and SETI appear to be a handful of wishful thinking, as Critchton put it, in quasi-scientific trappings. While many flocked to this effort, the effort itself was futile. That money and effort could have been better spent on efforts that deomonstrated a basis to pursue. In short, the SETI leadership may have had strong beliefs but poor results for the effort expended. 

Now let's jump ahead a decade to the 1970s, and Nuclear Winter.

In 1975, the National Academy of Sciences reported on "Long-Term Worldwide Effects of Multiple Nuclear Weapons Detonations" but the report estimated the effect of dust from nuclear blasts to be relatively minor. In 1979, the Office of Technology Assessment issued a report on "The Effects of Nuclear War" and stated that nuclear war could perhaps produce irreversible adverse consequences on the environment. However, because the scientific processes involved were poorly understood, the report stated it was not possible to estimate  the probable magnitude of such damage.

Three years later, in 1982, the Swedish Academy of Sciences commissioned a report entitled "The Atmosphere after a Nuclear War: Twilight at Noon," which attempted to quantify the effect of smoke from burning forests and cities. The authors speculated that there would be so much smoke that a large cloud over the northern hemisphere would reduce incoming sunlight below the level required for photosynthesis, and that this would last for weeks or even longer.

The following year, five scientists including Richard Turco and Carl Sagan published a paper in Science called "Nuclear Winter: Global Consequences of Multiple Nuclear Explosions." This was the so-called TTAPS report, which attempted to quantify more rigorously the atmospheric effects, with the added credibility to be gained from an actual computer model of climate.

At the heart of the TTAPS undertaking was another equation, never specifically expressed, but one that could be paraphrased as follows:

Ds = Wn Ws Wh Tf Tb Pt Pr Pe… etc

(The amount of tropospheric dust=# warheads x size warheads x warhead detonation height x flammability of targets x Target burn duration x Particles entering the Troposphere x Particle reflectivity x Particle endurance…and so on.)

The similarity to the Drake equation is striking. As with the Drake equation, none of the variables can be determined. None at all. The TTAPS study addressed this problem in part by mapping out different wartime scenarios and assigning numbers to some of the variables, but even so, the remaining variables were-and are-simply unknowable. Nobody knows how much smoke will be generated when cities burn, creating particles of what kind, and for how long. No one knows the effect of local weather conditions on the amount of particles that will be injected into the troposphere. No one knows how long the particles will remain in the troposphere. And so on.

And remember, this is only four years after the OTA study concluded that the underlying scientific processes were so poorly known that no estimates could be reliably made. Nevertheless, the TTAPS study not only made those estimates, but concluded they were catastrophic.

According to Sagan and his coworkers, even a limited 5,000 megaton nuclear exchange would cause a global temperature drop of more than 35 degrees Centigrade, and this change would last for three months. The greatest volcanic eruptions that we know of changed world temperatures somewhere between .5 and 2 degrees Centigrade. Ice ages changed global temperatures by 10 degrees. Here we have an estimated change three times greater than any ice age. One might expect it to be the subject of some dispute.

But Sagan and his coworkers were prepared, for nuclear winter was from the outset the subject of a well-orchestrated media campaign. The first announcement of nuclear winter appeared in an article by Sagan in the Sunday supplement, Parade. The very next day, a highly-publicized, high-profile conference on the long-term consequences of nuclear war was held in Washington, chaired by Carl Sagan and Paul Ehrlich, the most famous and media-savvy scientists of their generation. Sagan appeared on the Johnny Carson show 40 times. Ehrlich was on 25 times. Following the conference, there were press conferences, meetings with congressmen, and so on. The formal papers in Science came months later.

This is not the way science is done, it is the way products are sold.

The real nature of the conference is indicated by these artists' renderings of the the effect of nuclear winter.

I cannot help but quote the caption for figure 5: "Shown here is a tranquil scene in the north woods. A beaver has just completed its dam, two black bears forage for food, a swallow-tailed butterfly flutters in the foreground, a loon swims quietly by, and a kingfisher searches for a tasty fish." Hard science if ever there was.

At the conference in Washington, during the question period, Ehrlich was reminded that after Hiroshima and Nagasaki, scientists were quoted as saying nothing would grow there for 75 years, but in fact melons were growing the next year. So, he was asked, how accurate were these findings now?

Ehrlich answered by saying "I think they are extremely robust. Scientists may have made statements like that, although I cannot imagine what their basis would have been, even with the state of science at that time, but scientists are always making absurd statements, individually, in various places. What we are doing here, however, is presenting a consensus of a very large group of scientists…"

I want to pause here and talk about this notion of consensus, and the rise of what has been called consensus science. I regard consensus science as an extremely pernicious development that ought to be stopped cold in its tracks. Historically, the claim of consensus has been the first refuge of scoundrels; it is a way to avoid debate by claiming that the matter is already settled. Whenever you hear the consensus of scientists agrees on something or other, reach for your wallet, because you're being had.

Let's be clear: the work of science has nothing whatever to do with consensus. Consensus is the business of politics. Science, on the contrary, requires only one investigator who happens to be right, which means that he or she has results that are verifiable by reference to the real world. In science consensus is irrelevant. What is relevant is reproducible results. The greatest scientists in history are great precisely because they broke with the consensus.

There is no such thing as consensus science. If it's consensus, it isn't science. If it's science, it isn't consensus. Period.

Comment: Leadership is by example and most often principle based. Leaders tend to stand alone. They rally people to their cause and people co-opt the vision because there is a stake in it for themselves. There is not a consensus, there is a cause. 

In addition, let me remind you that the track record of the consensus is nothing to be proud of. Let's review a few cases.

