Author: Nailia Tasseel

Welcome to Uravan

Welcome to Uravan, Colorado, population zero.

No one lives here anymore. It’s not because they’ve slowly moved away. There used to be hundreds, maybe thousands of people here, a school, a post office, a baseball diamond, and – the linchpin of it all – a mine. But the mine closed, and with it, the town.

A wire fence lined with sun-faded biohazard warning signs is the only clue to the historical importance of this place. For decades, miners drew uranium and vanadium out of the ground, hence the town’s name. Its first use was as a yellow pigment. But when Manhattan Project scientists were developing the world’s first atomic weapons, the ones that would later be dropped on Hiroshima and Nagasaki in 1945, this is where they got their uranium.
Amidst the sound of crickets and wind through the grass, and the very occasional car winding through this sun-baked Rocky Mountain canyon, it’s tough to imagine the destructive power wrought from the ground beneath your feet.

Though I grew up just an hour down the highway, I first learned about this place from an article in the New Yorker, which article points out the powerful irony of how Hiroshima and Nagasaki have been completely rebuilt – and that it’s Uravan that’s now destroyed, fenced off, unsuitable for human habitation.

After World War II, Uravan continued to produce uranium through the Cold War, and then for the nuclear power boom in the 60s and 70s. But by the late 70s, the uranium market had slowed down and shifted largely to Canada, and the adverse health effects of uranium exposure started coming to light. The cleanup began in 1986, bulldozing all the buildings, removing mine tailings, and burying the remains of the town with thick layers of dirt.

The region’s history and mineral richness has come under new consideration lately as the rare earths market heats up again and companies have explored re-opening the mines. Predictably, this prospect has pitted NIMBYs against those who for decades have been victims of the region’s limited economic development. Mining companies claim that their operations have improved massively, mitigating the human and environmental threats of decades past, and that may well be true. But the degree of nostalgia among those in the region for a time when cancer and early death decimated the local population has come as a surprise to many. As a new documentary, Uranium Drive-In, illustrates, many locals seem proud of the region’s past, and eager to see the next chapter of the same story.

Why? I’m not so sure. I suspect part of it has to do with regaining a sense of regional identity, even a unique and historically important one, albeit one that has been so distinctly dangerous. A community that accepts, even prizes, such an inherently hazardous activity as uranium mining takes on a unique regional version of American exceptionalism.

The other lesson here, perhaps, is the crucial importance – and difficulty of attaining – empathy for the other side. Those who want to protect the landscape and those who want to regain economic vitality and regional identity hardly understand each other’s points of view. In conflict, we look for common ground. But here, it’s as if the common ground itself were poisonous.

Who wants a vacation?

You may have heard Richard Branson’s announcement that employees at Virgin will no longer face any restrictions on the amount of holiday time they take each year. As long as the work is being done, employees there can now decide for themselves when, how, and for how long they’d like to spend on the beach sipping piña coladas.

Virgin isn’t quite the first to do something like this; IBM, for example, allows employees to buy and sell their holiday allotments in an internal marketplace. But it sounds, at least at first, like a dream holiday policy. And it sounds like a rational response to the changing ways we work in the 21st century.

First of all, employees demand more and more sense of meaning at work; they want to want to be there. In the older perspective, that of workers as wage-earners and clock-watchers, annually allotted holiday time feels like something akin to prison furlough. If work is something we enjoy doing, there’s no reason to think anyone would abuse the freedom to step away for a bit.

Secondly, there’s a growing trend, of course, towards flexible working. Approaches such as working from home, job sharing, flexible hours, etc. – together with constant connectivity – blur the line between ‘working’ and ‘not working’. Vacation, then, could be seen as just another method by which employees figure out for themselves the best combination of approaches to getting stuff done. Employees would determine just how much time away from work they need to keep themselves from burning out.

That said, things could go wrong. My guess would be that most Virgin employees will probably hew to the 25 or so days per year that most UK office workers get* – simply because that’s what they’re used to, and what they probably feel is expected. I recently returned from two weeks away; it was a great way to recharge my energy and sense of perspective, and when I got back, I found that projects I’d been working on had been perfectly well looked after by my colleagues. Employees help cover for vacationing office-mates because they do the same for them; there’s rarely a sense of being put upon to do a bunch of extra work. But this only works because everyone knows it’s fair at the end of the year, that no one’s slagging off any more than anyone else.

