Dave Pollard's environmental philosophy, creative works, business papers and essays.
In search of a better way to live and make a living, and a better understanding of how the world really works.



January 22, 2004

TAKE BACK THE AIRWAVES

Filed under: How the World Really Works — Dave Pollard @ 09:42
tommy
I hate commercials. They’re an insult to the intelligence. They’re grating. They’re repetitive. They’re unimaginative. They’re a colossal waste of money that could be spent on something useful to society. Mostly, they’re depressing — they show the low level of intelligence that big corporations can profitably pander to, to hawk their dreadful, overpriced crap. And they show the low level of creativity of Western society — with untold millions of dollars to spend in a medium that can present almost anything imaginable, this garbage is the best they can come up with. How can these bloated corporations and slimy advertising agencies be surprised that the biggest hit of the last television season was TIVO — a tool that finally allows us to skip their god-awful tripe permanently? And what can be more pathetic than millions of people watching a football game each year just for the ads, which are mostly for companies that sell third-rate mass-produced beer and other products that are either bad for you or manufactured in third-world sweatshops anyway?

Why get so worked up about this? Why don’t I just turn them off? Because they’re one of the engines of corporatism, the means by which, from a young age, we’re brainwashed to believe that our possessions, what we buy and wear and eat, determines our identity, our value and rank in society. And because, just like politicians who bribe us with our own money through ‘tax cuts’ (which are in reality simply service cuts), corporations in their advertisements are pressuring us to buy their product with our money. The cost of advertising, which can amount to up to 80% of the ‘cost’ of a brand-name breakfast cereal or sneaker, is passed along to us, the consumers. And we pay it because (a) the ads that we’re paying for coerce us into believing that their brand name is somehow worth the hugely inflated price, and (b) the huge market share that this coercion brings allows these brand names to monopolize retailers’ shelf space and drive those that produce small, local, reasonably-priced products out of the market. Such oligopolies control every industry in our economy.

What’s the answer? The usual solutions to deal with this problem are to boycott the overpriced, overhyped brands and the goods of socially and environmentally irresponsible corporations and oligopolies, to educate ourselves on alternatives by belonging to organizations like Consumers Union, and to pledge to buy local.

These are good ideas, but they are not enough, by themselves, to reach a tipping point to bust the oligopolies, make expensive and deceptive ads unprofitable, and squeeze the hidden inflationary cost of exhorbitant ads out of the price of the products we buy. What we need to do is to take back the airwaves, to realize that the media bandwidth is a public resource and it should be owned by, and for the interests of, the people, not corporations and advertisers. As the owners of the airwaves, we should allow them to be used only for public purposes. As radical as it may seem to those of us in North America (it’s not a radical idea elsewhere in the world), advertising should be prohibited on our airwaves — it is not in our best interests.

How then should programming be funded? Publicly, with the budgets for programs determined by a public foundation with a mandate to support a mix of entertainment, cultural and information programming, and guided within limits by what viewers actually watch, and by a code to be inclusive, politically and culturally balanced and courageous, and to encourage creativity and investigation, and stretch the limits of the media and the minds of the people. Yes, this would be paid for by tax dollars. But remember, we’re already paying for it. Not only would public funding of the airwaves let the people, not the advertisers, determine what we can and should watch for our money, but the profligate waste of billions of dollars in advertising could instead be spent on real programming. And the taxes that pay for the programs would be progressive (income taxes), based on ability to pay, instead of regressive (consumption taxes), based on how much you’ve been duped to buy. Because of the savings on advertising, the cost (and hence price) savings on products would more than offset the cost of publicly funded programming.

We’d end up with, almost certainly, better, more varied, commercial-free programming. The cost of many consumer products would plunge. Oligopolies would be unable to sustain their stranglehold, making many industries much more competitive, opening the door to more small, local, entrepreneurial businesses with the commensurate boost in jobs, and rewarding innovation more and brand less, which would benefit the whole economy.

To those that find the idea of public ownership of the airwaves too radical, think about information and the arts as a public good — like education, health, parks and public spaces. The neocons want to ‘privatize’ all of these things, too — run them for corporate profit and to hell with what the public wants. Most of us can see that in education, health, parks and public spaces the benefits of public ownership and stewardship in the people’s interest far outweigh the ‘efficiencies’ of private, corporate ownership. We need to fight back against the greedy corporatists — in the private sector and in government — who try to bribe us with our own money and denigrate the value of public goods. They’re every bit as great a threat to our democracy as terrorists.

P.S. Last week CBS refused to carry the Moveon anti-Bush spot. Since those that control the media, our airwaves, won’t allow you to see this important message, you’ll have to see it here. Too bad tens of millions of others won’t have that opportunity.

January 21, 2004

WANTED: RE-ENGINEERING CONSULTANTS (NO KIDDING)

Filed under: Working Smarter — Dave Pollard @ 17:12
A friend of mine in executive recruiting is looking for a substantial number of consultants in, believe it or not, business process re-engineering. Requirements include a good general knowledge of the discipline, willingness to travel very extensively, and an ability to deal comfortably with senior executives. The positions are mostly full-time, starting ASAP, and the work is all over North America. Salary is in the high five figures Canadian. Probably of greatest interest to the young and unattached, but I thought I’d ask anyway. If you’re interested, e-mail me your CV, any requirements/conditions, and any companies you don’t want to receive your info.

DAVE’S NEW BUSINESS BROCHURE

Filed under: Working Smarter — Dave Pollard @ 16:03

Here’s a first draft of content for the bifold brochure for Meeting of Minds, one of my two new businesses.
Please excuse the formatting. Comments are welcome.
I’ll show you the draft brochure for The Caring Enterprise Coach later this month.

Welcome to a meeting of minds




Meeting of Minds
is a collaborative, equal partnership of experienced independent consultants, technologists, innovators, learning experts and information specialists. Our partners each possess unique and specialized skills essential to the delivery of our offerings. We have no hierarchy, no physical assets, no front or back office, no overhead, no bureaucracy, and no employees.

We pool our intellectual assets ñ expertise, skills, experience, networks, and leading edge thinking, tools and technologies. We bring agility, economy, efficiency, reach and depth that no limited, hierarchical professional services organization can match.