In past centuries, the greatest killer of women was fever following childbirth. One woman in six died of this fever. In 1795, Alexander Gordon of Aberdeen suggested that the fevers were infectious processes, and he was able to cure them. The consensus said no. In 1843, Oliver Wendell Holmes claimed puerperal fever was contagious, and presented compellng evidence. The consensus said no. In 1849, Semmelweiss demonstrated that sanitary techniques virtually eliminated puerperal fever in hospitals under his management. The consensus said he was a Jew, ignored him, and dismissed him from his post. There was in fact no agreement on puerperal fever until the start of the twentieth century. Thus the consensus took one hundred and twenty five years to arrive at the right conclusion despite the efforts of the prominent "skeptics" around the world, skeptics who were demeaned and ignored. And despite the constant ongoing deaths of women.

There is no shortage of other examples. In the 1920s in America, tens of thousands of people, mostly poor, were dying of a disease called pellagra. The consensus of scientists said it was infectious, and what was necessary was to find the "pellagra germ." The US government asked a brilliant young investigator, Dr. Joseph Goldberger, to find the cause. Goldberger concluded that diet was the crucial factor. The consensus remained wedded to the germ theory. Goldberger demonstrated that he could induce the disease through diet. He demonstrated that the disease was not infectious by injecting the blood of a pellagra patient into himself, and his assistant. They and other volunteers swabbed their noses with swabs from pellagra patients, and swallowed capsules containing scabs from pellagra rashes in what were called "Goldberger's filth parties." Nobody contracted pellagra. The consensus continued to disagree with him. There was, in addition, a social factor-southern States disliked the idea of poor diet as the cause, because it meant that social reform was required. They continued to deny it until the 1920s. Result-despite a twentieth century epidemic, the consensus took years to see the light.

Probably every schoolchild notices that South America and Africa seem to fit together rather snugly, and Alfred Wegener proposed, in 1912, that the continents had in fact drifted apart. The consensus sneered at continental drift for fifty years. The theory was most vigorously denied by the great names of geology-until 1961, when it began to seem as if the sea floors were spreading. The result: it took the consensus fifty years to acknowledge what any schoolchild sees.

And shall we go on? The examples can be multiplied endlessly. Jenner and smallpox, Pasteur and germ theory. Saccharine, margarine, repressed memory, fiber and colon cancer, hormone replacement therap6y…the list of consensus errors goes on and on.

Finally, I would remind you to notice where the claim of consensus is invoked.  Consensus is invoked only in situations where the science is not solid enough. Nobody says the consensus of scientists agrees that E=mc2. Nobody says the consensus is that the sun is 93 million miles away. It would never occur to anyone to speak that way.

But back to our main subject.

What I have been suggesting to you is that nuclear winter was a meaningless formula, tricked out with bad science, for policy ends. It was political from the beginning, promoted in a well-orchestrated media campaign that had to be planned weeks or months in advance.

Further evidence of the political nature of the whole project can be found in the response to criticism. Although Richard Feynman was characteristically blunt, saying, "I really don't think these guys know what they're talking about," other prominent scientists were noticeably reticent. Freeman Dyson was quoted as saying "It's an absolutely atrocious piece of science but…who wants to be accused of being in favor of nuclear war?" And Victor Weisskopf said, "The science is terrible but---perhaps the psychology is good." The nuclear winter team followed up the publication of such comments with letters to the editors denying that these statements were ever made, though the scientists since then have subsequently confirmed their views.

At the time, there was a concerted desire on the part of lots of people to avoid nuclear war. If nuclear winter looked awful, why investigate too closely? Who wanted to disagree? Only people like Edward Teller, the "father of the H bomb."

Teller said, "While it is generally recognized that details are still uncertain and deserve much more study, Dr. Sagan nevertheless has taken the position that the whole scenario is so robust that there can be little doubt about its main conclusions." Yet for most people, the fact that nuclear winter was a scenario riddled with uncertainties did not seem to be relevant.

I say it is hugely relevant. Once you abandon strict adherence to what science tells us, once you start arranging the truth in a press conference, then anything is possible. In one context, maybe you will get some mobilization against nuclear war. But in another context, you get Lysenkoism. In another, you get Nazi  euthanasia. The danger is always there, if you subvert science to political ends.

That is why it is so important for the future of science that the line between what science can say with certainty, and what it cannot, be drawn clearly-and defended.

What happened to Nuclear Winter? As the media glare faded, its robust scenario appeared less persuasive; John Maddox, editor of Nature, repeatedly criticized its claims; within a year, Stephen Schneider, one of the leading figures in the climate model, began to speak of "nuclear autumn." It just didn't have the same ring.

A final media embarrassment came in 1991, when Carl Sagan predicted on Nightline that Kuwaiti oil fires would produce a nuclear winter effect, causing a "year without a summer," and endangering crops around the world. Sagan stressed this outcome was so likely that "it should affect the war plans." None of it happened.

What, then, can we say were the lessons of Nuclear Winter? I believe the lesson was that with a catchy name, a strong policy position and an aggressive media campaign, nobody will dare to criticize the science, and in short order, a terminally weak thesis will be established as fact. After that, any criticism becomes beside the point. The war is already over without a shot being fired. That was the lesson, and we had a textbook application soon afterward, with second hand smoke.

In 1993, the EPA announced that second-hand smoke was "responsible for approximately 3,000 lung cancer deaths each year in nonsmoking adults," and that it " impairs the respiratory health of hundreds of thousands of people." In a 1994 pamphlet the EPA said that the eleven studies it based its decision on were not by themselves conclusive, and that they collectively assigned second-hand smoke a risk factor of 1.19. (For reference, a risk factor below 3.0 is too small for action by the EPA. or for publication in the New England Journal of Medicine, for example.) Furthermore, since there was no statistical association at the 95% confidence limits, the EPA lowered the limit to 90%. They then classified second hand smoke as a Group A Carcinogen.

This was openly fraudulent science, but it formed the basis for bans on smoking in restaurants, offices, and airports. California banned public smoking in 1995. Soon, no claim was too extreme. By 1998, the Christian Science Monitor was saying that "Second-hand smoke is the nation's third-leading preventable cause of death." The American Cancer Society announced that 53,000 people died each year of second-hand smoke. The evidence for this claim is nonexistent.

