Showing posts with label PR. Show all posts
Showing posts with label PR. Show all posts
Friday 29 October 2021
Sunday 22 August 2021
Tuesday 14 July 2020
Thursday 23 November 2017
From inboxing to thought showers: how business bullshit took over
Andre Spicer in The Guardian
In early 1984, executives at the telephone company Pacific Bell made a fateful decision. For decades, the company had enjoyed a virtual monopoly on telephone services in California, but now it was facing a problem. The industry was about to be deregulated, and Pacific Bell would soon be facing tough competition.
The management team responded by doing all the things managers usually do: restructuring, downsizing, rebranding. But for the company executives, this wasn’t enough. They worried that Pacific Bell didn’t have the right culture, that employees did not understand “the profit concept” and were not sufficiently entrepreneurial. If they were to compete in this new world, it was not just their balance sheet that needed an overhaul, the executives decided. Their 23,000 employees needed to be overhauled as well.
The company turned to a well-known organisational development specialist, Charles Krone, who set about designing a management-training programme to transform the way people thought, talked and behaved. The programme was based on the ideas of the 20th-century Russian mystic George Gurdjieff. According to Gurdjieff, most of us spend our days mired in “waking sleep”, and it is only by shedding ingrained habits of thinking that we can liberate our inner potential. Gurdjieff’s mystical ideas originally appealed to members of the modernist avant garde, such as the writer Katherine Mansfield and the architect Frank Lloyd Wright. More than 60 years later, senior executives at Pacific Bell were likewise seduced by Gurdjieff’s ideas. The company planned to spend $147m (£111m) putting their employees through the new training programme, which came to be known as Kroning.
Over the course of 10 two-day sessions, staff were instructed in new concepts, such as “the law of three” (a “thinking framework that helps us identify the quality of mental energy we have”), and discovered the importance of “alignment”, “intentionality” and “end-state visions”. This new vocabulary was designed to awake employees from their bureaucratic doze and open their eyes to a new higher-level consciousness. And some did indeed feel like their ability to get things done had improved.
But there were some unfortunate side-effects of this heightened corporate consciousness. First, according to one former middle manager, it was virtually impossible for anyone outside the company to understand this new language the employees were speaking. Second, the manager said, the new language “led to a lot more meetings” and the sheer amount of time wasted nurturing their newfound states of higher consciousness meant that “everything took twice as long”. “If the energy that had been put into Kroning had been put to the business at hand, we all would have gotten a lot more done,” said the manager.
Although Kroning was packaged in the new-age language of psychic liberation, it was backed by all the threats of an authoritarian corporation. Many employees felt they were under undue pressure to buy into Kroning. For instance, one manager was summoned to her superior’s office after a team member walked out of a Kroning session. She was asked to “force out or retire” the rebellious employee.
Some Pacific Bell employees wrote to their congressmen about Kroning. Newspapers ran damning stories with headlines such as “Phone company dabbles in mysticism”. The Californian utility regulator launched a public inquiry, and eventually closed the training course, but not before $40m dollars had been spent.
During this period, a young computer programmer at Pacific Bell was spending his spare time drawing a cartoon that mercilessly mocked the management-speak that had invaded his workplace. The cartoon featured a hapless office drone, his disaffected colleagues, his evil boss and an even more evil management consultant. It was a hit, and the comic strip was syndicated in newspapers across the world. The programmer’s name was Scott Adams, and the series he created was Dilbert. You can still find these images pinned up in thousands of office cubicles around the world today.
Although Kroning may have been killed off, Kronese has lived on. The indecipherable management-speak of which Charles Krone was an early proponent seems to have infected the entire world. These days, Krone’s gobbledygook seems relatively benign compared to much of the vacuous language circulating in the emails and meeting rooms of corporations, government agencies and NGOs. Words like “intentionality” sound quite sensible when compared to “ideation”, “imagineering”, and “inboxing” – the sort of management-speak used to talk about everything from educating children to running nuclear power plants. This language has become a kind of organisational lingua franca, used by middle managers in the same way that freemasons use secret handshakes – to indicate their membership and status. It echoes across the cubicled landscape. It seems to be everywhere, and refer to anything, and nothing.
It hasn’t always been this way. A certain amount of empty talk is unavoidable when humans gather together in large groups, but the kind of bullshit through which we all have to wade every day is a remarkably recent creation. To understand why, we have to look at how management fashions have changed over the past century or so.
In the late 18th century, firms were owned and operated by businesspeople who tended to rely on tradition and instinct to manage their employees. Over the next century, as factories became more common, a new figure appeared: the manager. This new class of boss faced a big problem, albeit one familiar to many people who occupy new positions: they were not taken seriously. To gain respect, managers assumed the trappings of established professions such as doctors and lawyers. They were particularly keen to be seen as a new kind of engineer, so they appropriated the stopwatches and rulers used by them. In the process, they created the first major workplace fashion: scientific management.
Charlie Chaplin ‘satirising the cult of scientific management’ in 1936 film Modern Times. Photograph: Allstar/Cinetext
Firms started recruiting efficiency experts to conduct time-and-motion studies. After recording every single movement of a worker in minute detail, the time-and-motion expert would rearrange the worker’s performance of tasks into a more efficient order. Their aim was to make the worker into a well-functioning machine, doing each part of the job in the most efficient way. Scientific management was not limited to the workplaces of the capitalist west – Stalin pushed for similar techniques to be imposed in factories throughout the Soviet Union.
Workers found the new techniques alien, and a backlash inevitably followed. Charlie Chaplin famously satirised the cult of scientific management in his 1936 film Modern Times, which depicts a factory worker who is slowly driven mad by the pressures of life on the production line.
As scientific management became increasingly unpopular, executives began casting around for alternatives. They found inspiration in a famous series of experiments conducted by psychologists in the 1920s at the Hawthorne Works, a factory complex in Illinois where tens of thousands of workers were employed by Western Electric to make telephone equipment. A team of researchers from Harvard had initially set out to discover whether changes in environment, such as adjusting the lighting or temperature, could influence how much workers produced each day.
To their surprise, the researchers found that no matter how light or dark the workplace was, employees continued to work hard. The only thing that seemed to make a difference was the amount of attention that workers got from the experimenters. This insight led one of the researchers, an Australian psychologist called Elton Mayo, to conclude that what he called the “human aspects” of work were far more important than “environmental” factors. While this may seem obvious, it came as news to many executives at the time.
As Mayo’s ideas caught hold, companies attempted to humanise their workplaces. They began talking about human relationships, worker motivation and group dynamics. They started conducting personality testing and running teambuilding exercises: all in the hope of nurturing good human relations in the workplace.
This newfound interest in the human side of work did not last long. During the second world war, as the US and UK military invested heavily in trying to make war more efficient, management fashions began to shift. A bright young Berkeley graduate called Robert McNamara led a US army air forces team that used statistics to plan the most cost-effective way to flatten Japan in bombing campaigns. After the war, many military leaders brought these new techniques into the corporate world. McNamara, for instance, joined the Ford Motor Company, rising quickly to become its CEO, while the mathematical procedures that he had developed during the war were enthusiastically taken up by companies to help plan the best way to deliver cheese, toothpaste and Barbie dolls to American consumers. Today these techniques are known as supply-chain management.
During the postwar years, the individual worker once again became a cog in a large, hierarchical machine. While many of the grey-suited employees at these firms savoured the security, freedom and increasing affluence that their work brought, many also complained about the deep lack of meaning in their lives. The backlash came in the late 1960s, as the youth movement railed against the conformity demanded by big corporations. Protesters sprayed slogans such as “live without dead time” and “to hell with boundaries” on to city walls around the world. They wanted to be themselves, express who they really were, and not have to obey “the Man”.
In response to this cultural change, in the 1970s, management fashions changed again. Executives began attending new-age workshops to help them “self actualise” by unlocking their hidden “human potential”. Companies instigated “encounter groups”, in which employees could explore their deeper inner emotions. Offices were redesigned to look more like university campuses than factories.
Mad Men’s liberated adman Don Draper (Jon Hamm). Photograph: Courtesy of AMC/AMC
Nowhere is this shift better captured than in the final episode of the television series Mad Men. Don Draper had been the exemplar of the organisational man, wearing a standard-issue grey suit when we met him at the beginning of the show’s first series. After suffering numerous breakdowns over the intervening years, he finds himself at the Esalen institute in northern California, the home of the human potential movement. Initially, Draper resists. But soon he is sitting in a confessional circle, sobbing as he tells his story. His personal breakthrough leads him to take up meditating and chanting, looking out over the Pacific Ocean. The result of Don Draper’s visit to Esalen isn’t just personal transformation. The final scene shows the now-liberated adman’s new creation – an iconic Coca-Cola commercial in which a multiracial group of children stand on a hilltop singing about how they would like to buy the world a Coke and drink it in perfect harmony.
After the fictional Don Draper visited Esalen, work became a place you could go to find yourself. Corporate mission statements now sounded like the revolutionary graffiti of the 1960s. The company training programme run by Charles Krone at Pacific Bell came straight from the Esalen playbook.
Since new-age ideas first permeated the workplace in the 1970s, the spin cycle of management-speak has sped up. During the 1980s, management experts went in search of fresh ideas in Japan. Management became a kind of martial art, with executives visiting “quality dojos” to earn “lean black-belts”. In their 1982 bestseller, In Search of Excellence, Tom Peters and Robert Waterman – both employees of McKinsey, the huge management consultancy agency – recommended that firms foster the same commitment to the company that they found among Honda employees in Japan. The book included the story of one Japanese employee who happens upon a damaged Honda on a public street. He stops and immediately begins repairing the car. The reason? He can’t bear to see a Honda that isn’t perfect.
While McKinsey consultants were mining the wisdom of the east, the ideas of Harvard Business School’s Michael Jensen started to find favour among Wall Street financiers. Jensen saw the corporation as a portfolio of assets. Even people – labelled as “human resources” – were part of this portfolio. Each company existed to create returns for shareholders, and if managers failed to do this, they should be fired. If a company didn’t generate adequate returns, it should be broken up and sold off. Every little part of the company was seen as a business. Seduced by this view, many organisations started creating “internal markets”. In the 1990s, under director general John Birt, the BBC created a system in which everything from time in a recording studio to toilet cleaning was traded on a complex internal market. The number of accountants working for the broadcaster exploded, while people who created TV and radio shows were laid off.
As companies have become increasingly ravenous for the latest management fad, they have also become less discerning. Some bizarre recent trends include equine-assisted coaching (“You can lead people, but can you lead a horse?”) and rage rooms (a room where employees can go to take out their frustrations by smashing up office furniture, computers and images of their boss).
A century of management fads has created workplaces that are full of empty words and equally empty rituals. We have to live with the consequences of this history every day. Consider a meeting I recently attended. During the course of an hour, I recorded 64 different nuggets of corporate claptrap. They included familiar favourites such as “doing a deep dive”, “reaching out”, and “thought leadership”. There were also some new ones I hadn’t heard before: people with “protected characteristics” (anyone who wasn’t a white straight guy), “the aha effect” (realising something), “getting our friends in the tent” (getting support from others).