The products and services of Meeting of Minds fall into three clusters:




logo



Solution cluster 1:
improving front-line effectiveness

A major challenge for business in the 21st century is improving the productivity and effectiveness of increasingly specialized, mobile, business-critical, time-challenged front line workers, and at last realizing, as a result, a healthy return on the businessí major investment in deployed information technology.

The traditional model of ëknowledge managementí, where top-down, centrally managed, standardized knowledge bases, loadsets and ëproductivity suitesí are pushed, cookie-cutter style, to all your employees, have not worked. Nor have attempts to ëcaptureí internal best practices and know-how in massive, central, indexed repositories.

The Meeting of Minds approach is completely different, and is based on our membersí learnings from failed knowledge management and one-size fits all IT deployment programs worldwide.

In contrast to the traditional model, our approach is personal and customized to the needs of each front-line worker. It extends the boundaries of your organization by allowing everyone to tap into the personal internal and external networks of everyone — to bring to bear, just-in-time, the best minds on the planet to solve your business problems, not just the information that your employees happen to have written down in case it was needed again.

Our four offerings in this Cluster are implementations of a new set of front-line focused technologies called Social Networking Applications, voted 2003ís ìTechnology of the Yearî by Business 2.0 magazine. They are:

Personal Content Management: Simple, leading-edge tools and processes that allow individuals to organize, manage, add to and share the knowledge that they have on their desktop. These tools, customized and stripped down versions of commercial ‘weblogs’, also allow this personal, organized collection of knowledge to be shared, simply and automatically, with others at the individual’s discretion, and likewise permit your front-line people to browse and subscribe to the personal knowledge collection of others, inside and outside the organization, reciprocally, worldwide. The PCM tool therefore serves as the individual’s proxy, e-filing cabinet, CV and calling card.

Expertise Location: Simple, boundaryless networking tools that allow individuals to find world-class expertise inside or outside the organization to solve large and small business problems quickly and effectively. These tools, customized versions of commercial social networking applications, can tap into PCM knowledge and the assessments of others outside the business to enrich and extend the search for expertise, automatically collect and maintain a ‘super address book’ of expertise to provide instant, multiple points of contact with identified experts, and can even be used to contract to buy from or sell to those outside the organization.

Simple Virtual Presence: Simple, professional laptop based tools that provide one-click multimedia access to anyone in each employee’s ‘super address book’, and virtual presence at any conference. Used in connection with a rotatable laptop camera and headset, these tools simultaneously show a view of the person you’re talking to, the document or presentation you’re collaborating on, and any sidebar instant messaging conversations you’re participating in.

Personal Productivity Improvement: Short, focused, pre-researched, one-on-one sessions with each of your front line people that address the specific technology and information challenges of each individual, configure their computer for optimal personal use, provide useful leave-behind reminder tips (‘cheat sheets’), and identify and report back to management systemic knowledge and technology problems that are hampering employee effectiveness on a wider scale. These sessions hone employees’ problem-solving, researching, analysis and communication, consultation, collaboration and technology use skills in the context of what they do in their individual roles, in ways that work for them.

Social Networking Applications, properly designed and implemented, are as easy to use as a telephone, and function intuitively, allowing individuals to do electronically and virtually what they now do physically, in an analogous manner, without the need for substantial training.

These products and services can be used to innovate, reinvigorate, enhance, and improve the effectiveness and value of your IT, Learning and Information/ Knowledge Management teams and processes, and enhance the productivity of everyone in your organization.

We work closely with the people at both the top and front lines of your organization to achieve these improvements. We do not reduce cost or the need for people in your organization. Instead, we enable your existing staff to do significantly more, in areas that are strategic, even critical to your businessí success, and to do so more effectively.



Traditional, Failed Approach Meeting of Minds Approach
Content Management Strategy Large, centrally- managed repositories Personal, individually- managed repositories
Knowledge Acquisition Strategy Internal employees contribute to central repositories Individual repositories are connected peer-to-peer
Knowledge Deployment Strategy Centrally-available knowledge is promoted Individual repositories are ‘published’ and ‘subscribed’ to
Knowledge Re-use Strategy Search repositories for previously contributed knowledge Just-in-time canvassing of ‘community’
Boundaries of Knowledge Sourced from and shared within the organization only Sourced from and shared anywhere (subject to security policy)
Critical Connections People to (internal) knowledge People to (internal & external) people
Critical Knowledge Tools Intranet search engine and internal community of practice ‘spaces’ Expertise locator & individual repository browsing, publishing & subscription tools
Standard Collaboration Protocol Face-to-face meetings Simple virtual presence
Technology Deployment Strategy Standard ‘loadsets’ and productivity suites for all staff Customized, personalized tools for each person
Technology Training Strategy Standard group training and computer-based instruction Individual, face-to-face productivity training
SVP


Solution cluster 2:
INFRASTRUCTURE STRATEGY & ORGANIZATION

Management today has a love-hate relationship with infrastructure. On the one hand, it is the long term investment in technology, intellectual capital, and learning that helps the people in the business do what they do best, effectively, and provides enduring competitive advantage to the company. On the other hand, much of this investment is in areas that are not core competencies of the organization, and it’s difficult for management to measure and justify its value, especially when today’s mantra is to outsource everything possible, especially in areas of fixed cost.

Meeting of Minds can help you identify which technology, information, learning and other infrastructure strategies make sense for your business, and whether, and how, to outsource. Our three offerings in this Cluster are:

Infrastructure Strategy Alignment: We help you assess alternative infrastructure strategies, bringing to bear competitive intelligence on which strategies have and haven’t worked for other companies in your industry. Then we show you which alternative strategies are most closely aligned to your short and longer term organization-wide business strategy, and help you find a migration path that will give you the infrastructure you need, where you need it, in both the near and long term.

Infrastructure Reorganization & Outsourcing: We take a look at your overall infrastructure resources and investment, and the value they provide to your business. Then, drawing on leading global practices in infrastructure organization and management, we help you determine whether, and how, reorganization of your infrastructure groups and redeployment of intellectual resources can benefit operational effectiveness. If outsourcing is a logical alternative, we work with the existing staff to help them be part of the solution — helping them set up new infrastructure specialty houses that can improve their job satisfaction while transitioning them from an employee to a supplier relationship with you.

