Lockdown Logic
June 7, 2014
There recently were two fatal shootings within a single hour in the neighborhood of the MHSAA office; and for a couple hours, the killer evaded law enforcement authorities.
We locked the MHSAA’s doors and directed staff to remain in the office during the chase and capture. That evening on the local television news we learned the details of the day’s drama. And then sidebars to the main story developed, including criticism by parents who complained they were not alerted promptly enough when their children’s schools were locked down.
Several outraged parents complained that their school didn’t notify parents of the lockdown for a whole hour. Imagine that; that schools would worry first and foremost about students’ safety and only secondarily about notifying parents!
One local school administrator confided that before instant Internet communications, it was standard operating procedure to focus first on kids’ safety. Now, administrators worry about parents showing up at school and adding to the hazards.
There is almost intentional delay in notifying parents so they won’t be incited into rushing to school, risking their own safety and that of others, and complicating efforts of school personnel to protect children and of law enforcement personnel to pursue the bad guys.
Before the Internet age, hours could lapse before parents knew of unusual events near their children’s schools. Often the notice was put in writing and sent home with children at the end of the day. Now schools are criticized for even an hour’s delay, which might be just another of the growing list of unrealistic and unfair demands on our schools.
Panama Points
January 25, 2012
Author David Kord Murray opines in Borrowing Brilliance that almost all good ideas are borrowed, and the farther afield one roams from the topic at hand the more useful the idea may be (and the more brilliant it may appear to be).
So it didn’t surprise me to discover useful ideas for modern day leadership and management in a book written in the 1970s about a period many years before that – David McCullough’s history of the building of the Panama Canal titled The Path Between the Seas.
I learned first that the primary task of this huge project was not what it appears to be. It was not primarily an engineering feat, but medical. Not removing dirt, but disease. Not conquering the largest obstacles, but the smallest insects. It was only after the diseases were understood and controlled that the construction could advance and the project could be completed.
Second, I learned that once the construction was begun, there was a bigger challenge than digging the pathway clear. It was removing the unwanted dirt and debris to other places. It wasn’t the front end of the project alone that mattered, but the back end as well: where to put the hundreds of millions of tons of rock and dirt on or around this narrow isthmus of land.
For every project there is need to assess what the underlying issues are that might get in the way of accomplishing the more apparent tasks before us.
And for every project there is need to fully assess consequences. We don’t want merely to move the dirt around, creating new problems as we do so.
I will be considering these thoughts as I soon see with my own eyes the Panama Canal, constructed over four decades and completed almost 100 years ago. And gratefully, I will be fully immunized for diseases largely conquered during the completion of this engineering marvel.