In 1998, a Federal judge held that the EPA had acted improperly, had "committed to a conclusion before research had begun", and had "disregarded information and made findings on selective information." The reaction of Carol Browner, head of the EPA was: "We stand by our science….there's wide agreement. The American people certainly recognize that exposure to second hand smoke brings…a whole host of health problems." Again, note how the claim of consensus trumps science. In this case, it isn't even a consensus of scientists that Browner evokes! It's the consensus of the American people.

Meanwhile, ever-larger studies failed to confirm any association. A large, sevencountry WHO study in 1998 found no association. Nor have well-controlled subsequent studies, to my knowledge. Yet we now read, for example, that second hand smoke is a cause of breast cancer. At this point you can say pretty much anything you want about second-hand smoke.

As with nuclear winter, bad science is used to promote what most people would consider good policy. I certainly think it is. I don't want people smoking around me. So who will speak out against banning second-hand smoke? Nobody, and if you do, you'll be branded a shill of RJ Reynolds. A big tobacco flunky. But the truth is that we now have a social policy supported by the grossest of superstitions. And we've given the EPA a bad lesson in how to behave in the future. We've told them that cheating is the way to succeed.

As the twentieth century drew to a close, the connection between hard scientific fact and public policy became increasingly elastic. In part this was possible because of the complacency of the scientific profession; in part because of the lack of good science education among the public; in part, because of the rise of specialized advocacy groups which have been enormously effective in getting publicity and shaping policy; and in great part because of the decline of the media as an independent assessor of fact. The deterioration of the American media is dire loss for our country. When distinguished institutions like the New York Times can no longer differentiate between factual content and editorial opinion, but rather mix both freely on their front page, then who will hold anyone to a higher standard?

And so, in this elastic anything-goes world where science-or non-science-is the hand maiden of questionable public policy, we arrive at last at global warming. It is not my purpose here to rehash the details of this most magnificent of the demons haunting the world. I would just remind you of the now-familiar pattern by which these things are established. Evidentiary uncertainties are glossed over in the unseemly rush for an overarching policy, and for grants to support the policy by delivering findings that are desired by the patron. Next, the isolation of those scientists who won't get with the program, and the characterization of those scientists as outsiders and "skeptics" in quotation marks-suspect individuals with suspect motives, industry flunkies, reactionaries, or simply anti-environmental nutcases. In short order, debate ends, even though prominent scientists are uncomfortable about how things are being done.

When did "skeptic" become a dirty word in science? When did a skeptic require quotation marks around it?

To an outsider, the most significant innovation in the global warming controversy is the overt reliance that is being placed on models. Back in the days of nuclear winter, computer models were invoked to add weight to a conclusion: "These results are derived with the help of a computer model." But now large-scale computer models are seen as generating data in themselves. No longer are models judged by how well they reproduce data from the real world-increasingly, models provide the data. As if they were themselves a reality. And indeed they are, when we are projecting forward. There can be no observational data about the year 2100. There are only model runs.

This fascination with computer models is something I understand very well. Richard Feynmann called it a disease. I fear he is right. Because only if you spend a lot of time looking at a computer screen can you arrive at the complex point where the global warming debate now stands.

Nobody believes a weather prediction twelve hours ahead. Now we're asked to believe a prediction that goes out 100 years into the future? And make financial investments based on that prediction? Has everybody lost their minds?

Stepping back, I have to say the arrogance of the modelmakers is breathtaking. There have been, in every century, scientists who say they know it all. Since climate may be a chaotic system-no one is sure-these predictions are inherently doubtful, to be polite. But more to the point, even if the models get the science spot-on, they can never get the sociology. To predict anything about the world a hundred years from now is simply absurd.

Look: If I was selling stock in a company that I told you would be profitable in 2100, would you buy it? Or would you think the idea was so crazy that it must be a scam?

Let's think back to people in 1900 in, say, New York. If they worried about people in 2000, what would they worry about? Probably: Where would people get enough horses? And what would they do about all the horseshit? Horse pollution was bad in 1900, think how much worse it would be a century later, with so many more people riding horses?

But of course, within a few years, nobody rode horses except for sport. And in 2000, France was getting 80% its power from an energy source that was unknown in 1900. Germany, Switzerland, Belgium and Japan were getting more than 30% from this source, unknown in 1900. Remember, people in 1900 didn't know what an atom was. They didn't know its structure. They also didn't know what a radio was, or an airport, or a movie, or a television, or a computer, or a cell phone, or a jet, an antibiotic, a rocket, a satellite, an MRI, ICU, IUD, IBM, IRA, ERA, EEG, EPA, IRS, DOD, PCP, HTML, internet. interferon, instant replay, remote sensing, remote control, speed dialing, gene therapy, gene splicing, genes, spot welding, heat-seeking, bipolar, prozac, leotards, lap dancing, email, tape recorder, CDs, airbags, plastic explosive, plastic, robots, cars, liposuction, transduction, superconduction, dish antennas, step aerobics, smoothies, twelvestep, ultrasound, nylon, rayon, teflon, fiber optics, carpal tunnel, laser surgery, laparoscopy, corneal transplant, kidney transplant, AIDS… None of this would have meant anything to a person in the year 1900. They wouldn't know what you are talking about.

Now. You tell me you can predict the world of 2100. Tell me it's even worth thinking about. Our models just carry the present into the future. They're bound to be wrong. Everybody who gives a moment's thought knows it.

I remind you that in the lifetime of most scientists now living, we have already had an example of dire predictions set aside by new technology. I refer to the green revolution. In 1960, Paul Ehrlich said, "The battle to feed humanity is over. In the 1970s the world will undergo famines-hundreds of millions of people are going to starve to death." Ten years later, he predicted four billion people would die during the 1980s, including 65 million Americans. The mass starvation that was predicted never occurred, and it now seems it isn't ever going to happen. Nor is the population explosion going to reach the numbers predicted even ten years ago. In 1990, climate modelers anticipated a world population of 11 billion by 2100. Today, some people think the correct number will be 7 billion and falling. But nobody knows for sure.