After the meeting, I found myself wondering why otherwise smart people so easily slipped into this kind of business bullshit. How had this obfuscatory way of speaking become so successful? There are a number of familiar and credible explanations. People use management-speak to give the impression of expertise. The inherent vagueness of this language also helps us dodge tough questions. Then there is the simple fact that even if business bullshit annoys many people, in most work situations we try our hardest to be polite and avoid confrontation. So instead of causing a scene by questioning the bullshit flying around the room, I followed the example of Simon Harwood, the director of strategic governance in the BBC’s self-satirising TV sitcom W1A. I used his standard response to any idea – no matter how absurd – “hurrah”.
Still, these explanations did not seem to fully account for the conquest of bullshit. I came across one further explanation in a short article by the anthropologist David Graeber. As factories producing goods in the west have been dismantled, and their work outsourced or replaced with automation, large parts of western economies have been left with little to do. In the 1970s, some sociologists worried that this would lead to a world in which people would need to find new ways to fill their time. The great tragedy for many is that just the opposite seems to have happened.
Simon Harwood (Jason Watkins, centre) of W1A, the BBC’s fictional director of strategic governance. Photograph: Jack Barnes/BBC
At the very point when work seemed to be withering away, we all became obsessed with it. To be a good citizen, you need to be a productive citizen. There is only one problem, of course: there is less than ever that actually needs to be produced. As Graeber pointed out, the answer has come in the form of what he calls “bullshit jobs”. These are jobs in which people experience their work as “utterly meaningless, contributing nothing to the world”. In a YouGov poll conducted in 2015, 37% of respondents in the UK said their job made no meaningful contribution to the world. But people working in bullshit jobs need to do something. And that something is usually the production, distribution and consumption of bullshit. According to a 2014 survey by the polling agency Harris, the average US employee now spends 45% of their working day doing their real job. The other 55% is spent doing things such as wading through endless emails or attending pointless meetings. Many employees have extended their working day so they can stay late to do their “real work”.
One thing continued to puzzle me: why was it that so many people were paid to do this kind of empty work. One reason that David Graeber gives, in his book The Utopia of Rules, is rampant bureaucracy: there are more forms to be filled in, procedures to be followed and standards to be complied with than ever. Today, bureaucracy comes cloaked in the language of change. Organisations are full of people whose job is to create change for no real reason.
Manufacturing hollow change requires a constant supply of new management fads and fashions. Fortunately, there is a massive industry of business bullshit merchants who are quite happy to supply it. For each new change, new bullshit is needed. Looking back over the list of business bullshit I had noted down during the meeting, I realised that much of it was directly related to empty new bureaucratic initiatives, which were seen as terribly urgent, but would probably be forgotten about in a few years’ time.
One of the corrosive effects of business bullshit can be seen in the statistic that 43% of all teachers in England are considering quitting in the next five years. The most frequently cited reasons are increasingly heavy workloads caused by excessive administration, and a lack of time and space to devote to educating students. A remarkably similar picture appears if you look at the healthcare sector: in the UK, 81% of senior doctors say they are considering retiring from their job early; 57% of GPs are considering leaving the profession; 66% of nurses say they would quit if they could. In each case, the most frequently cited reason is stress caused by increasing managerial demands, and lack of time to do their job properly.
It is not just employees who feel overwhelmed. During the 1980s, when Kroning was in full swing, empty management-speak was confined to the beige meeting rooms of large corporations. Now, it has seeped into every aspect of life. Politicians use business balderdash to avoid grappling with important issues. The machinery of state has also come down with the word-virus. The NHS is crawling with “quality sensei”, “lean ninjas”, and “blue-sky thinkers”. Even schools are flooded with the latest business buzzwords like “grit”, “flipped learning” and “mastery”. Naturally, the kids are learning fast. One teacher recalled how a seven-year-old described her day at school: “Well, when we get to class, we get out our books and start on our non-negotiables.”
In the introduction to his 2015 book, Trust Me, PR Is Dead, the former PR executive Robert Phillips tells a fascinating story. One day he was called up by the CEO of a global corporation. The CEO was worried. A factory which was part of his firm’s supply chain had caught fire and 100 women had burned to death. “My chairman’s been giving me grief,” said the CEO. “He thinks we’re failing to get our message across. We are not emphasising our CSR [corporate social responsibility] credentials well enough.” Phillips responded: “While 100 women’s bodies are still smouldering?” The CEO was “struggling to contain both incredulity and temper”. “I know,” he said. “Please help.” Phillips responded: “You start with actions, not words.”
In many ways, this one interaction tells us how bullshit is used in corporate life. Individual executives facing a problem know that turning to bullshit is probably not the best idea. However, they feel compelled. The problem is that such compulsions often cloud people’s best judgements. They start to think empty words will trump reasonable reflection and considered action. Sadly, in many contexts, empty words win out.
If we hope to improve organisational life – and the wider impact that organisations have on our society – then a good place to start is by reducing the amount of bullshit our organisations produce. Business bullshit allows us to blather on without saying anything. It empties out language and makes us less able to think clearly and soberly about the real issues. As we find our words become increasingly meaningless, we begin to feel a sense of powerlessness. We start to feel there is little we can do apart from play along, benefit from the game and have the occasional laugh.
But this does not need to be the case. Business bullshit can and should be challenged. This is a task each of us can take up by refusing to use empty management-speak. We can stop ourselves from being one more conduit in its circulation. Instead of just rolling our eyes and checking our emails, we should demand something more meaningful.
Clearly, our own individual efforts are not enough. Putting management-speak in its place is going to require a collective effort. What we need is an anti-bullshit movement. It would be made up of people from all walks of life who are dedicated to rooting out empty language. It would question management twaddle in government, in popular culture, in the private sector, in education and in our private lives.
The aim would not just be bullshit-spotting. It would also be a way of reminding people that each of our institutions has its own language and rich set of traditions which are being undermined by the spread of the empty management-speak. It would try to remind people of the power which speech and ideas can have when they are not suffocated with bullshit. By cleaning out the bullshit, it might become possible to have much better functioning organisations and institutions and richer and fulfilling lives.
In early 1984, executives at the telephone company Pacific Bell made a fateful decision. For decades, the company had enjoyed a virtual monopoly on telephone services in California, but now it was facing a problem. The industry was about to be deregulated, and Pacific Bell would soon be facing tough competition.
The management team responded by doing all the things managers usually do: restructuring, downsizing, rebranding. But for the company executives, this wasn’t enough. They worried that Pacific Bell didn’t have the right culture, that employees did not understand “the profit concept” and were not sufficiently entrepreneurial. If they were to compete in this new world, it was not just their balance sheet that needed an overhaul, the executives decided. Their 23,000 employees needed to be overhauled as well.
The company turned to a well-known organisational development specialist, Charles Krone, who set about designing a management-training programme to transform the way people thought, talked and behaved. The programme was based on the ideas of the 20th-century Russian mystic George Gurdjieff. According to Gurdjieff, most of us spend our days mired in “waking sleep”, and it is only by shedding ingrained habits of thinking that we can liberate our inner potential. Gurdjieff’s mystical ideas originally appealed to members of the modernist avant garde, such as the writer Katherine Mansfield and the architect Frank Lloyd Wright. More than 60 years later, senior executives at Pacific Bell were likewise seduced by Gurdjieff’s ideas. The company planned to spend $147m (£111m) putting their employees through the new training programme, which came to be known as Kroning.
Over the course of 10 two-day sessions, staff were instructed in new concepts, such as “the law of three” (a “thinking framework that helps us identify the quality of mental energy we have”), and discovered the importance of “alignment”, “intentionality” and “end-state visions”. This new vocabulary was designed to awake employees from their bureaucratic doze and open their eyes to a new higher-level consciousness. And some did indeed feel like their ability to get things done had improved.
But there were some unfortunate side-effects of this heightened corporate consciousness. First, according to one former middle manager, it was virtually impossible for anyone outside the company to understand this new language the employees were speaking. Second, the manager said, the new language “led to a lot more meetings” and the sheer amount of time wasted nurturing their newfound states of higher consciousness meant that “everything took twice as long”. “If the energy that had been put into Kroning had been put to the business at hand, we all would have gotten a lot more done,” said the manager.
Although Kroning was packaged in the new-age language of psychic liberation, it was backed by all the threats of an authoritarian corporation. Many employees felt they were under undue pressure to buy into Kroning. For instance, one manager was summoned to her superior’s office after a team member walked out of a Kroning session. She was asked to “force out or retire” the rebellious employee.
Some Pacific Bell employees wrote to their congressmen about Kroning. Newspapers ran damning stories with headlines such as “Phone company dabbles in mysticism”. The Californian utility regulator launched a public inquiry, and eventually closed the training course, but not before $40m dollars had been spent.
During this period, a young computer programmer at Pacific Bell was spending his spare time drawing a cartoon that mercilessly mocked the management-speak that had invaded his workplace. The cartoon featured a hapless office drone, his disaffected colleagues, his evil boss and an even more evil management consultant. It was a hit, and the comic strip was syndicated in newspapers across the world. The programmer’s name was Scott Adams, and the series he created was Dilbert. You can still find these images pinned up in thousands of office cubicles around the world today.
Although Kroning may have been killed off, Kronese has lived on. The indecipherable management-speak of which Charles Krone was an early proponent seems to have infected the entire world. These days, Krone’s gobbledygook seems relatively benign compared to much of the vacuous language circulating in the emails and meeting rooms of corporations, government agencies and NGOs. Words like “intentionality” sound quite sensible when compared to “ideation”, “imagineering”, and “inboxing” – the sort of management-speak used to talk about everything from educating children to running nuclear power plants. This language has become a kind of organisational lingua franca, used by middle managers in the same way that freemasons use secret handshakes – to indicate their membership and status. It echoes across the cubicled landscape. It seems to be everywhere, and refer to anything, and nothing.
It hasn’t always been this way. A certain amount of empty talk is unavoidable when humans gather together in large groups, but the kind of bullshit through which we all have to wade every day is a remarkably recent creation. To understand why, we have to look at how management fashions have changed over the past century or so.
In the late 18th century, firms were owned and operated by businesspeople who tended to rely on tradition and instinct to manage their employees. Over the next century, as factories became more common, a new figure appeared: the manager. This new class of boss faced a big problem, albeit one familiar to many people who occupy new positions: they were not taken seriously. To gain respect, managers assumed the trappings of established professions such as doctors and lawyers. They were particularly keen to be seen as a new kind of engineer, so they appropriated the stopwatches and rulers used by them. In the process, they created the first major workplace fashion: scientific management.
Charlie Chaplin ‘satirising the cult of scientific management’ in 1936 film Modern Times. Photograph: Allstar/CinetextFirms started recruiting efficiency experts to conduct time-and-motion studies. After recording every single movement of a worker in minute detail, the time-and-motion expert would rearrange the worker’s performance of tasks into a more efficient order. Their aim was to make the worker into a well-functioning machine, doing each part of the job in the most efficient way. Scientific management was not limited to the workplaces of the capitalist west – Stalin pushed for similar techniques to be imposed in factories throughout the Soviet Union.
Workers found the new techniques alien, and a backlash inevitably followed. Charlie Chaplin famously satirised the cult of scientific management in his 1936 film Modern Times, which depicts a factory worker who is slowly driven mad by the pressures of life on the production line.
As scientific management became increasingly unpopular, executives began casting around for alternatives. They found inspiration in a famous series of experiments conducted by psychologists in the 1920s at the Hawthorne Works, a factory complex in Illinois where tens of thousands of workers were employed by Western Electric to make telephone equipment. A team of researchers from Harvard had initially set out to discover whether changes in environment, such as adjusting the lighting or temperature, could influence how much workers produced each day.
