Quotulatiousness

November 26, 2010

Rewarding bravery or giving “attaboy” awards?

Filed under: Military, USA — Tags: , , , , , — Nicholas @ 09:45

Strategy Page reports on the huge increase in medals being awarded to US troops:

The U.S. Army has reported that some 857,000 medals have been awarded to the 1.2 million soldiers who have served in Iraq and Afghanistan. That’s 48 percent as many medals awarded during World War II, when six times as many soldiers served overseas. It’s also 30 percent of those awarded during Vietnam, where 25 percent more soldiers served. This odd pattern is the result of the excessive number of medals given out during the Vietnam war.

This has not been forgotten. Five years ago, American troops began grumbling about what was perceived as disrespectful use of Bronze Star medals as “attaboy” awards for officers and senior NCOs who served in Iraq and Afghanistan, or for lower ranking personnel you want to pin a medal on for no good reason

[. . .]

This awards inflation was a very unpopular aspect of the Vietnam war, and became a major embarrassment after the 1983 Grenada invasion (where the army tried to award more medals than there were troops involved, but the public caught wind of it and forced the brass to back off.)

Compared to the Canadian military, the US hands out a lot more medals: in my long-ago militia days, we used to joke that American recruits got medals for shining boots and using the latrine. Of course, that was right after the Vietnam era, so the “medal inflation” was perhaps at its most obvious stage.

June 7, 2010

QotD: Investing in well-managed companies

Filed under: Economics, Humour, Quotations — Tags: , , , — Nicholas @ 13:57

When companies make money, we assume they are well-managed. That perception is reinforced by the CEOs of those companies who are happy to tell you all the clever things they did to make it happen. The problem with relying on this source of information is that CEOs are highly skilled in a special form of lying called leadership. Leadership involves convincing employees and investors that the CEO has something called a vision, a type of optimistic hallucination that can come true only in an environment in which the CEO is massively overcompensated and the employees have learned to be less selfish.

Scott Adams, “Betting on the Bad Guys”, Wall Street Journal, 2010-06-07

May 19, 2010

Military bureausclerosis, explained

Filed under: Bureaucracy, Military, USA — Tags: , , — Nicholas @ 12:08

Like many bureaucracies, the US Army has a plethora of generals running an organization that is far from its maximum historical size. Those generals all need staff, the staff need working space, transportation, support staff of their own, etc. Multiply that a few times and you get stories like this:

Gates rattled off examples of costly bureaucracy inside the military, as well. A simple request for a dog-handling team in Afghanistan must be reviewed and assessed at multiple high-level headquarters before it can be deployed to the war zone. “Can you believe it takes five four-star headquarters to get a decision on a guy and a dog up to me?” Gates said to reporters Friday.

The Armorer gets to the real point of the story, rather than the one Gates thinks he’s making:

I’ll just take this statement: “Can you believe it takes five four-star headquarters to get a decision on a guy and a dog up to me?

And say — “Gee, Mr. Secretary, I can’t believe that a decision on a guy and a dog has to get to you.”

If you’re making those kinds of decisions, that’s just another reason the Services have put that many Generals in the loop.

This is what, in the private sector, is called micromanagement and it’s generally thought to be a bad thing, and a sign of incompetent leadership. What’s it called in the US Army?

October 28, 2009

Toronto FC also looking for new head coach

Filed under: Cancon, Soccer — Tags: , , — Nicholas @ 08:33

Hmmm. First Middlesbrough fires their top guy, now Toronto FC does the same. Of course, the situation is different, in that Middlesbrough is still in the top few spots of the Championship, while Toronto just got blown out 5-0 and missed out on the playoffs again. This is from a letter Mo Johnson sent out to the Toronto FC fan base yesterday:

I share your disappointment that we missed the Playoffs and I am still devastated by the manner of the performance at New York on Saturday. In all my years as a player and manager I never have seen a meltdown like this. I can tell you we are only one point away from the Playoffs but in the context of a 5-0 blowout? That doesn’t give me any comfort.

This morning I announced that Chris Cummins will be leaving the club and the search will start right away for a new head coach. I want to thank Chris for the job he has done since taking over as interim head coach at the end of April. When John Carver went it left us with a hole and I think under the circumstances Chris did a hell of a job. I think he is going to be a very good coach one day but I’ve known for a couple of weeks now that he wanted to be closer to home. We want all of the other members of our coaching staff to stay.

September 13, 2009

A primer on how to manage geeks

Filed under: Bureaucracy — Tags: , — Nicholas @ 12:49

Jeff Ello looks at the problem non-geeks have when they need to manage geeks in the workplace:

I can sum up every article, book and column written by notable management experts about managing IT in two sentences: “Geeks are smart and creative, but they are also egocentric, antisocial, managerially and business-challenged, victim-prone, bullheaded and credit-whoring. To overcome these intractable behavioral deficits you must do X, Y and Z.”

X, Y and Z are variable and usually contradictory between one expert and the next, but the patronizing stereotypes remain constant. I’m not entirely sure that is helpful. So, using the familiar brush, allow me to paint a different picture of those IT pros buried somewhere in your organization.

I’m often amused (and sometimes alarmed) by the ways companies handle and mis-handle their technical staff. It’s surprising how often the blatant levels of distrust and disrespect non-technical managers display when working with technical staff. He’s quite correct here:

Few people notice this, but for IT groups respect is the currency of the realm. IT pros do not squander this currency. Those whom they do not believe are worthy of their respect might instead be treated to professional courtesy, a friendly demeanor or the acceptance of authority. Gaining respect is not a matter of being the boss and has nothing to do with being likeable or sociable; whether you talk, eat or smell right; or any measure that isn’t directly related to the work. The amount of respect an IT pro pays someone is a measure of how tolerable that person is when it comes to getting things done, including the elegance and practicality of his solutions and suggestions. IT pros always and without fail, quietly self-organize around those who make the work easier, while shunning those who make the work harder, independent of the organizational chart.

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