Infrastructure Future State Visioning: At Meeting of Minds we take a long view of business change. We know that sometimes what provides short term pain creates long term pain, and that many businesses are undone not by poor business management but by failure to anticipate and adapt to unexpected innovations and environmental changes in the industry. We closely monitor what’s happening at the leading edge of intellectual capital development and management, and how today’s emerging infrastructure tools will transform the way business is done tomorrow. Future State Visioning can provide you with a dynamic scan of the horizons of your business and industry, and allow you to anticipate and capitalize on future trends, and stay on your industry’s leading edge.



SELF-ASSESSMENT QUESTIONNAIRE:
KNOWLEDGE, TECHNOLOGY & INNOVATION SCORECARD

Here are ten questions that will help you self-assess the current state of your knowledge, technology and innovation infrastructure and processes. If you’re not able to answer ‘yes’ to each of them, Meeting of Minds would be pleased to help you get you there:

1. Are you aware of, and satisfied with, the return your business is getting on its investment in information, technology and learning?

2. Do you know what the prevailing ‘information behaviour’ of your front-line people is — how they use information, where they look for it, what sources they trust, and how they learn?

3. Are your people able to effectively use the technology and information that is available on their laptops/desktops — can they find what they need quickly, reliably and efficiently?

4. Do your people travel only when other effective means of communication, meeting and collaboration are unavailable — do they even have these alternatives at their disposal and are they comfortable and effective using them?

5. Are you, and your senior IT and KM people, aware of the existence of, and potential value of, Social Networking Applications, and why Business 2.0 magazine called them 2003′s Technology of the Year, and why some people think Social Networking will be the successor to Knowledge Management?

6. Do you know the pros and cons of central vs decentralized vs outsourced models of infrastructure management — technology, knowledge and learning — and are you confident your company has it right?

7. Do you know how much of your revenue is coming from new and innovative products vs. incremental and ‘sequel’ products, and is it substantial enough to achieve your revenue goals even in the face of new competitive price pressures?

8. Are your best and most creative people happy, fulfilled, charged up about their jobs?

9. Do you really understand how the producer-customer relationship has shifted in unprecedented and inexorable ways in the past decade, and how your business should adapt or even reinvent itself around a new relationship with customers?

10. Are you on top of the latest techniques in business management — viral marketing, working capital outsourcing, scenario building — and are you using them effectively to help your business succeed?



Solution cluster 3:
RE-ENERGIZING BUSINESS INNOVATION

In the early years of the 21st century the focus of business has been on short-term productivity and cost management, and many businesses have taken their eye off the ball of innovation, the longer-term engine of business success. At Meeting of Minds we’re watching for you, tracking innovations, notably in some unexpected industries and countries, that will transform business and produce new products and services with unimagined benefits and render today’s products and services obsolete. Here are six of our offerings in the Innovation Cluster:

The New Business Incubator: Your most creative people are also likely your most entrepreneurial and least risk-averse. Taking a page from some of the world’s most innovative companies, we can help you set these people up in their own new business incubator, and set them free to do what they do best. We’ll teach them the basics of entrepreneurial business management — a program we call Entrepreneurship 101 — and work with you to set them up in a separate autonomous business, where they set the rules, they decide on priorities, they source and manage their own budget, they take all the risks, and you are their #1 customer.

The Innovation Amplifier: Drawing on our knowledge of how innovation succeeds in different business environments, we can assess your existing innovation processes and your ‘innovation culture’, and help you introduce proven techniques and methods that will give you a better ‘environmental scan’ of emerging trends and technologies that could have application in your business, better connectivity with your most future-astute customers, skill in ‘thinking customers ahead’ to assess the commercial value of new ideas, an ability to ‘fail early’ to cut the costs of unsuccessful innovation, and the competence to commercialize and implement innovative products, services, processes and technologies effectively.

Economic Scenario Builder: Using a variety of financial forecasting and sensitivity models, the Economic Scenario Builder can answer your ‘what if’ questions about the impact on your business of sudden changes in interest rates, unemployment rates, currencies, tax rates, GDP growth rates, trade, social and environmental laws and regulations.

The Customer Handshake: The latest innovation in Customer Relationship Management is a very old idea: build your contract with customers on trust, transparency, and a simple ‘handshake’ commitment to mutual satisfaction. The concept uses simple-language agreements and tools that replace today’s adversarial relationship with customers with a collaborative, ‘win-win’ relationship of respect and compromise.

Working Capital Monitor: Inability to properly manage cash, receivables, payables and inventories is the #1 cause of business failure. The Working Capital Monitor is a tool for forecasting and optimizing levels of each of these assets.

Viral Marketing Toolkit: Capitalizing on the explosion of connectivity and information in today’s consumer society, and new knowledge of how ideas are propagated and catch hold, one person at a time, the Viral Marketing Toolkit shows you how to promote your products and services without coercive and expensive advertising.

Sample credentials:
dave pollard, founder

Each of the members of Meeting of Minds is an independent businessperson. When you decide to contract with us to help your business succeed, we work with you to select the team of Meeting of Minds experts best suited to the particular project.

Each of our members has unique, deep and exceptional business skills and experience. As an example, here are some of the credentials of Dave Pollard, the partnership’s founder:

  • Thirty years of business experience
  • Ten years as Chief Knowledge Officer of Ernst & Young in Canada, and as their Global Director of Knowledge Innovation
  • Director of the Center for Business Knowledge, the world’s largest and most award-winning centrally managed knowledge organization
  • Core Member of Ernst & Young’s Innovation Team and author of the firm’s Idea eXchange innovation database
  • Fifteen years advising entrepreneurial businesses on all aspects of business success — financial and operations management, start-up, forms of business organization, financing, acquisitions & divestitures, IPOs, process improvement, technology and general business advisory services
  • Author of many published articles, presentations, book chapters and speeches on social networking, knowledge management, innovation, the virtual workplace, and the future of business
  • Author of Canada’s highest-rated business weblog



[Contact information]

January 20, 2004

THE BLOGGER’S ROLE IN THE MEDIA

Filed under: Using Weblogs and Technology — Dave Pollard @ 11:34
zuboffYesterday I received a delightful note* from Shoshana Zuboff, author of The Support Economy, which describes what I listed as one of the most important political & economic ideas of 2003. Newsweek editor Fareed Zakaria, who wrote The Future of Freedom, wrote to me last fall about my review of his book on these pages. And I’ve communicated recently with one of the editors at Fast Company. I didn’t take the initiative in any of these communications.