To their surprise, the researchers found that no matter how light or dark the workplace was, employees continued to work hard. The only thing that seemed to make a difference was the amount of attention that workers got from the experimenters. This insight led one of the researchers, an Australian psychologist called Elton Mayo, to conclude that what he called the “human aspects” of work were far more important than “environmental” factors. While this may seem obvious, it came as news to many executives at the time.
As Mayo’s ideas caught hold, companies attempted to humanise their workplaces. They began talking about human relationships, worker motivation and group dynamics. They started conducting personality testing and running teambuilding exercises: all in the hope of nurturing good human relations in the workplace.
This newfound interest in the human side of work did not last long. During the second world war, as the US and UK military invested heavily in trying to make war more efficient, management fashions began to shift. A bright young Berkeley graduate called Robert McNamara led a US army air forces team that used statistics to plan the most cost-effective way to flatten Japan in bombing campaigns. After the war, many military leaders brought these new techniques into the corporate world. McNamara, for instance, joined the Ford Motor Company, rising quickly to become its CEO, while the mathematical procedures that he had developed during the war were enthusiastically taken up by companies to help plan the best way to deliver cheese, toothpaste and Barbie dolls to American consumers. Today these techniques are known as supply-chain management.
During the postwar years, the individual worker once again became a cog in a large, hierarchical machine. While many of the grey-suited employees at these firms savoured the security, freedom and increasing affluence that their work brought, many also complained about the deep lack of meaning in their lives. The backlash came in the late 1960s, as the youth movement railed against the conformity demanded by big corporations. Protesters sprayed slogans such as “live without dead time” and “to hell with boundaries” on to city walls around the world. They wanted to be themselves, express who they really were, and not have to obey “the Man”.
In response to this cultural change, in the 1970s, management fashions changed again. Executives began attending new-age workshops to help them “self actualise” by unlocking their hidden “human potential”. Companies instigated “encounter groups”, in which employees could explore their deeper inner emotions. Offices were redesigned to look more like university campuses than factories.
Mad Men’s liberated adman Don Draper (Jon Hamm). Photograph: Courtesy of AMC/AMCNowhere is this shift better captured than in the final episode of the television series Mad Men. Don Draper had been the exemplar of the organisational man, wearing a standard-issue grey suit when we met him at the beginning of the show’s first series. After suffering numerous breakdowns over the intervening years, he finds himself at the Esalen institute in northern California, the home of the human potential movement. Initially, Draper resists. But soon he is sitting in a confessional circle, sobbing as he tells his story. His personal breakthrough leads him to take up meditating and chanting, looking out over the Pacific Ocean. The result of Don Draper’s visit to Esalen isn’t just personal transformation. The final scene shows the now-liberated adman’s new creation – an iconic Coca-Cola commercial in which a multiracial group of children stand on a hilltop singing about how they would like to buy the world a Coke and drink it in perfect harmony.
After the fictional Don Draper visited Esalen, work became a place you could go to find yourself. Corporate mission statements now sounded like the revolutionary graffiti of the 1960s. The company training programme run by Charles Krone at Pacific Bell came straight from the Esalen playbook.
Since new-age ideas first permeated the workplace in the 1970s, the spin cycle of management-speak has sped up. During the 1980s, management experts went in search of fresh ideas in Japan. Management became a kind of martial art, with executives visiting “quality dojos” to earn “lean black-belts”. In their 1982 bestseller, In Search of Excellence, Tom Peters and Robert Waterman – both employees of McKinsey, the huge management consultancy agency – recommended that firms foster the same commitment to the company that they found among Honda employees in Japan. The book included the story of one Japanese employee who happens upon a damaged Honda on a public street. He stops and immediately begins repairing the car. The reason? He can’t bear to see a Honda that isn’t perfect.
While McKinsey consultants were mining the wisdom of the east, the ideas of Harvard Business School’s Michael Jensen started to find favour among Wall Street financiers. Jensen saw the corporation as a portfolio of assets. Even people – labelled as “human resources” – were part of this portfolio. Each company existed to create returns for shareholders, and if managers failed to do this, they should be fired. If a company didn’t generate adequate returns, it should be broken up and sold off. Every little part of the company was seen as a business. Seduced by this view, many organisations started creating “internal markets”. In the 1990s, under director general John Birt, the BBC created a system in which everything from time in a recording studio to toilet cleaning was traded on a complex internal market. The number of accountants working for the broadcaster exploded, while people who created TV and radio shows were laid off.
As companies have become increasingly ravenous for the latest management fad, they have also become less discerning. Some bizarre recent trends include equine-assisted coaching (“You can lead people, but can you lead a horse?”) and rage rooms (a room where employees can go to take out their frustrations by smashing up office furniture, computers and images of their boss).
A century of management fads has created workplaces that are full of empty words and equally empty rituals. We have to live with the consequences of this history every day. Consider a meeting I recently attended. During the course of an hour, I recorded 64 different nuggets of corporate claptrap. They included familiar favourites such as “doing a deep dive”, “reaching out”, and “thought leadership”. There were also some new ones I hadn’t heard before: people with “protected characteristics” (anyone who wasn’t a white straight guy), “the aha effect” (realising something), “getting our friends in the tent” (getting support from others).
After the meeting, I found myself wondering why otherwise smart people so easily slipped into this kind of business bullshit. How had this obfuscatory way of speaking become so successful? There are a number of familiar and credible explanations. People use management-speak to give the impression of expertise. The inherent vagueness of this language also helps us dodge tough questions. Then there is the simple fact that even if business bullshit annoys many people, in most work situations we try our hardest to be polite and avoid confrontation. So instead of causing a scene by questioning the bullshit flying around the room, I followed the example of Simon Harwood, the director of strategic governance in the BBC’s self-satirising TV sitcom W1A. I used his standard response to any idea – no matter how absurd – “hurrah”.
Still, these explanations did not seem to fully account for the conquest of bullshit. I came across one further explanation in a short article by the anthropologist David Graeber. As factories producing goods in the west have been dismantled, and their work outsourced or replaced with automation, large parts of western economies have been left with little to do. In the 1970s, some sociologists worried that this would lead to a world in which people would need to find new ways to fill their time. The great tragedy for many is that just the opposite seems to have happened.
Simon Harwood (Jason Watkins, centre) of W1A, the BBC’s fictional director of strategic governance. Photograph: Jack Barnes/BBCAt the very point when work seemed to be withering away, we all became obsessed with it. To be a good citizen, you need to be a productive citizen. There is only one problem, of course: there is less than ever that actually needs to be produced. As Graeber pointed out, the answer has come in the form of what he calls “bullshit jobs”. These are jobs in which people experience their work as “utterly meaningless, contributing nothing to the world”. In a YouGov poll conducted in 2015, 37% of respondents in the UK said their job made no meaningful contribution to the world. But people working in bullshit jobs need to do something. And that something is usually the production, distribution and consumption of bullshit. According to a 2014 survey by the polling agency Harris, the average US employee now spends 45% of their working day doing their real job. The other 55% is spent doing things such as wading through endless emails or attending pointless meetings. Many employees have extended their working day so they can stay late to do their “real work”.
One thing continued to puzzle me: why was it that so many people were paid to do this kind of empty work. One reason that David Graeber gives, in his book The Utopia of Rules, is rampant bureaucracy: there are more forms to be filled in, procedures to be followed and standards to be complied with than ever. Today, bureaucracy comes cloaked in the language of change. Organisations are full of people whose job is to create change for no real reason.
Manufacturing hollow change requires a constant supply of new management fads and fashions. Fortunately, there is a massive industry of business bullshit merchants who are quite happy to supply it. For each new change, new bullshit is needed. Looking back over the list of business bullshit I had noted down during the meeting, I realised that much of it was directly related to empty new bureaucratic initiatives, which were seen as terribly urgent, but would probably be forgotten about in a few years’ time.
One of the corrosive effects of business bullshit can be seen in the statistic that 43% of all teachers in England are considering quitting in the next five years. The most frequently cited reasons are increasingly heavy workloads caused by excessive administration, and a lack of time and space to devote to educating students. A remarkably similar picture appears if you look at the healthcare sector: in the UK, 81% of senior doctors say they are considering retiring from their job early; 57% of GPs are considering leaving the profession; 66% of nurses say they would quit if they could. In each case, the most frequently cited reason is stress caused by increasing managerial demands, and lack of time to do their job properly.
It is not just employees who feel overwhelmed. During the 1980s, when Kroning was in full swing, empty management-speak was confined to the beige meeting rooms of large corporations. Now, it has seeped into every aspect of life. Politicians use business balderdash to avoid grappling with important issues. The machinery of state has also come down with the word-virus. The NHS is crawling with “quality sensei”, “lean ninjas”, and “blue-sky thinkers”. Even schools are flooded with the latest business buzzwords like “grit”, “flipped learning” and “mastery”. Naturally, the kids are learning fast. One teacher recalled how a seven-year-old described her day at school: “Well, when we get to class, we get out our books and start on our non-negotiables.”
In the introduction to his 2015 book, Trust Me, PR Is Dead, the former PR executive Robert Phillips tells a fascinating story. One day he was called up by the CEO of a global corporation. The CEO was worried. A factory which was part of his firm’s supply chain had caught fire and 100 women had burned to death. “My chairman’s been giving me grief,” said the CEO. “He thinks we’re failing to get our message across. We are not emphasising our CSR [corporate social responsibility] credentials well enough.” Phillips responded: “While 100 women’s bodies are still smouldering?” The CEO was “struggling to contain both incredulity and temper”. “I know,” he said. “Please help.” Phillips responded: “You start with actions, not words.”
In many ways, this one interaction tells us how bullshit is used in corporate life. Individual executives facing a problem know that turning to bullshit is probably not the best idea. However, they feel compelled. The problem is that such compulsions often cloud people’s best judgements. They start to think empty words will trump reasonable reflection and considered action. Sadly, in many contexts, empty words win out.
If we hope to improve organisational life – and the wider impact that organisations have on our society – then a good place to start is by reducing the amount of bullshit our organisations produce. Business bullshit allows us to blather on without saying anything. It empties out language and makes us less able to think clearly and soberly about the real issues. As we find our words become increasingly meaningless, we begin to feel a sense of powerlessness. We start to feel there is little we can do apart from play along, benefit from the game and have the occasional laugh.
But this does not need to be the case. Business bullshit can and should be challenged. This is a task each of us can take up by refusing to use empty management-speak. We can stop ourselves from being one more conduit in its circulation. Instead of just rolling our eyes and checking our emails, we should demand something more meaningful.
Clearly, our own individual efforts are not enough. Putting management-speak in its place is going to require a collective effort. What we need is an anti-bullshit movement. It would be made up of people from all walks of life who are dedicated to rooting out empty language. It would question management twaddle in government, in popular culture, in the private sector, in education and in our private lives.
The aim would not just be bullshit-spotting. It would also be a way of reminding people that each of our institutions has its own language and rich set of traditions which are being undermined by the spread of the empty management-speak. It would try to remind people of the power which speech and ideas can have when they are not suffocated with bullshit. By cleaning out the bullshit, it might become possible to have much better functioning organisations and institutions and richer and fulfilling lives.