This kind of trust could easily break down if the length and frequency of holidays taken by team members begins to vary greatly. Employees could grow to resent covering for their colleagues, which would result in a toxic atmosphere of passive aggression and mistrust. Or, perhaps worst of all, the policy could result in taking significantly fewer holidays, not more; the supposed badges of honour will go to those who take the fewest holidays, not the most. In working cultures under constant threat of workaholism, the open vacation policy could end up having adverse effects on productivity and morale.

As revolutionary as the open vacation policy may sound, I wouldn’t bet on it having much effect on the total time employees take annually. But it could end up being the next big ‘perk’ that forward-looking employers begin to advertise – hollow as it may be.

* In my first job, in the US, I got 10 days of holiday per year, which wasn’t out of the ordinary. This fact strikes my UK colleagues as wondrously nightmarish.

If it looks like a duck, quacks like a duck… it may well be outsourced

A recent US court ruling in favour of FedEx drivers in California has highlighted a trend in modern business that has been growing for a long time, but now seems to manifest itself in more and more surprising ways: outsourcing.

Not so long ago, the word conjured images of factories in the far East churning out fast-moving consumer products. But more and more core aspects of business, particularly in customer-facing roles, are handled by other companies on contract, either in the same city or on the other side of the world.

In the FedEx case, the drivers in question had been considered independent contractors by FedEx, even as they wore FedEx uniforms, drove FedEx trucks, and delivered FedEx packages all day long. A judge found that under California law, due to the extent to which the drivers’ actions were directed by FedEx, they were effectively FedEx employees, and were therefore entitled to wages and benefit claims going back several years.

This kind of issue has cropped up with some of our clients, because occasionally the employees in closest contact with customers are actually employees of another company altogether. The person checking you into your flight at the Virgin or BA or United counter, for example, may actually draw a paycheque from Swissport. The person writing this blog might work for one of many marketing agencies peddling content generation and SEO. (Happily, I do in fact work for The Storytellers)

Most of the time, these practices probably make business sense, but can pose a challenge when it comes to cultivating a sense of brand identity for those people who perform core services for the company but are kept, in some sense, at an arm’s length from the business. It’s one thing to get customer service agents to wear the company uniform and use all the right taglines, but it’s quite another thing for them to feel a genuine connection to the culture and fortunes of the business.

The first thing businesses who use outsourced services should do is simply to remember the importance of those roles, and therefore of those people, to the product or service on offer. Make sure corporate communications and events aren’t limited just to those with a company badge or email address. And make sure to approach provider relationships as genuine partnerships, not just service delivery contracts. We’re all scattered enough as it is; maintaining as much organisational cohesiveness as possible will pay dividends for everyone – no matter who they’re working for.

‘We’ve always done it this way…’

In honour of the World War I remembrances going on, this story seems particularly appropriate.

A very meticulous management consultant was visiting a small and somewhat antiquated English manufacturing company to advise on improving general operating efficiency.

She began by reviewing a particular daily report which dealt with aspects of productivity, absentee rates, machine failure, down time, etc. It was completed by hand on a form that seemed to have been photocopied hundreds of times, so several headings and descriptions were no longer legible.

The advisor noticed that a zero had been written in a box in the corner of every daily report for the past year – but the employees filling in the form, many of whose parents and grandparents had worked in the same factory, didn’t actually know what it signified.

Intrigued, the consultant visited the archives to see if she could find a clearer, earlier version of the form. She found reports going back at least 30 years, all with the zero filled in, but none with the heading any more readable.

As she turned to leave the room, frustrated, something caught her eye, a box with a faded yellow label reading ‘master forms’. Sure enough, inside it she found the original daily report in decent condition. In the top right corner was the mysterious box, with the heading clearly shown.

‘No. of air raids today’, it read.

Panglossian hyperadaptationism — or, why jaws are made for punching

Hyperadaptationism.