The fact that leading writers and journalists know we bloggers exist, and take the time to thank us and clarify their thoughts (and ours) in correspondence with us, comes as something of a surprise to me. It is at once sobering and flattering that we even appear on their radar screens — there are, after all, millions of us, and, at least in this corner of the blogosphere, we’re not even A-listers.

I think in fact we play a much more important role in the media than we might think. That role is a result of the power of our networks, which are more dynamic, sensitive and agile than those of print journalists and book writers. We can sense quickly and effectively when there’s something happening — a shift in public consciousness or attitude, a new issue or idea gaining traction — because of our connectedness, because of the strength of weak ties and those ties’ ability to create at least small tipping points. If the mainstream media are the stomach of the media beast, its power plant, we are its antennae.

This role provides us with both opportunities and responsibilities we might not realize. The opportunity depends, of course, on what your blog is about, but there should be some general principles that apply to any of us in this periphery of the information society. Here are a few ideas on how bloggers could connect better with other media, and perhaps raise our profile and expand our role in the process:

  1. Tell the media you’re talking about them: If you cite a writer in your blog, and do anything more substantial than just link to something they’ve written, let them know. Even if it only brings results 10% of the time, invite them into the conversation. Many professional writers have no idea what blogging is about, and you can really open their eyes to the opportunities for connection and idea exchange.
  2. Find their personal e-mail addresses: Work to bring print and audio-visual media writers into our networks: Try to dig out their e-mail addresses, encourage them to post them at the bottom of their articles, the endpages of their books, the bottom of the screen, the end of the broadcast, the media company’s website. Letters to ‘the editor’ or to ‘the network’ or to ‘the program’ just don’t cut it any more. We want to get personal. Once you’ve got their e-mail address, use it, but do so sparingly and always send them something they can use.
  3. Make it easier for them to reach you: We bloggers need to do a better job of identifying our own e-mail addresses on our sites, so that mainstream media people can find them without looking for cryptic symbols in the corners of our pages.
  4. Offer to collaborate: Volunteer to play a role in a favourite writer’s follow-up or next article or next book. Feed them ideas, briefly, thoughtfully, as often as they occur, but but don’t take it personally if they don’t respond. Writers have lots of irons in the fire, and often live hand to mouth. Malcolm Gladwell’s recent article on SUVs and learned helplessness was mentioned as a project in progress in an interview he gave five years ago. And remember they work for editors, and even if your contact likes your idea doesn’t mean it will necessarily see the light of day.
  5. Make yourself available: If you have the gift of speaking impromptu, the media are always looking for articulate subject matter experts who can give them quick sound bites on controversial issues. Just make sure you think before you speak!
  6. Don’t exaggerate or misrepresent: Identify and respect your sources, but don’t be afraid to volunteer your own opinion. And never, ever, make anything up, or lie about your sources or your own credentials. You’ll get caught, and you’ll be toast.
  7. Do the work that they can’t: Understand that their writers make their living from what they do, and are very unlikely to pay you, or even share much credit with you, and don’t want you writing the story for them. They do want you to do their research for them, however — most writers today don’t have time or budget to do investigative reporting, chase unsubstantiated leads, do background work, or double-check facts. They need people to do that for them, ideally for free.

Not very glamorous, admittedly. Or profitable. But it builds on our strengths — connection, knowledge skills, research skills, numbers, breadth, time. Yeah, I know — what we really do well is write. What we really want is a column in the big papers, or the monster magazines, with a book deal on the side. Patience. The mainstream writers are just discovering us. The editors will take a little longer.

divider

* I wrote:
Idea #8: The next economy will support consumers holistically to solve their problems, not just sell them products – In her book The Support Economy, Shoshana Zuboff argues that what is needed is a new economic layer, a ‘re-intermediation’, between the producer and consumer, which consists of ‘federations’ of businesses and ‘advocates’ who work collaboratively to look after the busy consumer’s needs cradle-to-grave and deal with the multiple suppliers in the product/service delivery process. I confess I don’t share the author’s exuberance that such ‘support’ will be affordable by any except the rich elite.

Professor Zuboff replied:
Federated support networks are not intended as a reintermediation or as an additional “layer”. If that were the case, then your skepticism would be well founded. It would cost too much. You can’t preserve the status quo and just add another layer, we will all drown in cost and administration and end up further away from the support we desire. Sometimes even the book’s most avid fans think of advocates as some kind of super concierge. I suppose because that’s the closest model we know that can help us imagine “support”. But concierge services exist to buffer us from the adversarial DNA of the enterprise system. Our argument is that the conditions are ripe for the emergence of a new system with wholly different DNA. It won’t need buffers, or layers, because it is either fundamentally aligned with my needs, or it fails.

Federated support networks exploit the digital medium to eliminate the administrative hierarchy we just spent 100 years building and expanding. That’s what we call “infrastructure convergence”, and without it there is no way to think radically about new cost structures. We needed that hierarchy, or at least some of it, when these integrative technologies didn’t exist. We don’t need it now.(this is the history of the literature on transaction costs, and Chandler’s basic point.) The key issue now is the way in which a distributed model, now made possible by technology, can subsume the old models based on concentration. That is the step function that can eliminate massive cost and allow the whole enterprise system to be reconceived and reorganized around the needs of individuals and families, instead of around products or services. As Seymour Melman demonstrated half a century ago, managers are never going to stand in line to give up all the stuff that reports to them. These institutions probably can’t be rescued from the downward spiral in their entirety (some assets will survive, but reconfigured). We need new ways of starting, just like Ford did a century ago.

I also really appreciated the Fast Co. Wal-Mart piece, and especially the way it vividly illustrated this endgame.

January 19, 2004

JEFF MASSON AND THE VIRTUE OF GENTLE PERSUASION

Filed under: Preparing for Civilization's End — Dave Pollard @ 13:36
moonIn his new book The Pig Who Sang to the Moon, Jeffrey Moussaieff Masson continues the critical life’s work he began with the groundbreaking When Elephants Weep: The Emotional Lives of Animals. Masson understands the importance of repetition in achieving something as enormous as changing an entire culture’s belief system, and he is patient and dispassionate in doing so. Like his previous books, The Pig Who Sang to the Moon is a dense and methodical mix of scientific citations and compelling anecdotes in defence of his continuing thesis: that animals are not only intelligent, but also live rich and complex emotional lives. Previous books have dealt with animals in the wild and with pets, and the subject this time is the most difficult of all: Farm animals, which Masson correctly points out should more properly be called ‘farmed animals’.

