Monkey Business

July 23, 2013

During the summer weeks, "From the Director" will bring to you some of our favorite entries from previous years. Today's blog first appeared Aug. 24, 2012.

I hesitate to assert that my wife and I are hikers, but we certainly are avid walkers. Walking is a routine of our daily life; and it’s a highlight when we travel. Walking is the means by which we absorb the sights, sounds and smells of each locale, while faster modes of tourism pass us by.

One of my wife’s delights as we travel is to discover monkeys in the wild; so sometimes monkey sighting has been the goal of walks, for example, in Costa Rica and Panama. This has made us familiar with howler monkeys; and I’m sorry to say, it’s caused me to see parallels between howler monkeys and modern media.

The growls of the howler monkeys send messages through the treetops. One howler begins, and others forward the message for miles. I’ve been told by locals (I’m no expert) that the monkey culture doesn’t reward creativity and that there’s an expectation that the message at the end of the line is the same as it began.

Sort of like forwarding an email, photo or video; or sharing a posting on Facebook. Or like the wire services’ distribution of news through traditional media. It’s rare that anyone vets the information; and retractions or corrections are even rarer.

I read in Barbara Kingsolver’s novel The Lacuna that the most important thing about a story, and about a person, is what you don’t know, which gets to the heart of the weakness of much of modern media. Yes, because of the volume of information in today’s 24/7/365 “news” cycle with thousands of channels and the universal access to reporting news through social media, we’re likely to get most of the facts, eventually; but the salient and true facts are likely to be lost in the rush and the clutter.

Set at a time before television, Kingsolver’s protagonist in The Lacuna writes in 1946: “The newsmen leap on anything . . . The radio is the root of the evil, their rule is: No silence, ever. When anything happens, the commentator has to speak without a moment’s pause for gathering wisdom. Falsehood and inanity are preferable to silence. You can’t imagine the effect of this. The talkers are rising above the thinkers.”

However real that observation would have been then, it’s clear today that cable television, talk radio and the Internet have raised the talking-without-thinking effect to heights that would have been unimaginable in the 1940s.

Permission to Disagree

February 17, 2015

An organization leader who is doing a good job works hard to provide the organization’s board of directors all the history and detail necessary to make good decisions. Questions and concerns are anticipated, and addressed in advance.

As a result of this good leadership, meetings usually run with efficiency, decisions are made without long discussions, and debate is infrequent and never contentious. Votes usually reflect unanimous agreement.

While these are traits of good organizational leadership, a tradition of great organizational dynamics is disagreement.

If the board is always in total agreement, then management is not bringing the board tough enough topics. The subjects are not serious enough. They are operational more than strategic; they are transactional, not transformational.

Among the current topics of school sports in Michigan are two upon which there is certain to be disagreement: (1) the role of 6th-graders in school sports and the MHSAA; and (2) out-of-season coaching rules. We see the lack of consensus at the local level and the league level and between different coaches associations. And we expect the Representative Council will lack unanimity if these topics ever arrive for the Council’s action.

These are large topics, worthy of our time because of the disagreement, not in spite of it.