That’s the view that jaws were made for punching, noses were made to support eyeglasses, and acne was made to scare off potential mates until they’re more mature.

A fascinating recent BBC Inside Science show explored a tendency to ascribe an evolutionary purpose to anything and everything related to human behaviour and physical characteristics. As Professor Alice Roberts pointed out, this tendency is decidedly Panglossian. According to Roberts (paraphrasing Voltaire): “Legs were clearly intended for breeches, and we wear them. Things cannot be other than they are. Everything is made for its best purpose.”

This logic, as psychologist David Canter argued, becomes circular: “Something occurs, and because it occurs it must have a function, and therefore it occurs because it has that function.”

But, he says, “human behaviour is much more subtle and complex than that.”

This Panglossian thinking may be more widespread than we think. It occurs not just among evolutionary theorists, who come up with compelling stories that seem to explain everything. But these stories make it difficult to consider alternative explanations.

A very similar idea comes up when thinking about institutional and culture change. Many of us seem to have a default mode, a sense of equilibrium that is defined by the status quo. Whenever there are changes to the status quo, we demand an explanation for the change, however small it may be. Small changes, the assumption goes, always signify bigger changes in the pipeline. But unlike Voltaire’s Dr Pangloss character, and his absurd, satirised optimism, our reaction to change is quite often not at all optimistic. We see these small changes as proof points in some broader narrative in which we’re the victim.

A client once told us the story of a call centre in Liverpool whose parent company was acquired by another company. When the new owners visited the centre, the mood was despondent. Eventually they learned that everyone in the centre thought they were about to lose their jobs – even though they weren’t, and there was no indication that they might. There was simply a story within the organisational culture that whenever there was a change in management, their jobs were on the line.

The point is, there is always a narrative – whether it be an evolutionary narrative or a business one. We’re never content to accept a small change as isolated, or a certain fact as random. There’s always a story, and if we don’t know it is, we’ll make one up. That’s why telling facts as stories can influence behaviour so powerfully, because the fact itself is rarely the most influential aspect of change. What matters is how it’s interpreted.

The Rules

As a designer, I find these 10 rules by Sister Corita Kent (popularised by John Cage) as useful now as they must have been last century – they predate BuzzFeed by at least  40 years. When I was teaching Graphic Design in New Zealand last year, my students and I both found they helped clarify the journey we all were on. I think they apply equally well outside of the world of arts and design.

Personally, Rule Eight really resonated with me: “Don’t try to create and analyse at the same time. They’re different processes.”

 

As a CEO is ousted, his employees walk out too

How would your colleagues react if you lost your job?

Many of us would probably entertain some fantasy of everyone rallying to our defence, staging walk-outs, putting their own careers on the line to right such a flagrant injustice.

At Market Basket, a chain of some 70 grocery stores in the north-eastern US, that’s exactly what happened.

Arthur T. Demoulas, CEO, was ousted in June after his cousin, Arthur S. Demoulas, took control of the board and executed some kind of vendetta that’s not immediately clear from the outside. But we do know that employees of Market Basket were happy with the state of the company as it was, with above-average pay, good benefits and a boss that seemed to genuinely care about them.

What’s also clear is that as change management goes, this case must enter the canon as one of the least successfully communicated transitions in recent memory.

Shelves of produce have gone empty as staff have rallied by the hundreds for the re-hiring of their beloved CEO.

So far, about eight senior managers have been fired in the wake of the walkouts.

According to Boston Magazine, district manager Tom Trainor was one of them.

“I have no regrets—I would do it all over again, and I leave the company I love with my head held high in the knowledge that there wasn’t a single thing more that I could have done. I knew the risk but I also knew that I was fighting for something much bigger than myself. I was fighting for my family, for Arthur T. Demoulas, a man that I have tremendous respect, loyalty, and admiration for.”

It’s not often a wealthy corporate chief executive generates this kind of salt-of-the-earth image among employees. But Demoulas was intensely devoted to both customers and staff members. According to Trainor, when one new store opened, “it took him 4.5 hours just to get in the building because there was a line of customers and employees out there. He took time to speak with every one.”

