Michael West’s Comment of the Day was less a commentary on a post than an observation triggered by it. There’s been a lot of lawyer-style analysis around here of late, so it’s high time for an engineer’s perspective—in some respects the reverse of the legal problem-solving method– to be highlighted, in reaction to the post, “Observations On The Unethical Tweet Of The Month.”
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Science is a wonderful thing. The rise of empiricism as a practiced discipline by professionals from it’s rudimentary roots in ancient philosophy has allowed mankind the ability to learn beyond his superstitious ancestor’s imaginations. And combined with that human imagination – the knowledge gained by science has empowered us to manipulate, to engineer, incredible solutions to direct problems as well as reduce mere inconveniences and discomforts to non-entities.
Scientists and engineers, by merely studying a problem, determining predictable laws that govern the interactions within problems and using that knowledge to develop a solution, opened up the power of man’s intellect.
But therein lies another problem. We think we can engineer, we can manipulate our way to solve everything. We think we’ve studied the factors going into a problem so thoroughly that we know the right solution. I’m an architect, and we have a saying – “A problem thoroughly defined is more that half-solved”. By “defined”, we mean, researched, studied, determined our constraints and our opportunities. Very rapidly, in the design process – the more we spend in studying the problem the more our options are narrowed down to one or two appropriate solutions. Soon, the solution presents itself. Continue reading










Matthew B. scored a Comment of the Day by raising an issue I had never thought about before: how the misapplication of PowerPoint leads to inadequate training and information dissemination within organizations and bureaucracies. He also references the reluctance of managers to know when to hand over decision-making to subordinates. That is something I have thought about, a great deal.
Two of my favorite movies illustrate how competent leaders and managers know when to delegate a crucial decision down. “Topsy-Turvy,” the superb 1999 film depicting the creation of “The Mikado” by Gilbert and Sullivan, accurately depicts the real incident when, after the final rehearsal, W.S. Gilbert told the “Mikado” cast that he was cutting “My Object All Sublime,” also known as “The Mikado’s Song.” Gilbert was a tyrannical director, and the cast was terrified of incurring his wrath. This time, however, they stood up to him. The cast as one told him that he was making a mistake. The soloist, Richard Temple, they told their shocked and steaming director who also had conceived of the song, should have the chance to perform it in front of an audience. His fellow cast members were certain it would be a hit. Gilbert, recognizing the certitude the cast must have had to risk his fury at being contradicted, decided that his performers might have a clearer understanding of the show even that he had, and relented. Temple would sing about letting “the punishment fit the crime” on opening night.
The song was an instant sensation, like “The Mikado” itself, and is still one of the most quoted of all G&S songs.
The other example is at the climax of “Hoosiers,” the great basketball film based on the true story of the miraculous Indiana state championship won by a tiny school from Milan, Ind. in 1954. During the last time-out before the team’s last chance to score, which would, if successful, give the team a one-point victory over their greatly favored competition in the championship game, the coach (Gene Hackman), who has led the ragtag group this far by emphasizing teamwork over individual achievement, lays out a play in which the team’s superstar, Jimmy Chitwood will be a decoy. He plans for another player to take the final shot, but the team doesn’t move. “What’s the matter with you?” he shouts as his players just stare, looking hesitant. “If I get the shot, I’ll make it,” Jimmy says, after a long pause. So the coach, who has insisted all season that his word was law, makes the same decision Gilbert did. When your subordinates are that sure, trust them. They know better than you.
Jimmy shoots and scores the winning basket as time runs out.
Here is Matthew B.’s Comment of the Day on “Comment Of The Day: ‘Catching Up: Professional Ethics And The Challenger Disaster’”:
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