Masson understands how politically charged his subject is, and carefully avoids overstatement, provocative language or grim descriptions of factory farms that would raise defensive barriers. He is trying to move fence-sitters here — potential allies in the farming community, social and political leaders, borderline vegetarians and other writers who intuitively sense there is something terribly wrong with raising animals in cramped, painful, mind-numbing, artificial quarters just so we can slaughter them in astronomical quantities to feed the never-ending explosion of human numbers. He’ll cite a well-researched report or a respected scientist and follow up with a delightful, always positive, never confrontational story. He qualifies almost every statement he makes, and almost apologetically leads you to the obvious conclusion. He will not condemn our attitudes and actions, preferring instead to explain and understand them, and then gently suggest logical and compassionate alternatives. He explains the atrocities (my word, not his) that are committed against farmed animals by saying simply “it is in our own self-interest not to know them; it is easiest to disconnect from whom we are eating if we know nothing at all about them”. Even his conclusion advocating a vegan diet and the eschewing of leather, wool and down products starts with the word if.

And to the reader who doubts what difference one person acting on that suggestion would make, he lists the number of animals spared suffering by a single human vegetarian in one lifetime: 6 cows, 22 pigs, 30 sheep, 800 chickens, 50 turkeys, 15 ducks, 12 geese, 7 rabbits, and a half a ton of fish. Masson confesses that he has not yet converted completely to a vegan diet, but explains how quickly the vegan alternatives to animal food products are improving in quality, taste and variety. Like me, he’s getting there, urged forward, one step at a time, and he’s likewise urging others on, one person at a time. The Pig Who Sang to the Moon is a charming and engaging book with an important message for all of us.

January 18, 2004

THE FEAR OF NATURE

Filed under: Preparing for Civilization's End — Dave Pollard @ 20:38
starlingsIn his book Extinction: Evolution & The End of Man, palaeontologist Michael Boulter reviews past cycles of evolution and extinction on Earth, and sudden cataclysmic extinctions (caused by meteorites or massive volcanic eruptions). He predicts with scientific detachment the probability that the next great extinction has already begun, and that man is very unlikely to survive it. We are simply not endowed with the right attributes and physical adaptability. The next flourishing of life on Earth, says Boulter, will be dominated by creatures of the air — the birds and insects. It was by taking to the air and evolving into birds, after all, that the dinosaurs survived the last great extinction. AprËs nous les dragons.

This winter I’ve taken up a new hobby, birdwatching, and as with all my new hobbies I start with a flurry of research. The incredible sophistication of the design of birds — aerodynamically, thermodynamically, and socially — is endlessly fascinating to me. Birds have a body temperature of about 108ƒF, although some birds like chickadees are able to lower their body temperature by up to 20ƒF at night in winter, a process called shallow hibernation that helps reduce body heat loss. Unless injured, birds rarely freeze to death, even in -50ƒF temperatures. Their feathers have extraordinary thermal qualities, and can be fluffed out to increase these qualities further. Their usually easy and carefree ‘work’ schedule stretches out to an exceptional four hours per day in very cold weather, as they bulk up on fats and proteins, which they work off at night by shivering, generating enough extra heat energy to sustain their body temperature. There’s no indication that this shivering is uncomfortable to them as it is to us (perhaps it’s more akin to the way we shiver in the throes of passion). They don’t go to particularly great pains to find the warmest possible shelter on cold nights, preferring, like human homeless people, the closest unoccupied place out of the wind over much warmer, more crowded, places further afield. Their evolved body chemistry also allows them to fly at heights with thin oxygen despite their rapid respiration rate — they have auxiliary air sacs beside their lungs, that also allow diving birds to stay underwater for 15 minutes at a time. And their metabolism allows them to fly thousands of miles, for three days at a time, without stopping or landing, during migrations that can take them from one end of the earth to the other, at speeds up to 100MPH.

I especially like watching the chickadees and sparrows, which scientists believe are, in this part of the world anyway, the only species that are somewhat dependent on the welfare of bird lovers for sufficient food during the winter. The chickadees announce my arrival at the bird feeder with a unique and elongated trill, repeated among the group that hang around the massive old evergreens beside our house. At first I thought this was a warning — human in area message, but they’ve become so tame in my presence now that I know this message is seed guy’s here — lunch is on. They soar from the evergreens to the sunflower seed feeder with three graceful and elegant dips, making perfect stops on the small plastic rods below the feeder openings, grab a seed and take off, the next one arriving just as it leaves. The sparrows tend to arrive later, and are more sociable, dining at the mixed seed feeder a dozen at a time. Just before sundown they’re at their most voracious, bulking up to fend off the coming night’s cold. To the shyer juncos, cardinals, finches, nuthatches, creepers and wrens, this seed is less critical fare, and like the occasional jays and crows, chipmunks and squirrels, they’re content to eat the seed that’s been blown, kicked or dropped from the feeder by the chickadees and sparrows.

wing

The most remarkable thing about birds, of course, is their aerodynamics. Birds have between 1000 (hummingbirds, whose aerodynamics would need a completely separate article) and 25,000 feathers (swans), of at least six different types. These feathers, which evolved fairly rapidly and dramatically from reptilian scales, are almost pure protein, almost weightless, and staggeringly complex and intricate in their construction and variety. The dominant contour feathers themselves come in multiple varieties. They’re used for flight, and include the very different wing and tail flight feathers, plus some feathers that biologists think are for protection, body aerodynamic shaping, and colour. The colours of birds, by the way, are a reflection of what the birds eat — the pigment comes from their food — and hence a message to migrating birds of what foods are locally available. But the colour of birds is even more complex than that: Part of the colour of birds is due to microstructure of the feathers themselves, and is a result of refraction of light rather than pigment on parts of the body that can’t aerodynamically sustain the weight of pigment (most birds’ thousands of feathers are so light they would not, all together, register on the most sensitive household scales).

