Jan Steinman wrote:
> <snip>
> We have vastly different world views, Moose.
Not much different goals, I think, just different views about how things
work and how to get to the goals.
> Let's just leave it at
> that. One person's absurdity is another person's truth. I know I've
> certainly seen a whole lot of absurdity here that people passionately
> argue as though it were truth.
>
> And if you ever get up in these here parts, I buy you your favorite
> six-pack if you'll sit down and watch "The Corporation" with me. For
> you seem to believe that the poor hapless corporations are just being
> led around willy-nilly by the all-powerful market force of public
> opinion, and have nothing to do with how their products function (or
> not) in the larger scheme.
>
Sounds like fun. I should say that I spent over 30 years as a mostly
minor functionary working with the top levels of a very large US
corporation. I have often been a minor part of or a fly on the wall in
meetings where top level strategic decisions were made. It's not that I
think that most of those folks are morally bothered at doing what your
suggest. Rather, I believe they are simply not competent to successfully
put their ideas into effect more than a small minority of the time. Nor
intellectually imaginative enough to see beyond their own noses most of
the time.
When you spend most of your time worrying how you look, both literally
and in terms of competence at your job, covering your ass, looking out
for other people out to get you, wondering what's happened to your life
and family, and as often as not your mistress and or affairs, and
sordidly, so on and so forth, there is little energy or creativity left
to plot to over throw the world. Sure there are a few exceptions. they
are the ones who make those changes that catapult a company forward. In
all that time, I knew one of those for sure, one I wasn't sure of, but
appears to have turned out that way elsewhere and a couple with what may
have been the potential. I knew countless people at the VP and above
level who were going through the motions they had learned, without
really knowing why.
I remember a long ago discussion with a very bright and ambitious young
woman who had been working there a few months. As she got the lay of the
land, she was more and more confused. She asked me how a bunch of dodos
like the ones running that place (at that time, we met regularly with
the CEO, CFO, president, etc. in meetings where they made decisions
about the spending of multi millions of $) could possibly stay in
business, let alone thrive, for so long. I gave the logical and truthful
answer, because the competition is roughly equally incompetent. She soon
left to work in a city planning office, where she became the boss rather
quickly and very young.
Moose
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