Wednesday 6 September 2017
'Reputation laundering' is lucrative business for London PR firms
Oppressive foreign regimes are often such valuable accounts that they are considered worth the risk of a backlash
Mark Sweney in The Guardian
From foreign governments of dubious repute and dictators looking for an image overhaul to propaganda videos and fake Wikipedia entries – if there is a PR brief of dubious ethical nature that needs a fix then more often than not it is one of London’s big-name agencies that gets the call.
Bell Pottinger’s public vilification and expulsion from its own trade body for running a social media campaign to stir up racial tension in South Africa for the wealthy Gupta family has lifted the lid on the secretive and highly lucrative business of representing controversial clients.
Over more than three decades in the business Tim Bell, Margaret Thatcher’s favourite PR man, who left Bell Pottinger last summer, has amassed something of a who’s who of what could charitably be called sensitive clients.
These have included the Pinochet Foundation and the governments of Bahrain and Egypt, and there was a $500m (£384m) contract to make fake al-Qaida videos in Iraq for the US government.
“You say words like Pinochet and ‘oh my god that is bad news’, but I don’t accept that,” Lord Bell said. “There are two sides to every story and you have to handle it so your side is prevalent. I don’t know why they are [considered] risky clients. They are only risky if what you are trying to promote an idea that isn’t sound.”
He cited Alexander Lukashenko, the Belarusian president who has been called Europe’s last dictator, as an example of when taking on such clients went wrong. “There are lots of people I regret having got involved with. Lukashenko went well for six months then changed his mind [about the strategy], behaved differently and I resigned the account.”
Foreign governments with oppressive regimes are often such valuable accounts that they are considered worth the risk of a potential PR backlash.
The Portland agency, founded by Tony Blair’s former adviser Tim Allan, has previously advised Vladimir Putin and worked with Kazakhstan, Jordan and Morocco.
A contract with Qatar, which has been heavily criticised for its record on human rights, is focused on building a government affairs function. Portland declined to comment but Allan has previously said such work is about “openness and engagement” and that opening up secretive nations is “not an affront to democracy”.
Late last year the PR guru Matthew Freud picked up a hugely valuable brief from Saudi Arabia, which has executed more than 150 people in each of the last two years.
The account, led by deputy Crown Prince Mohammed bin Salman, was pitched to a number of corporate PR firms in London. The PR agency Freuds declined to comment but at the time of winning the business said it was focused on a “programme of economic, educational and cultural modernisation to help diversify the economy and create a sustainable and prosperous future for Saudi’s young people.”
A senior PR executive said: “Tyrants, dictatorships and governments that may not be democratic, or are sliding into one-party states, tend to come to places like London, New York and Washington effectively for reputation laundering. If you are cynical about it, that is what it is.”
A number of senior PR executives agree that Bell Pottinger working for the Gupta family, which has been accused of benefiting financially from its close links to the South African president, Jacob Zuma, is not in itself a PR crime.
But stoking racial tension in a country that has struggled to achieve balance in a post-apartheid era is a particularly egregious strategy to have pursued, and not one that is rife among the dark arts employed by UK agencies.
“I think that Bell Pottinger’s work is an outlier,” said Danny Rogers, editor-in-chief of PR Week. “They are accused of creating fake news and blogs, a serious transgression. It is not typical of what the British PR industry does. Work varies from what you would consider to be institution-building and opening communications by governments to the extreme end of the sort of work Bell Pottinger was doing for the Guptas.”
Francis Ingham, director general of the trade body PRCA for the last decade, said the UK industry was “overwhelmingly ethical and professional”.
“There is always the occasional rogue element and our role is to punish them,” he said.
Ever the risk-taker, Lord Bell, after leaving the agency he co-founded, immediately looked for more of the same, setting up Sans Frontières, the same name as the arm of Bell Pottinger that handled sometimes controversial geo-political work.
Bell, who has also represented clients including the News UK chief Rebekah Brooks and the entertainer Rolf Harris, said the Bell Pottinger scandal would prompt the industry to take cover for a while but then it would be business as usual.
“There will be a lull for a while, then people will forget the controversy and people will come back,” he said.
Yet, even the hard-bitten Bell admitted there were some clients beyond the pale even for him. He turned down representing Zimbabwe’s president, Robert Mugabe, as well as the Labour party (“I wouldn’t have done a good job”).
“I wish we hadn’t taken the Guptas,” he said. “And I would like to have worked for BP, to have handled the Deepwater Horizon incident. As long as there is controversy about things there will be controversial characters. You can’t spend your life regretting what you do.”
Mark Sweney in The Guardian
From foreign governments of dubious repute and dictators looking for an image overhaul to propaganda videos and fake Wikipedia entries – if there is a PR brief of dubious ethical nature that needs a fix then more often than not it is one of London’s big-name agencies that gets the call.
Bell Pottinger’s public vilification and expulsion from its own trade body for running a social media campaign to stir up racial tension in South Africa for the wealthy Gupta family has lifted the lid on the secretive and highly lucrative business of representing controversial clients.
Over more than three decades in the business Tim Bell, Margaret Thatcher’s favourite PR man, who left Bell Pottinger last summer, has amassed something of a who’s who of what could charitably be called sensitive clients.
These have included the Pinochet Foundation and the governments of Bahrain and Egypt, and there was a $500m (£384m) contract to make fake al-Qaida videos in Iraq for the US government.
“You say words like Pinochet and ‘oh my god that is bad news’, but I don’t accept that,” Lord Bell said. “There are two sides to every story and you have to handle it so your side is prevalent. I don’t know why they are [considered] risky clients. They are only risky if what you are trying to promote an idea that isn’t sound.”
He cited Alexander Lukashenko, the Belarusian president who has been called Europe’s last dictator, as an example of when taking on such clients went wrong. “There are lots of people I regret having got involved with. Lukashenko went well for six months then changed his mind [about the strategy], behaved differently and I resigned the account.”
Foreign governments with oppressive regimes are often such valuable accounts that they are considered worth the risk of a potential PR backlash.
The Portland agency, founded by Tony Blair’s former adviser Tim Allan, has previously advised Vladimir Putin and worked with Kazakhstan, Jordan and Morocco.
A contract with Qatar, which has been heavily criticised for its record on human rights, is focused on building a government affairs function. Portland declined to comment but Allan has previously said such work is about “openness and engagement” and that opening up secretive nations is “not an affront to democracy”.
Late last year the PR guru Matthew Freud picked up a hugely valuable brief from Saudi Arabia, which has executed more than 150 people in each of the last two years.
The account, led by deputy Crown Prince Mohammed bin Salman, was pitched to a number of corporate PR firms in London. The PR agency Freuds declined to comment but at the time of winning the business said it was focused on a “programme of economic, educational and cultural modernisation to help diversify the economy and create a sustainable and prosperous future for Saudi’s young people.”
A senior PR executive said: “Tyrants, dictatorships and governments that may not be democratic, or are sliding into one-party states, tend to come to places like London, New York and Washington effectively for reputation laundering. If you are cynical about it, that is what it is.”
A number of senior PR executives agree that Bell Pottinger working for the Gupta family, which has been accused of benefiting financially from its close links to the South African president, Jacob Zuma, is not in itself a PR crime.
But stoking racial tension in a country that has struggled to achieve balance in a post-apartheid era is a particularly egregious strategy to have pursued, and not one that is rife among the dark arts employed by UK agencies.
“I think that Bell Pottinger’s work is an outlier,” said Danny Rogers, editor-in-chief of PR Week. “They are accused of creating fake news and blogs, a serious transgression. It is not typical of what the British PR industry does. Work varies from what you would consider to be institution-building and opening communications by governments to the extreme end of the sort of work Bell Pottinger was doing for the Guptas.”
Francis Ingham, director general of the trade body PRCA for the last decade, said the UK industry was “overwhelmingly ethical and professional”.
“There is always the occasional rogue element and our role is to punish them,” he said.
Ever the risk-taker, Lord Bell, after leaving the agency he co-founded, immediately looked for more of the same, setting up Sans Frontières, the same name as the arm of Bell Pottinger that handled sometimes controversial geo-political work.
Bell, who has also represented clients including the News UK chief Rebekah Brooks and the entertainer Rolf Harris, said the Bell Pottinger scandal would prompt the industry to take cover for a while but then it would be business as usual.
“There will be a lull for a while, then people will forget the controversy and people will come back,” he said.
Yet, even the hard-bitten Bell admitted there were some clients beyond the pale even for him. He turned down representing Zimbabwe’s president, Robert Mugabe, as well as the Labour party (“I wouldn’t have done a good job”).
“I wish we hadn’t taken the Guptas,” he said. “And I would like to have worked for BP, to have handled the Deepwater Horizon incident. As long as there is controversy about things there will be controversial characters. You can’t spend your life regretting what you do.”
Thursday 12 May 2016
Emma Watson campaigned on one social issue - she's not a hypocrite if she has offshore accounts
Because she is outspoken on one social issue, we expect Watson to be a model activist in every other political arena, a whiter-than-white every woman who stands up for us us all. That’s a standard that’s impossible for anyone to live up to.
Hannah Fearn in The Independent
Emma Watson, eh? Who would have thought it? All that moralising on the world stage, standing up for the rights of women, speaking out about the devastating economic and social effects of gender inequality. And it turns out that she’s been part of the global elite all along, a one percenter happily squirrelling away her millions in an offshore tax haven in the British Virgin Isles.
Of course, her people explain that the arrangements are purely to protect her privacy. But blow me down with a feather. What will the supporters of the HeForShe campaign make of it?
The answer to that should be: absolutely nothing. The fact that a woman who has a public position on one matter – gender equality– bears no relation to the fact that she has later found herself entangled in an another altogether different political question of tax evasion. But that hasn’t stopped her critics.
When the news that Watson, reportedly worth $70m, had used a company registered offshore to purchase a home, out came the angry rants. “I thought you're the most honest actress in the world! Wrong,” posted one fan – perhaps a former fan – on Twitter. “After being named in the Panama Paper scandal do you think you should be demanding a statue of anything?” another oddly added, referring to her campaigning for Sadiq Khan, the new Mayor of London, to erect a statue of a figure from the Suffragettes in Parliament Square.
Then came the snarky puns: Harry Potter and the Deathly Havens; Harry Potter and the Prisoner of Taxaban; Harry Potter and the Half-blood Principal Investor. There’s a lot more where that came from.
The aforementioned spokesperson for Watson claimed that the actor had not used an offshore haven to avoid tax or any of her other financial responsibilities as a British citizen, but instead to protect her privacy, given her celebrity status. Reassuring for her disappointed fans perhaps, but it makes no material difference whatsoever.
Even if the young film star had deliberately hidden her assets away in an attempt to legally avoid tax, she is no hypocrite and she does not deserve to be treated like one. You may morally object to tax havens, but there’s no reason to be any more angered by Watson’s financial affairs than those of the Cameron family, Sarah Ferguson, Michel Platini, Simon Cowell or Heather Mills.
What is driving the disproportionate reaction to Watson’s British Virgin Islands connection is a bizarre sense that our public figures represent whatever we think they ought to, rather than what they want to, and what they actually do. Because she is outspoken on one social issue, we expect Watson to be a model activist in every other political arena, a whiter-than-white every woman who stands up for us us all. That’s a standard that’s impossible for anyone to live up to.