But it is impossible to ignore how closely the history of global warming fits on the previous template for nuclear winter. Just as the earliest studies of nuclear winter stated that the uncertainties were so great that probabilites could never be known, so, too the first pronouncements on global warming argued strong limits on what could be determined with certainty about climate change. The 1995 IPCC draft report said, "Any claims of positive detection of significant climate change are likely to remain controversial until uncertainties in the total natural variability of the climate system are reduced." It also said, "No study to date has positively attributed all or part of observed climate changes to anthropogenic  causes." Those statements were removed, and in their place appeared: "The balance of evidence suggests a discernable human influence on climate."

What is clear, however, is that on this issue, science and policy have become inextricably mixed to the point where it will be difficult, if not impossible, to separate them out. It is possible for an outside observer to ask serious questions about the conduct of investigations into global warming, such as whether we are taking appropriate steps to improve the quality of our observational data records, whether we are systematically obtaining the information that will clarify existing uncertainties, whether we have any organized disinterested mechanism to direct research in this contentious area.

The answer to all these questions is no. We don't.

In trying to think about how these questions can be resolved, it occurs to me that in the progression from SETI to nuclear winter to second hand smoke to global warming, we have one clear message, and that is that we can expect more and more problems of public policy dealing with technical issues in the futureproblems of ever greater seriousness, where people care passionately on all sides.

And at the moment we have no mechanism to get good answers. So I will propose one.

Just as we have established a tradition of double-blinded research to determine drug efficacy, we must institute double-blinded research in other policy areas as well. Certainly the increased use of computer models, such as GCMs, cries out for the separation of those who make the models from those who verify them. The fact is that the present structure of science is entrepeneurial, with individual investigative teams vying for funding from organizations which all too often have a clear stake in the outcome of the research-or appear to, which may be just as bad. This is not healthy for science.

Sooner or later, we must form an independent research institute in this country. It must be funded by industry, by government, and by private philanthropy, both individuals and trusts. The money must be pooled, so that investigators do not know who is paying them. The institute must fund more than one team to do research in a particular area, and the verification of results will be a foregone requirement: teams will know their results will be checked by other groups. In many cases, those who decide how to gather the data will not gather it, and those who gather the data will not analyze it. If we were to address the land temperature records with such rigor, we would be well on our way to an understanding of exactly how much faith we can place in global warming, and therefore what seriousness we must address this.

I believe that as we come to the end of this litany, some of you may be saying, well what is the big deal, really. So we made a few mistakes. So a few scientists have overstated their cases and have egg on their faces. So what. 

Well, I'll tell you.

In recent years, much has been said about the post modernist claims about science to the effect that science is just another form of raw power, tricked out in special claims for truth-seeking and objectivity that really have no basis in fact. Science, we are told, is no better than any other undertaking. These ideas anger many scientists, and they anger me. But recent events have made me wonder if they are correct. We can take as an example the scientific reception accorded a Danish statistician, Bjorn Lomborg, who wrote a book called The Skeptical Environmentalist.

The scientific community responded in a way that can only be described as disgraceful. In professional literature, it was complained he had no standing because he was not an earth scientist. His publisher, Cambridge University Press, was attacked with cries that the editor should be fired, and that all rightthinking scientists should shun the press. The past president of the AAAS wondered aloud how Cambridge could have ever "published a book that so clearly could never have passed peer review." )But of course the manuscript did pass peer review by three earth scientists on both sides of the Atlantic, and all recommended publication.) But what are scientists doing attacking a press? Is this the new McCarthyism-coming from scientists?

Worst of all was the behavior of the Scientific American, which seemed intent on proving the post-modernist point that it was all about power, not facts. The Scientific American attacked Lomborg for eleven pages, yet only came up with nine factual errors despite their assertion that the book was "rife with careless mistakes." It was a poor display featuring vicious ad hominem attacks, including comparing him to a Holocust denier. The issue was captioned: "Science defends itself against the Skeptical Environmentalist." Really. Science has to defend itself? Is this what we have come to?

When Lomborg asked for space to rebut his critics, he was given only a page and a half. When he said it wasn't enough, he put the critics' essays on his web page and answered them in detail. Scientific American threatened copyright infringement and made him take the pages down.

Further attacks since have made it clear what is going on. Lomborg is charged with heresy. That's why none of his critics needs to substantiate their attacks in any detail. That's why the facts don't matter. That's why they can attack him in the most vicious personal terms. He's a heretic.

Of course, any scientist can be charged as Galileo was charged. I just never thought I'd see the Scientific American in the role of mother church.

Is this what science has become? I hope not. But it is what it will become, unless there is a concerted effort by leading scientists to aggressively separate science from policy. The late Philip Handler, former president of the National Academy of Sciences, said that "Scientists best serve public policy by living within the ethics of science, not those of politics. If the scientific community will not unfrock the charlatans, the public will not discern the difference-science and the nation will suffer." Personally, I don't worry about the nation. But I do worry about science.

Thank you very much.

Comment: Leadership is not taking up a cause and persuading people to the cause.  Leadership is having the cause that people recognize without a great deal of persuasion. People will either co-opt the cause or join the vision because there is something meaningful in it for them. They will recognize and know a leaders integrity, honesty, and humility among other principles. Leadership is not about convincing people. Leadership is about having the right vision and right motivations that speak for themselves.

These are a few other posts I have made disscussing leadership.
Leadership and Success

Success is Not an Entitlement

Tattoo on Your Soul

Reference:

Critchton, M, (2003). Aliens cause global warming. Rensselaer Polytechnic Institute website. Resourced September 10, 2012 from:  http://ees2.geo.rpi.edu/abrajanoCourses/public_html/Aliens%20Cause%20Global%20Warming.pdf

Sunday, September 9, 2012

Leadership and Success

CommentaryI got to thinking recently about leadership and what is leadership really about.  Leadership is many things to many people and nothing without anyone. Leadership in any case is about results and not all results mean success.  In this post, I want to capture some thoughts about leadership and success. I rarely see discussions that couple these two notions.

