© Norman Sperling, October 23, 2014
Along my route I check in with assorted acquaintances. One I visited struck me as the free-est man I know:
* His health is hale and hearty.
* His children have grown and lead their own lives.
* He has no significant-other at present.
* He can keep his current dwelling but doesn’t have to.
* He can stay in the same town but it has minuses as well as pluses and he could declare himself “ready to move on”.
* He has enough money to live adequately in many other places.
* He can keep his present professional employment but it has minuses as well as pluses and he doesn’t have to stay.
* He could find acceptable employment in several different kinds of interesting work.
* He could find acceptable employment in several other places.
* He has ideas for projects that he’s put off for many years.
In somewhat similar circumstances, I decided to travel and retain a teaching slot, one semester per year. When I check off the last target on my maps, perhaps around 2016, I hope to settle back down near Berkeley.
What would you do? Dream about it! Some ideas won’t be practical, or not presently desirable. Some things might be do-able in your near-future. Seriously consider doing those.
When I visited him, his freedom was pretty new and he hadn’t yet picked what he wanted to do. Privately, I guessed he’d pick a project to do and a new place to do it.
What do *you* think he’d do?
After many months, I inquired. He just wrote back. He decided not to decide. He’s still in the same place doing the same thing as before. All the potentials remain potential.
© Norman Sperling, October 15, 2014
The short-sightedness of focusing on the quarterly bottom line distracts businesses from far-more-important long-term affairs. Pascal-Emmanuel Gobry, a Paris businessman, points this out in “The Week”’s “Idea Factory” column. http://theweek.com/article/index/269688/this-one-reform-could-fix-the-bi...
He is profoundly correct. Practically all staff, decision-makers, products, manufacturing facilities, distribution systems, and customers last more than 3 months. A great many of today’s ills would fix themselves if business thought longer-term.
Some businesses do. Family-owned businesses think by the generation, not by the quarter. Most of them are far more stable and deal with their staffs, suppliers, and customers more dependably. That dependability is a big component in deciding who to do business with. But family businesses have other problems, such as not always producing all the needed skills every generation.
Privately-held businesses don’t have to focus on quarterly bottom lines, either. Sometimes, when a publicly-traded corporation is “taken private” they comment that this lets them consider longer-range projects.
Gobry suggests freezing investments held by third parties for 15 years, forcing money-managers to think that long. A more flexible way to encourage thinking long would be to limit the number of times each share of stock could be bought or sold per unit of time. Count by 40 to 60 years rather than 15, but permit a few sales in that time. It would slow down the “instant gambling” aspect of the stock market, which is one of its worst characteristics. It would force investors to think long, but still allow changes if there’s a big enough reason.
Gobry says that quarterly bottom line reckoning wasn’t intentionally planned, it just happened. That’s not quite right. More than a century ago, information about transactions and accounts flowed so slowly that no one could tell a company’s status at any specific moment. This offered many opportunities for fraud. Especially damaging frauds were perpetrated by the Swedish “Match King”. (For his exciting career, read Frank Partnoy’s 2009 book "The Match King: Ivar Kreuger".) To squelch some kinds of his frauds, the US set up the Securities and Exchange Commission in 1934 and required quarterly reporting of each corporation’s cash status and value. That began the quarterly bottom line.
Peter Drucker pointed out that “what gets measured gets managed”, so managers and stockholders concentrate on this important statistic. It dominates the shortest-sighted, like Carl Icahn, who thinks corporations are worth breaking up for his quarterly gain, never mind the disruption wrecking innocent customers, employees, suppliers, and communities.
Corporations should be made to declare the time-horizon they plan for. Those that expect to be long-term on-going enterprises should specify that they plan ahead 20, 30, 40, or however many years. Ones intended to flare up and sell out quickly, like those pushing this month’s technology innovation, should declare that that is their intent.
© Norman Sperling, October 15, 2014
Every Astroscan is red. It was Edmund Scientific’s theme color when they created the Astroscan in 1976. I like it, and many others do too.
But colors and designs express a lot to people. Henry Ford was *wrong* to force every Model T he built from 1914 to 1926 to be black. Not every Astroscan ought to be red.
I remember how folks used to decorate Volkswagen beetles. Who will extend that to Astroscans? The body is injection-molded from ABS, a very common and well-known co-polymer. Find paints that stick to that, and won’t have problems with the trivet’s felt pads.
Paint it white? Black? Blue? Green? Pink? Brown? Chrome? Brass?
A patriotic-American design could cover the sphere with a blue field with white stars, and the cylinder with white stripes alternating with the red. A patriotic-Canadian design could use white to outline the maple leaf. Dude up an Astroscan in Steampunk, and another in Art-Deco. What would artists and illustrators and designers dream up?
© Norman Sperling, October 10, 2014
The winter gathering for online science “researchers, developers, coders, librarians, videographers, animators, illustrators, teachers, and writers” has canceled its 2015 meeting after a long series of difficulties. It was on my “do-list” of places and events for my Great Science Trek, but I never got to attend. My friend Brian Malow @sciencecomedian is so broken up over the cancellation that he has posted 11 tweets of memories.
The event began by concentrating on blogging and writing, and to that extent overlapped the National Association of Science Writers. Over 8 years, it decreased the overlap and “focused on how science is conducted, shared, and communicated online”, co-founder Karyn Traphagen told me by eMail. She provided the list in the first sentence.
NASW should take up as much of the slack as it can.