It’s a sentiment we see echoed when gay and ethnic minority figures, or even bohemians such as the artist Tracy Emin, express their support for the Conservatives. Surely they should be on the political left, where they ‘ought’ to belong?
The Black Lives Matter movement in the US has prompted similarly pointless soul-searching. Why have rap stars such as Drake and Jay Z – leading black figures in US popular culture – remained so quiet on the matter in their music? Writing in The Atlantic, the journalist Jeff Baird expressed concern that figures such as these were selling music that didn’t reflect the often difficult experience of being black in America and instead concerned itself with feelgood lyrics (“as if their success should be regarded as proof that the American Dream is in fact alive and well”) and great pop tunes instead. Well, why shouldn’t they? It’s their stock-in-trade.
READ MORE
Emma Watson's most influential quotes about feminism and sexuality
What we struggle to cope with is the idea of pop stars, actors or other national figures behaving in ways other than what we might expect from their PR-designed public persona. It’s a position that doesn’t stand up to scrutiny. Each and every one of us has friends or relatives who are passionate about one social issue but ambivalent about another. The environmental activist who is aiming to produce zero waste may have no view whatsoever on the closure of domestic violence services for women; the Hillsborough campaigner who spent 27 years fighting for justice for the 96 may have never thought twice about cuts to disability benefit for those unable to work. So what? The latter does not take away from the significance of their efforts on the former.
Emma Watson is a wealthy young actor who has used her not inconsiderable global influence to start an important conversation about the position of women in the world. For that, she is rightly celebrated. She is not, and has never been, a tax justice campaigner.
I don’t like the idea of any wealthy individual finding ways around paying their due – and there is no suggestion that this is what Watson has done. But the idea that her efforts on behalf of all women have been undermined by the furore sparked by the latest Panama Papers revelations is dismissive and naïve in the extreme.
Hannah Fearn in The Independent
Emma Watson, eh? Who would have thought it? All that moralising on the world stage, standing up for the rights of women, speaking out about the devastating economic and social effects of gender inequality. And it turns out that she’s been part of the global elite all along, a one percenter happily squirrelling away her millions in an offshore tax haven in the British Virgin Isles.
Of course, her people explain that the arrangements are purely to protect her privacy. But blow me down with a feather. What will the supporters of the HeForShe campaign make of it?
The answer to that should be: absolutely nothing. The fact that a woman who has a public position on one matter – gender equality– bears no relation to the fact that she has later found herself entangled in an another altogether different political question of tax evasion. But that hasn’t stopped her critics.
When the news that Watson, reportedly worth $70m, had used a company registered offshore to purchase a home, out came the angry rants. “I thought you're the most honest actress in the world! Wrong,” posted one fan – perhaps a former fan – on Twitter. “After being named in the Panama Paper scandal do you think you should be demanding a statue of anything?” another oddly added, referring to her campaigning for Sadiq Khan, the new Mayor of London, to erect a statue of a figure from the Suffragettes in Parliament Square.
Then came the snarky puns: Harry Potter and the Deathly Havens; Harry Potter and the Prisoner of Taxaban; Harry Potter and the Half-blood Principal Investor. There’s a lot more where that came from.
The aforementioned spokesperson for Watson claimed that the actor had not used an offshore haven to avoid tax or any of her other financial responsibilities as a British citizen, but instead to protect her privacy, given her celebrity status. Reassuring for her disappointed fans perhaps, but it makes no material difference whatsoever.
Even if the young film star had deliberately hidden her assets away in an attempt to legally avoid tax, she is no hypocrite and she does not deserve to be treated like one. You may morally object to tax havens, but there’s no reason to be any more angered by Watson’s financial affairs than those of the Cameron family, Sarah Ferguson, Michel Platini, Simon Cowell or Heather Mills.
What is driving the disproportionate reaction to Watson’s British Virgin Islands connection is a bizarre sense that our public figures represent whatever we think they ought to, rather than what they want to, and what they actually do. Because she is outspoken on one social issue, we expect Watson to be a model activist in every other political arena, a whiter-than-white every woman who stands up for us us all. That’s a standard that’s impossible for anyone to live up to.
It’s a sentiment we see echoed when gay and ethnic minority figures, or even bohemians such as the artist Tracy Emin, express their support for the Conservatives. Surely they should be on the political left, where they ‘ought’ to belong?
The Black Lives Matter movement in the US has prompted similarly pointless soul-searching. Why have rap stars such as Drake and Jay Z – leading black figures in US popular culture – remained so quiet on the matter in their music? Writing in The Atlantic, the journalist Jeff Baird expressed concern that figures such as these were selling music that didn’t reflect the often difficult experience of being black in America and instead concerned itself with feelgood lyrics (“as if their success should be regarded as proof that the American Dream is in fact alive and well”) and great pop tunes instead. Well, why shouldn’t they? It’s their stock-in-trade.
READ MORE
Emma Watson's most influential quotes about feminism and sexuality
What we struggle to cope with is the idea of pop stars, actors or other national figures behaving in ways other than what we might expect from their PR-designed public persona. It’s a position that doesn’t stand up to scrutiny. Each and every one of us has friends or relatives who are passionate about one social issue but ambivalent about another. The environmental activist who is aiming to produce zero waste may have no view whatsoever on the closure of domestic violence services for women; the Hillsborough campaigner who spent 27 years fighting for justice for the 96 may have never thought twice about cuts to disability benefit for those unable to work. So what? The latter does not take away from the significance of their efforts on the former.
Emma Watson is a wealthy young actor who has used her not inconsiderable global influence to start an important conversation about the position of women in the world. For that, she is rightly celebrated. She is not, and has never been, a tax justice campaigner.
I don’t like the idea of any wealthy individual finding ways around paying their due – and there is no suggestion that this is what Watson has done. But the idea that her efforts on behalf of all women have been undermined by the furore sparked by the latest Panama Papers revelations is dismissive and naïve in the extreme.
Saturday 9 April 2016
David Cameron’s gift to the world: trickle-down tax-dodging
Marina Hyde in The Guardian
An intriguing approach to damage limitation by Panama prat David Cameron, particularly considering the prime minister’s only real life job ever was as a PR. The prime minister appears to have been the last person to realise what everyone else in Westminster could see on Monday. Namely, that he’d be sitting down for an awkward tell-all – or at least a tell-some – by Thursday.
My absolute favourite tale from Cameron’s era as press chief for the culturocidal Carlton Television comes courtesy of the Guardian’s then media correspondent, who rang him up on a story. Like all mediocre PRs, a large part of his strategy was ignoring calls, but having accidentally answered this one he was cornered – and consequently pretended to be his own cleaner. “I can’t prove it was him,” the journalist reflected later, “but it certainly sounded a lot like him.” Well, he does have that central casting cleaner’s voice, so perhaps we ought to leave the case file open. Even so, for the journalists who recall the barefaced whoppers Cameron was able to tell them back in those days, this week has not been an occasion to break out the smelling salts.
“I’ve never tried to be anything I’m not,” Cameron claimed to Robert Peston in his belated confession. What about a cleaner? Or a football fan? Evidently the PM judged it the wrong moment to bring up either impersonations of the help, or Aston Villa. Or, indeed, West Ham. Still, at some point, Fortune was always going to collect on the deal Cameron foolishly made when he called the comedian Jimmy Carr’s (also legal) tax arrangements “morally wrong”. Showbiz now joins football on the list of things upon which he ought never to comment again.
Explaining to Peston that “my dad was a man I love and miss every day”, Cameron admitted that he and his wife had in fact invested in Ian Cameron’s offshore firm Blairmore in 1997, then sold their stake in 2010 for “something like £30,000”. That Cameron’s shifty cover-up has been more damaging than his non-crime is almost too insultingly obvious to state. He will not be assisted by the subconscious dismissiveness in that styling – “something like £30,000”. There is a fine line between fastidious precision and sounding like something north of the average British salary is rather forgettable, and the PM fell on the wrong side of it.
Even so, despite the obvious temptations, it would be a destructive mistake for Cameron’s enemies to get too tribal about these things. For all that this story appears currently to concern the Conservatives, there is something rather more Labourish – New Labourish, particularly – to it. The history of British political scandal dictates that it is traditionally sex that gets the Tories in trouble, and money that lands Labour in hot water.
That the Camerons’ investment in Blairmore lasted from 1997 to 2010 – the precise era of New Labour government – feels like a bit of a signpost. Indeed, for a story featuring something called Blairmore, it is surprising that it is Blair-less. For my money – something like £30, for this bet – the saga this most closely resembles is “Cheriegate”. Back at the very end of 2002, you may remember, Cherie Blair unwittingly used a conman (the gentleman caller of her special-adviser-cum-aromatherapist) to assist her in the purchase of two £250,000 Bristol flats.
Just as it has with Cameron, it took Mrs Blair several days to realise she was going to have to tell the truth, but eventually she too was making an emotional speech explaining that she had only been trying to protect her family “particularly my son in his first term at university [sob] living away from home”. A cri de coeur that certainly put in perspective the worries of other mothers who were at that time sending their 18-year-olds off to her husband’s war in Afghanistan. Toughest game in the world, the university game.
That said, Cameron’s emotional citation of his father, though obviously relevant, does rather recall Gordon Brown when on a sticky wicket. A defensive mention of his dad was Brown’s poker tell, and one almost as inscrutable as Homer Simpson’s habit of dancing round the table shrieking in delight at having been dealt four jacks. Mr Brown was never delighted when he brought up the scrupulous honesty of his Presbyterian minister father, but felt the urgent need in order to bolster the fib he was about to tell. An absurd denial that he’d never contemplated sacking Alistair Darling, for instance, came with the giveaway mention that his father had taught him “always to be honest”.
“He’s a prime minister,” skills minister Nick Boles conceded of Cameron on Friday morning, “but he’s also a human being and he’s a son.” I think we can ignore Mr Boles on the father-son dynamic. His last public reference to it was when he accused the grieving father of a Tory activist who had killed himself of trying to “hound” the party chairman out of a job.
Even so, Labour should consider the bigger picture. There are – how to put this delicately? – certain big political names of the relatively recent era that have yet to feature in the tale of tax avoidance, but on whom you’d be unwise to bet against emerging in some future story, some later data leak. Then again, perhaps these persons unnamed have opened their umbrella firms even more carefully, and we shall never know on the record. But we shall know it in our hearts, with that epistemology made fashionable by Tony Blair. “I only know what I believe,” he once intoned. Don’t we all, Mr Blair. Don’t we all.
The gravest danger of casting the tax debate as some tribal battle between the same old foes is to us – the little people who pay taxes, as Leona Helmsley once deathlessly observed. A tit-for-tat between parties does society in which we all have a stake no favours. Down that path, the path where ordinary people conclude that politicians and companies are all in it together, lies a corrupted society like Greece, where top-tier tax dodging eventually trickled down to dentists and doctors and beyond.
The idea that Britain – where people traditionally paid tax relatively willingly – could ever end up anything like this was unthinkable only a few years ago. It is now rather more thinkable, with the accretion of endless stories about Google, Amazon, the Panama Papers names … Never mind the details. Over time, overall impressions are taken. In the end, ordinary people will only know what they believe, and the fear for society is that they will begin to act accordingly.
An intriguing approach to damage limitation by Panama prat David Cameron, particularly considering the prime minister’s only real life job ever was as a PR. The prime minister appears to have been the last person to realise what everyone else in Westminster could see on Monday. Namely, that he’d be sitting down for an awkward tell-all – or at least a tell-some – by Thursday.