Success

In general success is thought of as making things better. Further defining success can be a challenge if one has not determined what  needs improved or made better and how that result looks in the end. Improvements arrive by making changes that carry to an endstate. Stephen Covey's second habit of the Seven Habits of Highly Effective People tells us to begin with the end in mind (Covey, 1989).  Vision is seeing the endstate in the minds eye and strategy is the roadmap to get there.  Since vision comes from deep within the mind then success must also come from within ourselves. Our mind is our essence, our soul, our spirit.

Theodore Roosevelt quipped, "All the resources we need are in the mind" (Misner and Morgan, 2004, p 1).

The natural human tendency is to pursue success which is important to the human psyche. More pressing a concern, humans are temporally bound as the resource of time is constrained for everyone. Humans are driven to make the most of time. Meaningful success arrives because of deliberate efforts utilizing natural talents and virtuous passions that are consistent with ethical and moral conduct. The measure of success is not comparative with another's success because the objectives are different. For example, a rich man achieving a 15% increase in wealth compared to an impoverished man increasing his wealth by 15% will show nominal dollar magnitudes relative to each's position. The productive gain for the impoverished man is much greater than the gain for the rich man but dollars numbers may show the opposite. The measure of success is how well you use your productive time to achieve the goals important to you (Misner and Morgan, 2004, pp 2-3).

Many people may struggle pursuing hollow successes only to find the journey has left them empty and miserable. One important test or measure for success is humility. The modest achiever navigates the rocky road to realize the glorious and rewarding trip the adventure had been. That journey may not be the pursuit of prestige but instead the joy of victory every day for the smallest of things. While there is no formula for success, success involves the uncommon application of common knowledge (Misner and Morgan, 2004, p 4). 

Leadership

General Norman Schwarzkopf defined leadership as the ability to encourage people to willingly perform more than they would ordinarily perform themselves (Misner and Morgan, 2004, p 214). This is one of many  definitions of leadership that is somewhat narrow and focuses on motivation and possibly charisma as military action is to press the limits and carry the fight as far as possible. Missing from Schwarzkopf's defintion are the character qualities typically associated with a leader such as vision, strategy, standards, and presence at a minimum. Perhaps they are implied but still not apparent. 

An improved version of Schwarzkopf's definition is the  capacity to formulate vision, a strategy to achieve that vision, then charismatically motivate people to willfully perform the tasks in an extraordinary manner that realizes the vision. While that sounds complicated a shortened version may be the capacity to motivate others to success through extraordinary efforts by putting vision then strategy to task.

The overarching key themes in the definition are success and change. Success has been discussed on a individual level. The two foundational points are:
  1. The measure of success is how well productive time is used to achieve the goals important to you.
  2. The uncommon application of common knowledge.
Change is tabboo or unwelcomed to most people. Leadership is initiating and managing change by creating goals or the desire to co-opt goals on an individual level in order to effect a vision. The leaders goals become personal goals of the followers. Thus, people want to put the strategy-to-task because they have a stake in the outcome.   When people have a stake in the outcome then success becomes everyones. The individual who architects the vision, strategy and motivates people to success is a leader. Leadership does not stop at the vision or motivating people. Leadership is present top-to-bottom as the leader must be a leader of leaders.

Success and Leadership

One of the pinnacle signatures of a strong leader is humility in the face of success. A strong leader does not take success for granted and attributes the success not to himself. Instead, these leaders often attribute successes to their creator and human contributors who facilitate success.  Success for the leader comes with immense effort, diligence, persistence, and most of all humility.

Some interesting instruments available to leaders reaching for success include Effects Based Outcomes, EBO, and the Democratic Reform Process, DRP, model. Also leaders must make more of the right decisions than bad decisions. Therefore, decision making is critical to leadership.  I will discuss these in upcoming posts.

Comment: These are a few other posts I have made disscussing leadership.

Success is Not an Entitlement

Tattoo on Your Soul

Aliens Cause Global Warming


References:
Covey, S. (1989). Seven habits of highly effective people. Free press.

Misner, I and Morgan, D. (2004). Masters of success: proven techniques for achieving success in businessand life.  Canada.

Friday, September 7, 2012

Success is Not an Entitlement

Commentary:  I came across this essay and thought it has some value.  Success is not a right, entitlement, or privilege. Success comes from hard work and making the right choices more often that not according to Misner. I agree.

Success is Not an Entitlement

By Ivan Misner, PH.D.

Everyone wants some degree of success. We might want it in different forms, but I’ve never met anyone who didn’t want to be successful at something important. This is good. I believe everyone is entitled to pursue success. But success itself is not an entitlement.

Success is determined largely by our hard work and our choices. I don't know many people who work hard but make bad choices. It’s amazing how many of them think they deserve to be more successful because they worked hard for it. On the other hand, I don’t know how many, if any, successful people who made good choices and didn’t work hard.

Working hard is only the first part of success. Making good choices is the second part. It takes both to achieve success.

I knew someone who was constantly lamenting her “bad luck.” She wasn’t happy with the various jobs that she had over the years, and her personal life was a shambles; she was almost 30, hadn’t completed college, and constantly had money problems. She often blamed situations or other people for the various predicaments she was in. However, the glaringly obvious truth was that, although she worked fairly hard, she continually made horrible choices. One day she would complain about money, and the next day she’d be buying something totally extravagant and completely unnecessary. The next week she’d complain about not being able to get a good job while showing up to work an hour late for personal reasons (which happened regularly).

From time to time, she talked to me about her issues, and I’d point out the choices she’d made that led to the problem at hand.

Each time she’d pay lip service to acknowledging the connection, but the truth is she never took ownership of the real problem – her choices. She once lamented, “Why me? Why me? I deserve better!” I did not offer my opinion on this question, but what I wanted to tell her was, “Everyone she ‘deserves better’ at some point in her life. Get over it, stop complaining, and start doing something about it. Work hard and make better choices!”