The down feathers are for insulation, of course, and of completely different construction from the contour feathers. The other four types of feathers — semi-plume, filoplume, bristle and powder — are utterly different again. No one really knows what they’re for, though educated guesses include environmental sensing, protection, cleaning, and sound muffling (in the presence of insect prey). The feathers can be manipulated in all directions in an almost unlimited number of sophisticated ways. The elegant pinpoint stops on the feeder rods are made possible by a simultaneous angling of the wings, a manipulation of the wing tips, and a turning down and fluffing out of the tail feathers to increase drag. No human technology has even come close to the precision and intricacy of these manoeuvres. Like our fingernails, the closest human evolutionary cousins of feathers, birds’ feathers grow from a root to full growth, and then the cells that permitted the growth, their work done, die. Every feather is replaced by a new one on average every nine months. The musculature of birds is focused in the wings. Fused, incredibly strong bones replace muscles in other places to minimize weight. Birds have three eyelids to protect their vital eyesight, which is up to eight times more acute than ours, much better able to distinguish colours and detect movement. Birds can see with startling, crystal clarity things we see only as a blur.

When you study nature in this way, without judgement or condescension, a way that has only been done in our culture for a few generations, it changes your whole worldview. When I was young, growing up in a prairie Canadian city, I was fascinated and terrified by nature. My favourite animals were wolverines — I learned stories about how they would attack much larger animals. The sheer otherness of nature, its difference from the world ‘people’ lived in, was the stuff of boys’ dreams. I could be Davy Crockett, staring down bears and wearing ‘coonskin caps. If I could overcome my aversion to beetles and spiders and snakes, I could learn wilderness ‘survival’ skills, how to stay alive despite overwhelming hardship, deprivation, scarcity, cruelty.

Where do we get this crap? How do we get this strange, warped sense of what the world is like beyond the fragile, flimsy, artificial walls of ‘civilization’? Why do we so misunderstand, romanticize, fear — nature?

Today, I’m fortunate enough to live adjacent to wilderness. Half of our four-acre property is pond and swamp and forest and cannot be touched, and I wouldn’t have it any other way. Right behind us is a six hundred acre tract of wilderness. I’ve wandered into the forest and seen magnificent grey wolves no more than 20 feet away. I’ve seen foxes and coyotes and stags flee at my approach. I’ve been stared down by a 100-pound, three foot long beaver. Snakes and strange, primeval insects share the patio as I sip my morning tea. Even before I studied the birds, I knew they didn’t live their lives in misery, constant terror, near-starvation. My childhood pity for the birds huddled against the cold has long ago given way to a sense of awe and envy.

I did some research to try to understand the prevalence of the myths that make us so misunderstand and even, if we were to be honest with ourselves, fear nature. There seem to be three theories, all of which relate to our tendency to fear what we do not know and understand:
fear of nature

The physical theory, espoused by anthropologists and environmentalists, is that we fear nature because we’ve been physically separated from it for so long that we’ve become ignorant of its beauty and grace and peacefulness, and prone to believe the sensationalist nonsense of nature being cruel and savage. The moral/psychological theory. espoused by students of religion and philosophy, is that the salvationist, acquisitive culture, the culture that has become ubiquitous on Earth since the invention of agriculture, urbanization and the spread of western religions, teaches us relentlessly that we are morally and spiritually separate from ‘the rest of nature’, and that our relationship with nature is adversarial and competitive, and as a result we have become psychologically separate from, and hence unable to understand, what nature is really like. The third, scientific/intellectual theory, is that our brain’s evolved size, complexity and capacity for abstraction has so expanded our imaginations that, with the lack of direct empirical contact with nature, we imagine nature as huge and ominous and mystical and terrifying and full of danger.

As I was putting together the chart of the three theories above, I began to realize that they’re interrelated and inseparable and they reinforce each other, and it’s the insidious combination of our physical ignorance of nature (for most of us anyway), the relentless psychological indoctrination we receive about nature, and our vivid imagination about things that we don’t understand, that together produce the total fiction of nature as dangerous, difficult, tragic and fearsome. The problem is that the underlying causes that have led to these fictions — overpopulation and environmental stress, our acquisitive/salvationist culture, and the evolution of our brain and imagination — are themselves connected and self-reinforcing. So the only way we’re going to be able to achieve a reconciliation, a re-connection, between man and nature, on any kind of universal scale, is to deal with all three causes at once.

I think the way to do that, aside from having to do a lot of education in a very short period of time, is to stop moralizing and rationalizing about nature (in either adversarial and ‘noble savage’ romantic ways) and start to think about nature in A Third Way. Religion and philosophy are rooted in, and hopelessly tainted by, our cultural anthropocentrism. To try to understand nature from the perspective of anthropocentric morality is as futile as trying to understand the motion of the stars using ancient Earth-centric Aristotelian astronomy. To try to describe nature from the perspective of anthropocentric rationality is like trying to teach someone your language when you have no shared vocabulary or grammar to build on.

The Third Way is to understand nature instinctively, intuitively. Trusting your instincts makes things that are inconceivable morally or rationally, as easy for humans to conceive of, and understand, as they are to birds. Scientists have been trying rationally, scientifically, to understand how birds fly, and the staggering complexity of birds’ aerodynamic apparatus since Da Vinci, and have hardly made a scratch in that understanding. Meanwhile, instinctively, birds know what they have to do to fly. It is, to them, staggeringly simple, obvious. The instinct is hard wired in them. Moralists and philosophers have been trying to construct codes of conduct and behaviour to explain and modify human behaviour since before the invention of language, and still every century we kill and damage each other in greater degrees and greater numbers, behave in successively more barbaric and less ‘civilized’ ways. Meanwhile all the other life species on Earth, who have neither capacity nor need for moral codes, conduct themselves in amazingly collaborative and synergistic ways that optimize the quality and quality of life of every creature on the planet — save perhaps man. The instinct to do so, to know what to do and how to do it, is part of them. They don’t have to learn it. There is nothing romantic or mystical about this. It is just listening to the simple, inherent language of evolution.

This same instinct is hard wired in us. It was for three million years, long before we developed moral codes and rational skills. We’ve simply forgotten how to listen to these instincts, how to trust them. But despite the efforts of moralists and scientists to sublimate our instincts for 30,000 years, to replace them with something uniquely human, it’s very hard to bury three million years of knowledge coded in our DNA. Just learn enough to set aside the fear-mongering crap the moralists want you to believe, and enough to suspend your stupefying belief in our technology’s superiority over the elegant natural science of a hummingbird’s wing, and take a walk away from the trappings of civilization, the universe of human myth. Walk in a place relatively untouched by man’s heavy hand and just listen. You’ll remember your instincts as soon as your head clears.