My absolute favourite tale from Cameron’s era as press chief for the culturocidal Carlton Television comes courtesy of the Guardian’s then media correspondent, who rang him up on a story. Like all mediocre PRs, a large part of his strategy was ignoring calls, but having accidentally answered this one he was cornered – and consequently pretended to be his own cleaner. “I can’t prove it was him,” the journalist reflected later, “but it certainly sounded a lot like him.” Well, he does have that central casting cleaner’s voice, so perhaps we ought to leave the case file open. Even so, for the journalists who recall the barefaced whoppers Cameron was able to tell them back in those days, this week has not been an occasion to break out the smelling salts.
“I’ve never tried to be anything I’m not,” Cameron claimed to Robert Peston in his belated confession. What about a cleaner? Or a football fan? Evidently the PM judged it the wrong moment to bring up either impersonations of the help, or Aston Villa. Or, indeed, West Ham. Still, at some point, Fortune was always going to collect on the deal Cameron foolishly made when he called the comedian Jimmy Carr’s (also legal) tax arrangements “morally wrong”. Showbiz now joins football on the list of things upon which he ought never to comment again.
Explaining to Peston that “my dad was a man I love and miss every day”, Cameron admitted that he and his wife had in fact invested in Ian Cameron’s offshore firm Blairmore in 1997, then sold their stake in 2010 for “something like £30,000”. That Cameron’s shifty cover-up has been more damaging than his non-crime is almost too insultingly obvious to state. He will not be assisted by the subconscious dismissiveness in that styling – “something like £30,000”. There is a fine line between fastidious precision and sounding like something north of the average British salary is rather forgettable, and the PM fell on the wrong side of it.
Even so, despite the obvious temptations, it would be a destructive mistake for Cameron’s enemies to get too tribal about these things. For all that this story appears currently to concern the Conservatives, there is something rather more Labourish – New Labourish, particularly – to it. The history of British political scandal dictates that it is traditionally sex that gets the Tories in trouble, and money that lands Labour in hot water.
That the Camerons’ investment in Blairmore lasted from 1997 to 2010 – the precise era of New Labour government – feels like a bit of a signpost. Indeed, for a story featuring something called Blairmore, it is surprising that it is Blair-less. For my money – something like £30, for this bet – the saga this most closely resembles is “Cheriegate”. Back at the very end of 2002, you may remember, Cherie Blair unwittingly used a conman (the gentleman caller of her special-adviser-cum-aromatherapist) to assist her in the purchase of two £250,000 Bristol flats.
Just as it has with Cameron, it took Mrs Blair several days to realise she was going to have to tell the truth, but eventually she too was making an emotional speech explaining that she had only been trying to protect her family “particularly my son in his first term at university [sob] living away from home”. A cri de coeur that certainly put in perspective the worries of other mothers who were at that time sending their 18-year-olds off to her husband’s war in Afghanistan. Toughest game in the world, the university game.
That said, Cameron’s emotional citation of his father, though obviously relevant, does rather recall Gordon Brown when on a sticky wicket. A defensive mention of his dad was Brown’s poker tell, and one almost as inscrutable as Homer Simpson’s habit of dancing round the table shrieking in delight at having been dealt four jacks. Mr Brown was never delighted when he brought up the scrupulous honesty of his Presbyterian minister father, but felt the urgent need in order to bolster the fib he was about to tell. An absurd denial that he’d never contemplated sacking Alistair Darling, for instance, came with the giveaway mention that his father had taught him “always to be honest”.
“He’s a prime minister,” skills minister Nick Boles conceded of Cameron on Friday morning, “but he’s also a human being and he’s a son.” I think we can ignore Mr Boles on the father-son dynamic. His last public reference to it was when he accused the grieving father of a Tory activist who had killed himself of trying to “hound” the party chairman out of a job.
Even so, Labour should consider the bigger picture. There are – how to put this delicately? – certain big political names of the relatively recent era that have yet to feature in the tale of tax avoidance, but on whom you’d be unwise to bet against emerging in some future story, some later data leak. Then again, perhaps these persons unnamed have opened their umbrella firms even more carefully, and we shall never know on the record. But we shall know it in our hearts, with that epistemology made fashionable by Tony Blair. “I only know what I believe,” he once intoned. Don’t we all, Mr Blair. Don’t we all.
The gravest danger of casting the tax debate as some tribal battle between the same old foes is to us – the little people who pay taxes, as Leona Helmsley once deathlessly observed. A tit-for-tat between parties does society in which we all have a stake no favours. Down that path, the path where ordinary people conclude that politicians and companies are all in it together, lies a corrupted society like Greece, where top-tier tax dodging eventually trickled down to dentists and doctors and beyond.
The idea that Britain – where people traditionally paid tax relatively willingly – could ever end up anything like this was unthinkable only a few years ago. It is now rather more thinkable, with the accretion of endless stories about Google, Amazon, the Panama Papers names … Never mind the details. Over time, overall impressions are taken. In the end, ordinary people will only know what they believe, and the fear for society is that they will begin to act accordingly.
Wednesday 21 January 2015
Our ‘impartial’ broadcasters have become mouthpieces of the elite
If you think the news is balanced, think again. Journalists who should challenge power are doing its dirty work
When people say they have no politics, it means that their politics aligns with the status quo. None of us are unbiased, none removed from the question of power. We are social creatures who absorb the outlook and opinions of those with whom we associate, and unconsciously echo them. Objectivity is impossible.
The illusion of neutrality is one of the reasons for the rotten state of journalism, as those who might have been expected to hold power to account drift thoughtlessly into its arms. But until I came across the scandal currently erupting in Canada, I hadn’t understood just how quickly standards are falling.
In 2013 reporters at CBC, Canada’s equivalent of the BBC, broke a major story. They discovered that RBC – Royal Bank of Canada – had done something cruel and unusual even by banking standards. It was obliging junior staff to train a group of temporary foreign workers, who would then be given the staff’s jobs. Just after the first report was aired, according to the website Canadaland, something odd happened: journalists preparing to expand on the investigation were summoned to a conference call with Amanda Lang, CBC’s senior business correspondent and a star presenter. The reporters she spoke to say she repeatedly attempted to scuttle the story, dismissing it as trivial and dull.
They were astonished. But not half as astonished as when they discovered the following, unpublished facts. First, that Lang had spoken at a series of events run or sponsored by RBC – for which she appears, on one occasion, to have been paid around 15,000 Canadian dollars. Second, that she was booked to speak at an event sponsored by the outsourcing company the bank had hired to implement the cruel practice exposed by her colleagues. Third, that her partner is a board member at RBC.
Lang then interviewed the bank’s chief executive on her own show. When he dismissed the story as unfair and misleading, she did not challenge him. That evening she uncritically repeated his talking points on CBC’s main current affairs programme. Her interests, again, were not revealed. Then she wrote a comment article for the Globe and Mail newspaper suggesting that her colleagues’ story arose from an outdated suspicion of business, was dangerous to Canada’s interests, and was nothing but “a sideshow”. Here’s what she said about the bank’s employment practices: “It’s called capitalism, and it isn’t a dirty word.”
Canadaland, which exposed Lang’s conflicts last week, found that other journalists at the broadcaster were furious, but too frightened to speak on the record. But after CBC tried to dismiss the scandal as “half-truths based on anonymous sources”, Kathy Tomlinson, the reporter who had broken the story about the bank, bravely spoke publicly to the website. The following morning, staff in her office arrived to find this message spelt out in magnets on their fridge: “Jesse Brown snitches get stitches”. Jesse Brown is Canadaland’s founder.
CBC refused to answer my questions, and I have not had a response from Lang. It amazes me that she remains employed by CBC, which has so far done nothing but bluster and berate its critics.
This is grotesque. But it’s symptomatic of a much wider problem in journalism: those who are supposed to scrutinise the financial and political elite are embedded within it. Many belong to a service-sector aristocracy, wedded metaphorically (sometimes literally) to finance. Often unwittingly, they amplify the voices of the elite, while muffling those raised against it.
A study by academics at the Cardiff School of Journalism examined the BBC Today programme’s reporting of the bank bailouts in 2008. It discovered that the contributors it chose were “almost completely dominated by stockbrokers, investment bankers, hedge fund managers and other City voices. Civil society voices or commentators who questioned the benefits of having such a large finance sector were almost completely absent from coverage.” The financiers who had caused the crisis were asked to interpret it.
The same goes for discussions about the deficit and the perceived need for austerity. The debate has been dominated by political and economic elites, while alternative voices – arguing that the crisis has been exaggerated, or that instead of cuts, the government should respond with Keynesian spending programmes or taxes on financial transactions, wealth or land – have scarcely been heard. Those priorities have changed your life: the BBC helped to shape the political consensus under which so many are now suffering.
The BBC’s business reporting breaks its editorial guidelines every day by failing to provide alternative viewpoints. Every weekday morning, the Today programme grovels to business leaders for 10 minutes. It might occasionally challenge them on the value or viability of their companies, but hardly ever on their ethics. Corporate critics are shut out of its business coverage – and almost all the rest.
On BBC News at Six, the Cardiff researchers found, business representatives outnumbered trade union representatives by 19 to one. “The BBC tends to reproduce a Conservative, Eurosceptic, pro-business version of the world,” the study said. This, remember, is where people turn when they don’t trust the corporate press.
While the way in which the media handle the stories that are covered is bad enough, the absence of coverage is even worse. If an issue does not divide the main political parties, it vanishes from view, though the parties now disagree on hardly anything. Another study reveals a near total collapse of environmental coverage on ITV and BBC news: it declined from 2.5% (ITV) and 1.6% (BBC) of total airtime in 2007 to, respectively, 0.2% and 0.3% in 2014. There were as many news stories on these outlets about Madeleine McCann in 2014 – seven years after her disappearance – as there were about all environmental issues put together.
Those entrusted to challenge power are the loyalists of power. They rage against social media and people such as Russell Brand, without seeing that the popularity of alternatives is a response to their own failures: their failure to expose the claims of the haut monde, their failure to enlist a diversity of opinion, their failure to permit the audience to see that another world is possible. If even the public sector broadcasters parrot the talking points of the elite, what hope is there for informed democratic choice?
Thursday 18 September 2014
Marriott's Corporate Social Responsibility stunt - Pay low wages and ask customers to pay high tips
Corporations are not people, so don't let them guilt you into tipping the maid
Gratitude is a very good thing. It makes us happy. But this is what happens when Marriott and the corporate do-gooder police co-opt your feelings
If I still somehow retained any capacity to be surprised by the tone-deafness of corporate America, I imagine I’d be pretty taken aback by the news that Marriott International has joined forces with a nonprofit called A Woman’s Nation to launch The Envelope Please, a campaign to encourage hotel guests to leave “tips and notes of thanks for hotel room attendants” in envelopes that Marriott will graciously provide. (You can contribute to Marriott’s marketing budget – sorry, I meant “donate to A Woman’s Nation”! – here.)
As New York magazine’s Annie Lowery and others have pointed out, tipping is a terrible way to try to improve the lot of hotel housekeepers, whose work is stressful, debilitating, unseen and badly paid. On the one hand, tipping is basically useless as a way of encouraging good work; on the other hand, it’s incredibly useful as an excuse for employers to avoid raising wages. In the words of the National Review – and how often does one quote the National Review approvingly when not under the influence of massive quantities of hallucinogenic drugs? – “how about just paying them more?”