I’ve worked with thousands of people who have experienced some degree of success in their lives. One recurring theme I’ve seen is that successful people plan their work and work their plan. They think through their options, make the best decisions they can with the information they have, then work hard to carry out their choices. As the CEO of an international business, I know that my choices can affect hundreds of employees, franchise owners, and associates, as well as tens of thousands of clients around the world. Years ago, I was talking to a friend about some tough decisions. I had to make and my concerns about them. He gave me some great advice: “Not every decision you make has to be a good one. Just make sure that you make more good ones than bad ones – and when you make a bad one, minimize the impact by fixing it quickly.”

Wow! This is great advice. It squarely hits the point about working hard and making good choices. Not all the choices you make have to be on the mark, just enough of them to produce the results you want. Some of my biggest lessons in business have come from not my successes but from my losses – neither of which had much to do with luck but with the choices or commitments I had made. Not long ago, I was talking to someone I’ve known for years about the growth of my business and some other personal goals I’ve recently met. He said, “Man, you’re lucky! It must be nice.”

“Yeah, I’m lucky,” I responded. “Let me tell you the secret of my ‘luck’. First, I went to college for ten years. During that time, I started my own business, and for the next two decades I worked really long hours. Along the way, I mortgaged my house a couple of times for the business, and I wrote six books. And if you apply that kind of effort to whatever you do, you can be just as lucky.”

He laughed and said, “OK! OK! I get it!”

Did he really get it? I don’t think so because he hasn’t changed his behavior or started making different choices.

For most of my three decades of hard work, I didn’t feel very lucky or incredibly successful. It took time, effort, and decent choices before I felt a modicum of success. The problem is that many people want to go from point A to point Z and bypass all the challenges in between. They work hard, so they ‘deserve’ the success they want.

Success is not an entitlement. It is not a right or a claim that we should have. Yes, people have a right to pursue success, but that’s it. Success is most often earned, not handed over because you are entitled. If being successful were that easy, everyone would have the success he thinks he deserves. I think I was in my thirties before I truly understood and internalized that idea.

I’ve been trying to instill this wisdom in my 9-year-old son by teaching him the “mantra of success” The other day I asked him, “Trey, what’s the secret to success?”

He said, in a young boy’s slightly bored, singsong tone, “The secret to success without hard work and good choices is still a secret, Dad. Can I go out and play now?”

Okay, maybe nine is a little young to start the training.

But maybe not.

Comment: These are a few other posts I have made disscussing leadership.

Leadership and Success

Tattoo on Your Soul

Aliens Cause Global Warming

Carnegie All In One Post

References:

Misner, I and Morgan, D. (2004). Masters of success: proven techniques for achieving success in businessand life. pp 50-52. Canada.

Sunday, August 26, 2012

Scooter LifeStyles

Scooter Lifestyles

Commentary:  This is a fun article I wrote some time ago about Scooter Lifestyles. I attempted to associate the lifestyles with music to create the imagery of each lifestyle. Portable devices such as iPods, iPads, Blackberries, etc.. may not load YouTube tracks well.  I am making updates and refining this article.  Please think about products and services that support each lifestyle. Feel free to email those ideas to me or post them in the forums. Last update Aug 25, 2012.

Other topical articles to consider:

Who are you Calling a Euro-Sissy?
Vespa Makes GQ’s Ultimate Holiday Gift Guide!
Scooter Enthusiasts Descend on Times Square

Roman Holiday 1953
Mention scootering and many older folks reminisce about Rome with sort of a classic 1960’s La Dolce Vita thought. In their minds eye, they see black and white snapshots of Italy as picture perfect models zip along on a Vespa Classica. The nostalgic allure does have a sense of panache to many riders and has become an iconic Renaissance Lifestyle of many scooter enthusiasts who purchase a Vespa, although not the classic model. 

Spend Thrifty Fun
Meanwhile, in the more youthful spend-thrifty lifestyle of university students, a pop culture has emerged centering on buzzing around upon classic scooters under 150cc engines. They hook up with friends and get silly as captured in the July 1999 music video “You Steal My Sunshine” by LEN. The song and music video personified for many people another scooter lifestyle in  which the volatility of youthful fun and romance are a primary ingredient.

Online scooter discussion groups have many testimonials in which one gets the sense that for many people scootering has been a way of living for a vast portion of their life. Some riders in their youth mowed grass and collected soft drink bottles to raise the change to purchase their first scooter. For them, scooters were a low maintenance work around solution to the more costly automobile. In years past, most states did not regulate engines under 50cc or require licensing. Today most states regulate all motor sizes and engine operated vehicles. 

The modern scooter enthusiast has matured beyond the nostalgic notions of La Dolce Vita and spend thrifty college student. Thirty something women to professionals to seniors have become mainstream scooter riders. Everyone is riding scooters and defining their own style. Whereas, motorcycles define the rider.  For example, in 1969 Peter Fonda starred in the Movie Easy Rider which was an iconic social statement of the times. The movie stirred the America spirit of adventure framing the rough and tough carefree rider. Years later the movie Wild Hogs highlighted middle aged men attempting to recapture that sense of adventure. In these movies, the motorcycle was the star defining who the people were supposed to be. Nonetheless, defining a common scooter lifestyle is difficult because the star is the rider who selects the scooter to fit their own image and style.

Unlike motorcycles, scooters attract a broad range of folks who define their own lifestyle and express that through their scooters. The scooter enthusiast may have several lifestyles they practice and there are at least six popular lifestyles that I have been able to identify. Each lifestyle has a temporal element and serves a tradeoff between functionality and style.

Rider Styles

The sky is pitch black and the radio snaps on with Vitamin C modulating the pop song Smile. The Early Riser Lifestyle is centered on morning errands and socializations;  up and out before sunrise. After a swing by the dry cleaners they may stop in at the local bagel palace where they chat briefly while imbibing Vitamin C in an orange juice or jolting their system with coffee before they are off to the next stop. Once they return home, they may switch to another vehicle for the drive to work or they may remain on the scooter switching to another lifestyle mode.