Clearly, leaders who take the time to get to know and show a genuine respect for their followers will usually get the same kind of respect in return. And, clearly, the board had been quite tone-deaf to the leadership narratives going on the organisation before they ousted Demoulas and brought in two outsiders to serve as co-CEOs.

The plot continues to thicken; Arthur T. has recently said he will attempt to buy the remaining shares of the company with his own funds. Not only that, but a local band has recently composed a protest anthem.

The Storyteller

“The storyteller”, Walter Benjamin wrote, “has already become something remote from us and something that is getting even more distant”.

Yesterday was a bad day for humanity. A passenger plane was apparently shot down by a missile over a conflict zone in eastern Ukraine. In another part of the world, the battle over Gaza continued to escalate. It was day 93 of the kidnapping of more than 200 Nigerian girls. It was day 4,666 of the war in Afghanistan.

These are the ‘stories’ that surround us whenever we turn on the news, whenever we start up our browsers. But how much of these stories can we understand, how much of the human experience of these events is truly communicated to us?

Benjamin, a German philosopher and social/literary critic, was writing in 1936 about the effects of the Great War on the ways in which people were increasingly unable to communicate basic human experience to one another. “It is as if something that seemed inalienable to us, the securest among our possessions, were taken from us: the ability to exchange experiences.”

It’s been just about one hundred years since that war began, and Benjamin’s essay “The Storyteller” deserves another look. You’re forgiven if the first section takes a couple of read-throughs before it starts to make sense, but it’s well worthwhile.

It describes what appeared to be the subversion of humanity amidst all the forces of modernity and war that defined the early 20th century. Every aspect of life that seemed authentic and human was corrupted by larger systemic processes took place above the control and comprehension of individual people.

“For never has experience been contradicted more thoroughly than strategic experience by tactical warfare, economic experience by inflation, bodily experience by mechanical warfare, moral experience by those in power.”

There are a lot of ways we try to describe what we do here at the Storytellers, but what I think it comes down to most of all is just injecting a bit of humanity and human comprehension into a world in which corporate, economic, and political processes tend to be valued more highly than basic human experience. And there’s nothing remarkable about that.

In 1936, however, that wasn’t the case.

“A generation that had gone to school on a horse-drawn streetcar now stood under the open sky in a countryside in which nothing remained unchanged but the clouds, and beneath these clouds, in a field of force of destructive torrents and explosions, was the tiny, fragile human body.”

The Blind Men and the Elephant

Like any bit of folklore, you could draw a few morals from this one. And in a way, that fact is an illustration of the moral I’d put forth for this story: that given a small bit of evidence, we naturally place that bit of evidence in the context of something we understand already. We’re not always great at constructing brand new concepts in our minds. We call this ‘narrative bias’, our tendency to situate new information within a narrative already going in our minds.

Six blind men in India were discussing exactly what they believed an elephant to be. Each had heard how strange the creature was, yet none had ever seen one before. So the blind men agreed to find an elephant and discover what the animal was really like.

It didn't take the blind men long to find an elephant at a nearby market. The first blind man approached the beast and felt the animal's firm flat side. “It seems to me that the elephant is just like a wall,” he said to his friends.

The second blind man reached out and touched one of the elephant's tusks. “No, this is round and smooth and sharp – the elephant is like a spear.”

Intrigued, the third blind man stepped up to the elephant and touched its trunk. “Well, I can't agree with either of you; I feel a squirming writhing thing – surely the elephant is just like a snake.”

The fourth blind man was of course by now quite puzzled. So he reached out, and felt the elephant's leg. “You are all talking complete nonsense,” he said, “because clearly the elephant is just like a tree.”

Utterly confused, the fifth blind man stepped forward and grabbed one of the elephant's ears. “You must all be mad – an elephant is exactly like a fan.”

Duly, the sixth man approached, and, holding the beast's tail, disagreed again. “It's nothing like any of your descriptions – the elephant is just like a rope.”

They were all right, and they were all wrong, but it’s tough to imagine coming to an understanding of something so strange as an elephant without being able to see it.