Corporate do-gooding efforts, with their obvious potential for ulterior motives, frequently arouse this sort of scornful reaction. (If you’ve ever felt guiltily irritated by a request to donate to charity at the pharmacy or supermarket checkout, you’ll know what I mean.) But there’s something especially irritating about the way that Marriott and Maria Shriver, founder of A Woman’s Nation, have characterized the campaign as an opportunity for guests “to express their gratitude”. “I hope this gratitude initiative will make these women feel seen and validated,” Shriver was quoted as saying.
There’s no doubt about it: gratitude is a very, very, very good thing. The sheer weight of psychological research testifying to this truth isn’t really disputable at this point: it’s associated with increased happiness; increased savoring of positive experiences; better self-worth and self-esteem; more ethical behavior and the nurturing of social bonds. Gratitude journals, despite sounding like the pinnacle of Oprah-esque cheesiness, truly work, if you do them right, by briefly listing a small number of things for which you’re grateful in a notebook each day. And you should probably try keeping one. (You don’t need to tell anyone you’re doing it.)
Yet despite these many benefits – or more accurately, perhaps, because of them – the corporate co-opting of gratitude is something we should resist with every sinew. If you need persuading of this argument, just look at what happened to fun when it started getting used as a weapon in the arsenal of consultants who promised to transform company cultures for the better. Fun (by definition, I suppose) is great. “Fun” imposed by managers on employees, by contrast, is excruciating. It damages productivity, fosters resentment, and generally isn’t remotely fun.
It’s horribly easy to see gratitude heading in a similar direction. Take something good and selfless, then promote it for self-interested reasons, and you seem unavoidably to corrode or cheapen the thing itself. Gratitude has to be “authentic and autonomously derived” if it’s going to have beneficial effects, says the University of California psychologist Sonja Lyubomirsky, who’s led several of the most important studies on the topic so far. “There’s plenty of research showing that when you do something, you have to be the one who chose to do it” in order to reap the benefits. The more you feel guilted into demonstrating gratitude, the less it makes sense to call it gratitude at all.
New data that Lyubomirsky is preparing for publication, she adds, shows that gratitude can trigger negative emotions as well as positive ones. “Though it does make people happier and uplifted, it can also make people feel more guilty, more indebted, more embarrassed and uncomfortable.”
This shouldn’t come as a huge surprise: gratitude belongs to the complex, messy world of real human relationships, where things often don’t conform to the monotone cheer that a branding effort – and that’s all The Envelope Please is, really – seeks to instil. Even if Marriott does succeed in generating waves of gratitude on the part of its customers, it may find they end up associating less-than-positive emotions with its brand.
Oh, by the way: Marriott International’s chief executive, Arne Sorensen, made about $7m in 2012. I just thought you might be grateful for that information.
Saturday 13 September 2014
Climate crimes: Naomi Klein on greenwashing big business
Soon after reporting on the 2010 BP oil spill, Naomi Klein found she was pregnant – and miscarried. Was there a connection? She looks at the 'greenwashing' of big business and its effects
Naomi Klein: 'My doctor told me that my hormone levels were too low and that I'd probably miscarry, for the third time. My mind raced back to the Gulf.' Photograph: Anya Chibis for the Guardian
I denied climate change for longer than I care to admit. I knew it was happening, sure. But I stayed pretty hazy on the details and only skimmed most news stories. I told myself the science was too complicated and the environmentalists were dealing with it. And I continued to behave as if there was nothing wrong with the shiny card in my wallet attesting to my "elite" frequent-flyer status.
A great many of us engage in this kind of denial. We look for a split second and then we look away. Or maybe we do really look, but then we forget. We engage in this odd form of on-again-off-again ecological amnesia for perfectly rational reasons. We deny because we fear that letting in the full reality of this crisis will change everything.
And we are right. If we continue on our current path of allowing emissions to rise year after year, major cities will drown, ancient cultures will be swallowed by the seas; our children will spend much of their lives fleeing and recovering from vicious storms and extreme droughts. Yet we continue all the same.
What is wrong with us? I think the answer is far more simple than many have led us to believe: we have not done the things needed to cut emissions because those things fundamentally conflict with deregulated capitalism, the reigning ideology for the entire period we have struggled to find a way out of this crisis. We are stuck, because the actions that would give us the best chance of averting catastrophe – and benefit the vast majority – are threatening to an elite minority with a stranglehold over our economy, political process and media.
That problem might not have been insurmountable had it presented itself at another point in our history. But it is our collective misfortune that governments and scientists began talking seriously about radical cuts to greenhouse gas emissions in 1988 – the exact year that marked the dawning of "globalisation". The numbers are striking: in the 1990s, as the market integration project ramped up, global emissions were going up an average of 1% a year; by the 2000s, with "emerging markets" such as China fully integrated into the world economy, emissions growth had sped up disastrously, reaching 3.4% a year.
That rapid growth rate has continued, interrupted only briefly, in 2009, by the world financial crisis. What the climate needs now is a contraction in humanity's use of resources; what our economic model demands is unfettered expansion. Only one of these sets of rules can be changed, and it's not the laws of nature.
What gets me most are not the scary studies about melting glaciers, the ones I used to avoid. It's the books I read to my two-year-old. Looking For A Moose is one of his favourites. It's about a bunch of kids who really want to see a moose. They search high and low – through a forest, a swamp, in brambly bushes and up a mountain. (The joke is that there are moose hiding on each page.) In the end, the animals all come out and the ecstatic kids proclaim: "We've never ever seen so many moose!" On about the 75th reading, it suddenly hit me: he might never see a moose.
I went to my computer and began to write about my time in northern Alberta, Canadian tar sands country, where members of the Beaver Lake Cree Nation told me how the moose had changed. A woman killed one on a hunting trip, only to find the flesh had turned green. I heard a lot about strange tumours, which locals assumed had to do with the animals drinking water contaminated by tar sand toxins. But mostly I heard about how the moose were simply gone.
And not just in Alberta. Rapid Climate Changes Turn North Woods into Moose Graveyard read a May 2012 headline in Scientific American. A year and a half later, the New York Times reported that one of Minnesota's two moose populations had declined from 4,000 in the 1990s to just 100. Will my son ever see a moose?
In our desire to deal with climate change without questioning the logic of growth, we've been eager to look both to technology and the market for saviours. And the world's celebrity billionaires have been happy to play their part.
In his autobiography/new age business manifesto Screw It, Let's Do It, Richard Branson shared the inside story of his road to Damascus conversion to the fight against climate change. It was 2006 and Al Gore, on tour with An Inconvenient Truth, came to the billionaire's home to impress upon him the dangers of global warming."It was quite an experience," Branson writes. "As I listened to Gore, I saw that we were looking at Armageddon."
As he tells it, his first move was to summon Will Whitehorn, then Virgin Group's corporate and brand development director. "We took the decision to change the way Virgin operates on a corporate and global level. We called this new approach Gaia Capitalism in honour of James Lovelock and his revolutionary scientific view" (this is that the Earth is "one single enormous living organism"). Not only would Gaia Capitalism "help Virgin to make a real difference in the next decade and not be ashamed to make money at the same time", but Branson believed it could become "a new way of doing business on a global level".
'For two years after I covered the 2010 BP spill in the Gulf of Mexico, I couldn't look at any body of water without imagining it covered in oil.' Illustration: Noma Bar for the Guardian
Before the year was out, he was ready to make his grand entrance on to the green scene (and he knows how to make an entrance – by parachute, by jetski, by kitesail with a naked model clinging to his back). At the 2006 Clinton Global Initiative annual meeting in New York, the highest power event on the philanthropic calendar, Branson pledged to spend $3bn over the next decade to develop biofuels as an alternative to oil and gas, and on other technologies to battle climate change. The sum alone was staggering, but the most elegant part was where the money would be coming from: Branson would divert the funds generated by Virgin's fossil fuel-burning transportation lines.
In short, he was volunteering to do precisely what our governments have been unwilling to legislate: channel the profits earned from warming the planet into the costly transition away from these dangerous energy sources. Bill Clinton was dazzled, calling the pledge "ground-breaking". But Branson wasn't finished: a year later, he was back with the Virgin Earth Challenge – a $25m prize for the first inventor to figure out how to sequester 1bn tonnes of carbon a year from the air "without countervailing harmful effects". And the best part, he said, is that if these competing geniuses crack the carbon code, the "'doom and gloom' scenario vanishes. We can carry on living our lives in a pretty normal way – we can drive our cars, fly our planes." The idea that we can solve the climate crisis without having to change our lifestyles – certainly not by taking fewer Virgin flights – seemed the underlying assumption of all Branson's initiatives. In 2009, he launched the Carbon War Room, an industry group looking for ways that different sectors could lower their emissions voluntarily, and save money in the process. For many mainstream greens, Branson seemed a dream come true: a media darling out to show the world that fossil fuel-intensive companies can lead the way to a green future, using profit as the most potent tool.
Bill Gates and former mayor of New York Michael Bloomberg have also used their philanthropy aggressively to shape climate solutions, the latter with large donations to green groups such as the Environmental Defense Fund, and with the supposedly enlightened climate policies he introduced as mayor. But while talking a good game about carbon bubbles and stranded assets, Bloomberg has made no discernible attempt to manage his own vast wealth in a manner that reflects these concerns. In fact, he helped set up Willett Advisors, a firm specialising in oil and gas assets, for both his personal and philanthropic holdings. Those gas assets may well have risen in value as a result of his environmental giving – what with, for example, EDF championing natural gas as a replacement for coal. Perhaps there is no connection between his philanthropic priorities and his decision to entrust his fortune to the oil and gas sector. But these investment choices raise uncomfortable questions about his status as a climate hero, as well as his 2014 appointment as a UN special envoy for cities and climate change (questions Bloomberg has not answered, despite my repeated requests).
Gates has a similar firewall between mouth and money. Though he professes great concern about climate change, the Gates Foundation had at least $1.2bn invested in oil giants BP and ExxonMobil as of December 2013, and those are only the start of his fossil fuel holdings. When he had his climate change epiphany, he, too, raced to the prospect of a silver-bullet techno-fix, without pausing to consider viable – if economically challenging – responses in the here and now. In Ted talks, op-eds, interviews and in hisannual letters, Gates repeats his call for governments massively to increase spending on research and development, with the goal of uncovering "energy miracles".
By miracles, he means nuclear reactors that have yet to be invented (he is a major investor and chairman of nuclear startup TerraPower), machines to suck carbon out of the atmosphere (he is a primary investor in at least one such prototype) and direct climate manipulation (Gates has spent millions funding research into schemes to block the sun, and his name is on several hurricane-suppression patents). At the same time, he has been dismissive of the potential of existing renewable technologies, writing off energy solutions such as rooftop solar as "cute" and "noneconomic" (these cute technologies already provide 25% of Germany's electricity).