If you were to ask me if, at age 52, I would be willing to give up the rest of my life for the chance to experience five years as a songbird (an average lifespan for such birds — though crows and geese live 15-20 years and parrots 80 or more), to give up the security and intelligence and property I have accumulated and live free of the demands of human life, spending an hour or four each day finding food, and the rest of the day simply living, just being alive as part of this wonderful, magical world, to be completely free of any demands or restrictions, to be able to fly, I would say: In a heartbeat.

January 17, 2004

ELEVEN SECONDS

Filed under: Our Culture / Ourselves — Dave Pollard @ 13:04
eleven seconds
You’re driving along the highway when suddenly the wind picks up and blows the snow right at your windshield. The road is covered with snow so it’s hard to see where the road-edge is, so you slow your Nissan to 40MPH and join the other vehicles in a kind of slow-moving convoy. You stay close enough to the car ahead of you, a station wagon, to keep it in sight and stay on the road, and you notice a light truck behind you doing the same thing. You’re about ten minutes away from the next town. But the view of the station wagon ahead is obliterated by another snow squall, and for several minutes you’re driving blind. You think about pulling over but are afraid if you do the vehicles behind you won’t see you and will plow into you. You notice there are no vehicles coming the other way.

And then the squall slows and you see a long dark shadow ahead. A long line of cars 400 feet ahead. Stopped.

time = 0 seconds:
You’re young, and alert, and it only takes you 2/3 of a second to hit the brakes. You have snow tires, but you’re on a raised bridge and it’s icy. You’re skidding, but staying straight.

time = 1 second:
59 feet since you saw the blockage ahead. The guy in the truck behind you sees your brake lights and it then takes him 2/3 of a second to hit his brakes. He’s 60 feet behind you, about 7 car-lengths.

time = 2 seconds:
114 feet since you saw the blockage ahead. The guy behind you is getting closer.

time = 3 seconds:
164 feet since you saw the blockage ahead. You remember that on dry roads a small car can brake from 40MPH — that’s 60 feet per second — to zero in 3 seconds, decelerating at 20 feet per second squared. It seems like 3 minutes since you started sliding. The wind’s picked up and you lose sight of the line of cars ahead. You no longer know if you’re going straight.

time = 4 seconds:
208 feet since you saw the blockage ahead. It looms back into sight, half as far away as when you first noticed it, but you still think you can stop in time. You start thinking crazy things: steer into the ditch, slowly? No, you’re still going what feels like 25MPH, too fast. You’d spin anyway, probably. Would the emergency brake help?

time = 5 seconds:
246 feet since you saw the blockage ahead. The truck behind you is now only 3 car lengths behind you, and closing. You decide that’s his problem — nothing you can do.

time = 6 seconds:
280 feet since you saw the blockage ahead. You know you can stop in time, now.

time = 7 seconds:
307 feet since you saw the blockage ahead. About 17MPH. It’s like time is slowing to a stop.

time = 8 seconds:
329 feet since you saw the blockage ahead. But the truck is right on your ass.

time = 9 seconds:
Half way into the 9th second the truck hits you. It’s going at 18MPH and you’re going 10MPH, but it feels like much more than an 8MPH impact. Your foot is shaking on the brake pedal.

time = 10 seconds:
You’re braced to get hit again but it doesn’t happen. The truck’s right behind you and you’re afraid the impact will push you into the station wagon, 26 feet ahead of you.

time = 11 seconds:
You stop 12 feet shy of the station wagon. The truck hits you again, but just nudges you ahead four feet. You’re both stopped. The station wagon has kids in the back, unbuckled. The driver of the station wagon pulls ahead to the side of the road.

time = 16 seconds:
A cop knocks on your window. He screams, hysterically. He tells you to put your car in the ditch, walk to the front of the pileup alongside the ditch. He says if the guy behind you had been a semi or a Jeep, you’d be dead. He repeats the same message to the driver behind you. You don’t understand why he told you this. He’s preparing himself for the next vehicle coming along, for the worst.

You drive into the shallow ditch, grab your winter clothes and climb out. You walk behind the station wagon family, beside the driver who hit you with his truck. He’s just old enough to drive and you know the insurance company’s going to raise his premiums sky-high, but you’re numb and cold and don’t know what to say so you just exchange license and insurance information. You pass 20 vehicles in the pile-up, including two trucks with small cars wedged partly underneath them. When you get to the front you’re surprised that there’s emergency vehicles everywhere, and none of the passengers from the front vehicles is in sight. You’re ushered into a waiting tow truck and he says to write down you plate number and that he’ll drop you at the police station in town and you’ll be paged when your car’s been towed.

You keep going over the 11 seconds again and again, asking the tow truck driver if you should have done something different. He says the first collision happened nearly half an hour before yours, and there’ll be more. Happens every winter on that bridge, he says. The cop saw you stop in time, you’re home free, he says. At the police station, you fill out the accident report, and stand in line to file it.

divider

This happened to me thirty years ago, the only accident in my thirty-seven years of driving. I remember it as if it were yesterday. Reading the article last week by Malcolm Gladwell on the safety of SUVs, and driving yesterday morning on a snowy highway with poor visibility brought it all back. For thirty years, whenever the weather gets bad, I’ve been checking out who’s driving behind me.

January 16, 2004

RICHARD KAHN ON THE ENVIRONMENT

Filed under: Preparing for Civilization's End — Dave Pollard @ 21:55
logoRichard Kahn’s Ecological Weblog is back after a several month hiatus. Richard sorts through the many, many sources of environmental and animal rights news, and separates the news that is critical and actionable from that which is merely depressing. But on top of that, Richard offers excellent analysis, revealing what are meaningful advances and what are simply exercises in hype. Recent topics:
  • How ‘national security’ claims are blocking needed access to information about environmental accidents, abuses and risks
  • Why Al Gore isn’t the best or most credible Democratic spokesman on environmental issues
  • Why the Democrats’ New Apollo Alliance on renewable energy and innovation is wrong-headed
  • How radical environmental protesters are getting longer prison sentences for property damage offenses than some murderers and rapists receive

If you’re an environmentalist and haven’t the time (or can’t bear) to read all the environmental news sources and blogs out there, checking out Richard’s blog regularly will ensure you stay on top of the really important issues.