The City Lifestyle is utilitarian. The scooter is ridden to work, shopping, and for general commuting best characterized by axiom Takin' Care of Business. Along with an aroma of exhaust fumes and a blush of heat waves from the pavement, these riders dart around congested traffic. An occasional horn blast catches one’s attention on the busy streets before the putter of a scooter passes by. The rider may be in a suit and tie, have a load strapped to the back end, or making lunch deliveries. At any rate, the day is a bustle and these riders  are busy taking care of business!   

The Metro Lifestyle is characterized by after work errands and entertainment. Glowing neon lights of diners, cafes, theaters, and comedy clubs contrast against a purple and orange sunset of the early evening. The  buzz of the evening is set by the haunting sound of the 1961 pop hit  The Lion Sleeps Tonight. The rider has shed their work clothes for a relaxed stylish appeal. That may mean the tie is in the pocket and the collar is open.

The Nightlife Lifestyle is late evening to late night frequenting of comedy clubs, lounges, dance and night clubs.  A song fades in to your thoughts from the back of your mind. "Just listen to the music of the traffic in the city, Linger on the sidewalk, where the neon signs are pretty, How can you lose? The lights are much brighter there, You can forget all your troubles, forget all your cares. So go downtown!" It is a throw back to October 1964 and the song Downtown by the joyous Petula Clark. A group of elegant women in thigh high black evening wear stand in the shadows of swanky late night club entrances awaiting a taxi. The scooter rider exudes a GQ personification perhaps in a well fitted European suit catching the attention of the ladies in the door well of whom one may just leap on the scooter in a fit-of-fun! 

The Renaissance Lifestyle is a throwback an unfettered way of life and a keen sense of style. Avoiding the cliché of popularized Italian melodies, this lifestyle is about a way of life and not a distant place. The tune Summer Wind best modernizes the lifestyle. The rider would don designer clothes and sun glasses. There is a sense of panache associated with the Renaissance Rider and people are attracted by magnetism or allure of a carefree and stylish life. 

The Action rider buzzes the scene looking for the happening spot, to socialize, or just scout out where the action is. They are the Ramblin' Man and tend to ride during the weekends for the thrill of the road and open air. They may ride to the beach, parks, malls, and out-of-the-way restaurants they come across. They may ride alone, double up, or with friends. The action rider seeks adventure.

Accentuated Lifestyles

The rider accentuates the lifestyles with products and services. They seek scooter friendly crowds and businesses. By accessorizing the scooter with a variety of features, they listen to music, carry cargo, and serve other functions for the riders. Some scooters come equipped with cigarette lighter sockets for powering devices such as  iPods, cell phone, and GPS.  

Scootering is much more than a means of transportation.  At the end-the-day the rider derives a sense of belonging to a movement or something greater than themselves. The scooter gives them a sense of fluidity and community unparalleled by other vehicles.  Scootering is a way of life for many riders who combine the many lifestyles in ways that make them individual or unique. In doing so, they retain a sense of the American spirit; adventuresome, free spirited, and on the move.

Thursday, August 16, 2012

Beauty and the Business

Comment: This post is the smallest paper written in one of my Masters program courses. We had assignments due every two weeks.  It points to a harmony that businesses should strive towards. This harmony or alignment with the natural order is something I pointed to in several of my postings such as in the Operations Management posts and humanitarian posts among others. Companies should design the operations to flow in natural resonance or harmonies. 

Introduction

Leonardo Da Vinci, LDV, used seven principles to develop understanding of the natural. One principle was the concept of “Connessioni” or Italian for connections. The concept is to look for the interconnectedness between all things, systems thinking. LDV also drew upon the principle of “Arte e Scienza” or the art and science which is the balance between scientific rigor and artful expression (Gelb, 1998). LDV was appealing to the natural order that he saw in harmony which is beauty in all things natural. Likewise, organizations have an organic tendency towards natural beauty.

Organizations in the past tended to focus on linear and hierarchical processes that were often disruptive to the natural harmonies found in their inherent beauty. Many people may argue that beauty in an operational environment is nonsense and insist that egocentric, hierarchical, and power centric empires are the only way to manage complexity. This is an outcome of one’s personal culture more than anything else. If complexity follows natural order then the objectives of the business, green initiatives, sustainability, and social responsibility all fuse uniquely into a harmonious organization demonstrating the natural beauty of a synchronous revenue producing system.

Building Green

The green movement is needed and politicized. The politicized aspect of the green movement is inharmonious to the honest objectives and benefits sought in exchange for the expediency of a political agenda. The true objectives center the need for humans to operate in harmony with nature. This generally means a focus on renewable natural resources and a reduction in waste products in favor of a movement towards biodegradable waste products. Green projects can range from consumer products to major earthen projects such as reservoirs and water treatment systems.

Planning green projects is a balance sought between social and environmental benefits and the project cost. The environmental and social benefits may include development of markets of green products and construction of green facilities that meet the green objectives. This has secondary or spin off effects creating capital, hard currency, and tax revenues that are green related (Finnerty, 2007, p 273).

The costs of green projects should not exceed the benefits derived. In order to make green initiatives more attractive governments may offer ‘Tax Holidays’, land grants, subsidize, offer low interest rates or loan guarantees, and assurances of resources such as currency, materials, or energy. The greater the incentives, the lower the expected rates of return (Finnerty, 2007, p 274).

Productive green projects harmonize human consumption and natural systems. For example, hydro-electric reservoirs serve many green and social objectives. The reservoir strenghtens riparian ecological systems and becomes a refuge for wildlife. The water cycle provides renewable sources of water. In the meantime, the social benefits gained include flood controls, renewable energy production, jobs, and recreational sites.

The construction projects can be government managed and industry operated or privately owned. There are at least ten models for such public-private partnerships in large scale projects (Finnerty, 2007, p 280). Hydro-electric projects are government owned with various aspects of the operation leased out. For example, reservoir structural maintenance may be leased to a private firm while the operation of power generation may be leased to another firm. The reservoir’s territory may be government controlled with sections open to private development generating opportunities for income and tax revenues improving human communities and the quality of life.

Social Responsibility

Corporate governance is a focus on social-political concerns. Under this auspice industry takes on traditional governmental responsibilities in an effort to improve the enforcement- compliance relationship between government and industry. If industry performs the duties reasonably well then government agrees to leave industry alone.

Social responsibilities for most companies involve operating in ethical manners, providing safe and hospitable working environments, offering education and health benefits, and generally giving back to the community in some way. Corporate leaders face a dynamic and challenging task attempting to apply societal ethical standards to responsible business practice (Morimoto, 2005, p 315). Companies that promote morality and ethics in business usually have an easier time developing cooperative culture than those that encourage unethical or immoral behavior (Kerzner, 2009, p 339). Giving back to the community usually involves activities such as volunteering to perform community service activities. Social responsibilities uphold cultural values, needs, and activities of a community. “An organization’s culture is also influenced by the society’s culture” (Cleland and Ireland, 2007, p467). Culture is defined as a set of shared ideas and beliefs associated with a way of life in an organization or group of people (Cleland and Ireland, 2007, p463). In a culture gone wrong, governmental lifecycles in big public projects can become a culture of ambition, pride, sudden silence and secrecy, blame, and move onto the next major project with few results despite the same individuals in a private sector project demonstrating positive results and performance (Wileman, 2006).

The cost of social responsibilities is of course multi-faceted. Supporting social activities and efforts may detract from productivity while at the same time creates variety in the workplace reducing monotony which tends to improve productivity at the same time. Establishing the correct culture within the organization that embraces values of the community will save costs overall. For example, senior management at Arizona Power Services established policies that prevented adversarial relationships with the NRC at the expense of the schedule (Cleland and Ireland, 2007, p 467). This posture prevented long term costly conflicts and potential shutdowns of the projects while the NRC investigated concerns. This policy was a form of project controls and communication policy. The quality of communications greatly influences the project outcome. Misunderstandings or ignoring local culture, nationalistic or corporate, contribute towards friction and problems (Chen, 2005).  Conflict causes associated costs which may include lost opportunity costs as well as general risk that could lead to delay costs and/or project failure sunk cost.

Sustainability

The choices made by industry, companies, and project managers affect the long term sustainability which are the decisions and practices that ensure long term survivability. In a parallel thought, the book Collapse discusses how societies failed to identify and manage their sustainable natural and economic resources resulting in the societal collapse. Environmental conditions were the underpinning of the economies by providing energy, food production and materials for housing, as well as other economic activities. The author looks to environmental metrics to determine carrying capacity and capability of a given environment (Diamond, 2005). Diamond’s operationalized view applies well to this discussion as companies publish sustainability reports. They attempt to align business objectives with strategic sustainability objectives. Sustainability objectives typically reflect green initiative for sustainable and renewable resources, sustainable workforces, and sustainable markets. Companies realize caring for the environment, people, and cultures has commercial value of future business.

Like Diamond’s carrying capacity and capability of an ecosystem, companies are realizing that capacity is a constraint and are struggling to build models in order to determine the amount of work that can be performed by human and non-human limitations. The limitation of traditional models is that they only consider human work. Projects are selected in an improved model for capacity planning because of factors such as strategic fit and profitability. The new model considers both technical and business capacity constraints (Kerzner, 2009, p 942). A fifth block is suggested that takes into account socio-environmental factors that long term demands of the organizational culture and strategy place on the community and ecosystems, Figure 1.

Figure 1: Improved capacity planning model with socio-environmental factors added (Kerzner. 2009, p 943).



Harmonizing a Solution

The four objectives of green, social responsibility, business, and sustainability are in a balance that places on a sustainability scale, Figure 2. The sage project manager draws upon an organization’s sustainability objectives linking these strategic objectives to project tasks perhaps through effects based methods with the idea to move towards the sustainable. According to the book Collapse, a movement towards the unsustainable would require a complex economy to support where the business operation was deficient. For example, the moon’s environment could not wholly sustain a mining operation. In return for the minerals mined for agricultural purposes, the Earth would provide the resources such as water and food to continue mining operations. A loss of one of the interdependent elements due to depletion or pollution would cause a ripple effect and a disruption on both the Earth and the moon. Sustainable operations are created by understanding, managing, and sustaining the objective factors in a harmonious manner that yields to long term jobs and improved quality of life.

Figure 2: Business, green, and social initiatives converge to place the organization on the scale of sustainability.









Final Thoughts

The matrix organizations prevalent today are a cultural change empowering subject matter experts while disrupting empires and the authoritarian culture of the past. The project manager has transformed from a managerial-supervisory role towards a leadership role. These roles now require the project manager to link strategy to tasks and consider the full scope of impacts against an organization. Green, social, and sustainability issues need to become part of the planning cycle of projects. Only when the harmony between all the objectives is achieved will long term social and financial successes be possible.

References:

Chen, M. T (2005). Innovative pre-planning for international projects. AACE International Transactions, 1.1-01.6. Retrieved

Cleland, D. and Ireland, L. R. (2007). Ch.22: Cultural considerations in project management. In Project Management: Strategic Design and Implementation, (5th), (pp. 463-485). New York: McGraw Hill.

Diamond, J. (2005). Collapse: how societies choose to fail or succeed, 1st ED. Viking Adult, United States.

Finnerty, J. (2007). Issues for the host government. In Project finanacing: asset-based financial engineering. (2nd ed.), (pp 273-285). New Jersey: John Wiley and Sons Inc.

Gelb, M (1998). How to think like leonardo da vinci: seven steps to genius every day. Bantam Dell. New York

Kerzner, H. (2009). Project management: a systems approach to planning, scheduling, and controlling. (10th e.d.). John wiley & sons, Inc. New York.

Morimoto, R., Ash, J. & Hope, C. (2005, December). Corporate social responsibility audit: From theory to practice. Journal of Business Ethics,62(4), 315-325. Retrieved January 29, 2008, from ABI/Inform Global 

Wileman, A. (2006, April). Sorry lifestyle of a government project. Management Today, 28. Retrieved May 7, 2009, from Business Source Complete