MCMASTER WORLD CONGRESS

Filed under: Working Smarter — Dave Pollard @ 21:28
mcmasterJust got back from the McMaster World Congress on Intellectual Capital and Innovation, where I made two presentations. I’ll have more to say about the Congress in a few days. In the meantime, I welcome any Congress attendees that have found their way to How to Save the World. I’d like to direct them to:
  • The Table of Contents of Business Innovation, Entrepreneurship & Knowledge Management posts near the top of the left sidebar
  • The links to my McMaster papers on the Future of KM and the Next Economy, in downloadable Word format, also found in the left sidebar (my regular blog readers will have already read versions of these in my daily posts), and
  • The section entitled Business/KM Blogs under Blogs & Resources I Read, further down in the left sidebar, containing links to the weblogs of about 40 leading thinkers on Business, Social Networking, Innovation and Knowledge Management. Happy reading and congratulations on a great event.

January 15, 2004

THE SILENT KINGDOM

Filed under: How the World Really Works — Dave Pollard @ 11:42
mosque
Lawrence Wright has just completed a year-long stint as guest editor of the Saudi Gazette, one of the two major English language dailies in Jeddah, Saudi Arabia. In the January 5 New Yorker, he provides us with a rare glimpse of closed Saudi society, in a disturbing and substantial (20,000 word) article called The Kingdom of Silence. I hope Lawrence chooses to expand the material in this article into a book (he has written several books, and screenplays including The Siege) by adding some analysis, and some lessons for us in the West. Some excerpts:

[I began to see] Saudi society as a collection of opposing forces: liberals against religious conservatives, the royal family versus democratic reformers, the unemployed against the expats, the old against the young, men against women. The question is whether the anger that results from all this conflict will be directed outward, at the West, or inward, at the Saudi regime…What I found [everywhere I went] was quiet despair, an ominous emotional flatness.

Expats hold 70% of all jobs in the kingdom. [Although unemployment among Saudi youth is astronomical] employers don’t want to hire their own people. “Showing up for the job is not a priority for [Saudis, the secretary-general for tourism told me]. Even the culture of working as a team is not there.” Unemployed natives now view expats with resentment rather than gratitude. “We hate it!” a Saudi friend confided when I asked how he felt having to speak English or Urdu to order coffee. But Saudis refuse to accept [entry-level jobs].

[Because of grossly inadequate sewage treatment] real estate prices have dropped 70% in some districts, beaches are polluted, drinking water is contaminated, marine life and 60% of the palm trees are dying, sewage is eating into the city’s limestone bedrock, and a recent study warns of a hepatitis epidemic. “We will see people dying, and buildings will collapse” [predicts a leading building contractor]. “We have new diseases of the eye and skin that didn’t exist here ten years ago. Lung and breast cancer rates are 40% above the national rate. The sewage is dumped in a huge lake above the city. The walls of this lake are made of sand. If there’s even a minor earthquake Jeddah [which sits on a geological fault] will be flooded with sewage water four feet deep.

A middle-aged Saudi told me “I am worried about the next generation. The abaya [black floor-length gown mandatory since 1990 for all Saudi women] and veil obliterates fashion and curtains off women’s bodies. As a result, men don’t see any real women at all. You don’t see [or communicate with] each other’s wives, daughters, sisters, any woman. We don’t grow naturally, to be loved. Two thirds of marriages here are basically loveless. Many men [although allowed up to four wives under Islamic law] cheat.”

In March 2002, a fire broke out, early in the morning, in the 31st Girls’ Middle School in Mecca, a dilapidated four-story building that held 890 students and teachers. The only exit was locked. Fifteen girls were trampled to death, more than fifty others injured. According to eyewitnesses, the fire department and other volunteers rushed to put out the blaze, but were blocked from rescue efforts by the dreaded muttawa’a — the government subsidized religious vigilantes — because the girls were not wearing their abayas. Religious conservatives believe that education is “wasted on girls”. The President of Girls’ Education announced that the fire was “God’s will”. [No charges were laid. The woman Wright assigned to follow up on the story was blocked in her inquiries -- women are not allowed in public libraries, cannot drive, and cannot be in a room with a man other than their husband -- and was fired from the Gazette as soon as Wright returned home to the US.]

There is a stark difference between the way the Saudi government treats its own citizens and the way it treats foreign workers. “There is a huge population that is not thought of as human at all” UCLA law professor Khaled Abou El Fadl told me “There is a well-established practice of ‘disappearances’ [of expats who challenge Saudi authority or object to the sometimes fraudulent 'employment contracts' they are attracted to Saudi Arabia by].”

With all their talk about martyrdom, there is another dark thought in [young Saudis'] minds. “It might be government policy to send [unemployed young Saudis] to Iraq, instead of having them here, acting up”, one said. The others nodded. They saw a conspiracy between the clergy and the government — a plot to eliminate unemployed Saudis.

[Two professionals at a men's dinner club told me "Our children] are for Bin Laden. [They] see us as cowards. They don’t want to study in America as we did. Bin Laden changed our life. He proved that mighty America is vulnerable. The youth think America is on the verge of collapsing and it’s time for us to fight it… We are afraid of our children.”

Wright describes a world of non-communication, of silence, of endemic depression and anger, of fierce but arbitrary censorship, political repression, of routine and brutal torture and ‘disappearance’ of political opponents, of highly-educated women prohibited from working, of prohibition of music and art (any portrayal of any human or animal form, even in a museum, is forbidden), the deterioration of once-great educational institutions into extremist religious indoctrination centres, and very broad-based, extreme Anti-Western sentiment.

It is important that we understand the culture and the value systems of the people in other countries. especially when we choose to intervene in the affairs of those countries — politically, economically, commercially or militarily. Saudi Arabia, like many third world countries, is a powder keg, and in our adventures in the Middle East we are playing with fire. If we proceed on our current reckless course, we should not be surprised to find ourselves at war with Saudi Arabia, if not instituted by the current government, then by the popular uprising poised to overthrow it. The same could be said of Pakistan, and many other countries that today we conveniently call allies. We need more stories like Wright’s to remind us of this terrible danger. If only we could get George Bush to read more than the sports pages.

Photo by Kevin Kelly.

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