In 2006, after meeting Al Gore, Richard Branson pledged £3bn to battle climate change over the following decade. He has since spent just £230m. Photograph: Bruno Vincent/Getty Images
Almost a decade after Branson's epiphany, it seems a good time to check in on the "win-win" crusade. Let's start with his "firm commitment" to spending $3bn over a decade developing a miracle fuel. The first tranche of money he diverted from his transport divisions launched Virgin Fuels (since replaced by private equity firm Virgin Green Fund). He began by investing in various agrofuel businesses, including making a bet of $130m on corn ethanol. Virgin has attached its name to several biofuel pilot projects – one to derive jet fuel from eucalyptus trees, another from fermented gas waste – though it has not gone in as an investor. But Branson admits the miracle fuel "hasn't been invented yet" and the fund has since moved its focus to a grab-bag of green-tinged products.
Diversifying his holdings to get a piece of the green market would hardly seem to merit the fanfare inspired by Branson's original announcement, especially as the investments have been so unremarkable. If he is to fulfil his $3bn pledge by 2016, by this point at least $2bn should have been spent. He's not even close. According to Virgin Green Fund partner Evan Lovell, Virgin has contributed only around $100m to the pot, on top of the original ethanol investment, which brings the total Branson investment to around $230m. (Lovell confirmed that "we are the primary vehicle" for Branson's promise.)
Branson refused to answer my direct questions about how much he had spent, writing that "it's very hard to quantify the total amount… across the Group". His original "pledge" he now refers to as a "gesture". In 2009, he told Wired magazine, "in a sense, whether it's $2bn, $3bn or $4bn is not particularly relevant". When the deadline rolls around, he told me, "I suspect it will be less than $1bn right now" and blamed the shortfall on everything from high oil prices to the global financial crisis: "The world was quite different back in 2006… In the last eight years, our airlines have lost hundreds of millions of dollars."
Given these explanations for falling short, it is worth looking at some of the things for which Branson did manage to find money. In 2007, a year after seeing the climate light, he launched domestic airline Virgin America. From 40 flights a day to five destinations in its first year, it reached 177 flights a day to 23 destinations in 2013. At the same time, passengers on Virgin's Australian airlines increased from 15 million in 2007 to 19 million in 2012. In 2009, Branson launched a new long-haul airline, Virgin Australia; in April 2013 came Little Red, a British domestic airline.
So this is what he has done since his climate change pledge: gone on a procurement spree that has seen his airlines' greenhouse gas emissions soar by around 40%. And it's not just planes: Branson has unveiled Virgin Racing to compete in Formula One, (he claimed he had entered the sport only because he saw opportunities to make it greener, but quickly lost interest) and invested heavily in Virgin Galactic, his dream of launching commercial flights into space, for $250,000 per passenger. According to Fortune, by early 2013 Branson had spent "more than $200m" on this vanity project.
It can be argued – and some do – that Branson's planet-saviour persona is an elaborate attempt to avoid the kind of tough regulatory action that was on the horizon when he had his green conversion. In 2006, public concern about climate change was rising dramatically, particularly in the UK, where young activists used daring direct action to oppose new airports, as well as the proposed new runway at Heathrow. At the same time, the UK government was considering a broad bill that would hit the airline sector; Gordon Brown, then chancellor, had tried to discourage flying with a marginal rise in air passenger duty. These measures posed a significant threat to Branson's profit margins.
So, was Branson's reinvention as a guilt-ridden planet-wrecker volunteering to solve the climate crisis little more than a cynical ploy? All of a sudden, you could feel good about flying again – after all, the profits from that ticket to Barbados were going to help discover a miracle green fuel. It was an even more effective conscience-cleaner than carbon offsets (though Virgin sold those, too). As for regulations and taxes, who would want to hinder an airline supporting such a good cause? This was always Branson's argument: "If you hold industry back, we will not, as a nation, have the resources to come up with the clean-energy solutions we need." It is noteworthy that his green talk has been less voluble since David Cameron came to power and made it clear that fossil fuel-based businesses faced no serious threat of climate regulations.
There is a more charitable interpretation of what has gone wrong. This would grant Branson his love of nature (whether watching tropical birds on his private island or ballooning over the Himalayas) and credit him with genuinely trying to figure out ways to reconcile running carbon-intensive businesses with a desire to help slow species extinction and avert climate chaos. It would acknowledge, too, that he has thought up some creative mechanisms to try to channel profits into projects that could help keep the planet cool.
But if we grant him these good intentions, then the fact that all these projects have failed to yield results is all the more relevant. He set out to harness the profit motive to solve the crisis, but again and again, the demands of building a successful empire trumped the climate imperative.
Oil on the surface of the Gulf of Mexico in an aerial view of the Deepwater Horizon oil spill off the coast of Mobile, Alabama. Photograph: Reuters
The idea that only capitalism can save the world from a crisis it created is no longer an abstract theory; it's a hypothesis that has been tested in the real world. We can now take a hard look at the results: at the green products shunted to the back of the supermarket shelves at the first signs of recession; at the venture capitalists who were meant to bankroll a parade of innovation but have come up far short; at the fraud-infested, boom-and-bust carbon market that has failed to cut emissions. And, most of all, at the billionaires who were going to invent a new form of enlightened capitalism but decided, on second thoughts, that the old one was just too profitable to surrender.
At some point about seven years ago, I realised I had become so convinced we were headed toward a grim ecological collapse that I was losing my capacity to enjoy my time in nature. The more beautiful the experience, the more I found myself grieving its loss – like someone unable to fall fully in love because she can't stop imagining the inevitable heartbreak. Looking out over British Columbia's Sunshine Coast, at an ocean bay teeming with life, I would suddenly picture it barren – the eagles, herons, seals and otters all gone. It got worse after I covered the 2010 BP spill in the Gulf of Mexico: for two years after, I couldn't look at any body of water without imagining it covered in oil.
This kind of ecological despair was a big part of why I resisted having kids until my late 30s. It was around the time that I began work on my book that my attitude started to shift. Some of it, no doubt, was standard-issue denial (what does one more kid matter?). But it was also that immersing myself in the international climate movement had helped me imagine various futures that were decidedly less bleak. And I was lucky: pregnant the first month we started trying. But then, just as fast, my luck ran out. A miscarriage. An ovarian tumour. A cancer scare. Surgery. Month after month of disappointing single pink lines on pregnancy tests. Another miscarriage.
It just so happened that the five years it took to write my book were the same years my personal life was occupied with failed pharmaceutical and technological interventions and, ultimately, pregnancy and new motherhood. I tried, at first, to keep these parallel journeys segregated, but it didn't always work. The worst part was the ceaseless invocation of our responsibilities to "our children". I knew these expressions were heartfelt and not meant to be exclusionary, yet I couldn't help feeling shut out.
But along the way, that feeling changed. It's not that I got in touch with my inner Earth Mother; it's that I started to notice that if the Earth is indeed our mother, then she is a mother facing a great many fertility challenges of her own.
I had no idea I was pregnant when I went to Louisiana to cover the BP spill. A few days after I got home, though, I could tell something was off and did a pregnancy test. Two lines this time, but the second strangely faint. "You can't be just a little bit pregnant," the saying goes. And yet that is what I seemed to be. After more tests, my doctor told me my hormone levels were much too low and I'd probably miscarry, for the third time. My mind raced back to the Gulf – the toxic fumes I had breathed in for days and the contaminated water I had waded in. I searched on the chemicals BP was using in huge quantities, and found reams of online chatter linking them to miscarriages. Whatever was happening, I had no doubt that it was my doing.
After a week of monitoring, the pregnancy was diagnosed as ectopic - the embryo had implanted itself outside the uterus, most likely in a fallopian tube. I was rushed to the emergency room. The somewhat creepy treatment is one or more injections of methotrexate, a drug used in chemotherapy to arrest cell development (and carrying many of the side-effects). Once foetal development has stopped, the pregnancy miscarries, but it can take weeks.
It was a tough, drawn-out loss for my husband and me. But it was also a relief to learn that the miscarriage had nothing to do with the Gulf. Knowing that did make me think a little differently about my time covering the spill, however. As I waited for the pregnancy to "resolve", I thought in particular about a long day spent on the Flounder Pounder, a boat a group of us had chartered to look for evidence that the oil had entered the marshlands.
Our guide was Jonathan Henderson of the Gulf Restoration Network, a heroic local organisation devoted to repairing the damage done to the wetlands by the oil and gas industry. As we navigated the narrow bayous of the Mississippi Delta, Henderson leant far over the side to get a better look at the bright green grass. What concerned him most was not what we were all seeing – fish jumping in fouled water, Roseau cane coated in oil – but something much harder to detect without a microscope and sample jars.
Spring is the start of spawning season on the Gulf Coast, and Henderson knew these marshes were teeming with nearly invisible zooplankton and tiny juveniles that would develop into adult shrimp, oysters, crabs and fin fish. In these fragile weeks, the marsh grass acts as an aquatic incubator, providing nutrients and protection from predators. "Everything is born in these wetlands," he said.
The prospects for these microscopic creatures did not look good. Each wave brought in more oil and dispersants, sending levels of carcinogenic polycyclic aromatic hydrocarbons (PAHs) soaring. And this was all happening at the worst possible moment in the biological calendar: not only shellfish, but also bluefin tuna, grouper, snapper, mackerel, marlin and swordfish were all spawning. Out in the open water, floating clouds of translucent proto-life were just waiting for one of the countless plumes of oil and dispersants to pass through them like an angel of death. Unlike the oil-coated pelicans and sea turtles, these deaths would attract no media attention, just as they would go uncounted in official assessments of the spill's damage. If a certain species of larva was in the process of being snuffed out, we would likely not find out about it for years, and then, rather than some camera-ready mass die-off, there would just be… nothing. An absence. A hole in the life cycle.
As our boat rocked in that terrible place – the sky buzzing with Black Hawk helicopters and snowy white egrets – I had the distinct feeling we were suspended not in water but in amniotic fluid, immersed in a massive multi-species miscarriage. When I learned that I, too, was in the early stages of creating an ill-fated embryo, I started to think of that time in the marsh as my miscarriage inside a miscarriage. It was then that I let go of the idea that infertility made me some sort of exile from nature, and began to feel what I can only describe as a kinship of the infertile.
Oil is deposited along dead marsh land near Bay Jimmy in Port Sulphur, Louisiana, in January 2011, 10 months after the spill. The clean-up is ongoing. Photograph: Getty Images
A few months after I stopped going to the fertility clinic, a friend recommended a naturopathic doctor. This practitioner had her own theories about why so many women without an obvious medical reason were having trouble conceiving. Carrying a baby is one of the hardest physical tasks we can ask of ourselves, she said, and if our bodies decline the task, it is often a sign that they are facing too many other demands – high-stress work, or the physical stress of having to metabolise toxins, or just the stresses of modern life. Most fertility clinics use drugs and technology to override this, and they work for a lot of people. But if they do not (and they often do not), women are frequently left even more stressed, their hormones more out of whack. The naturopath proposed the opposite approach: try to figure out what might be overtaxing my system, and then remove those things. After a series of tests, I was diagnosed with a whole mess of allergies I didn't know I had, as well as adrenal insufficiency and low cortisol levels. The doctor asked me a lot of questions, including how many hours I had spent in the air over the past year. "Why?" I asked warily. "Because of the radiation. There have been some studies done with flight attendants that show it might not be good for fertility."
I admit I was far from convinced that this approach would result in a pregnancy, or even that the science behind it was wholly sound. Then again, the worst that could happen was that I'd end up healthier. So I did it all. The yoga, the meditation, the dietary changes (the usual wars on wheat, gluten, dairy and sugar, as well as more esoteric odds and ends). I went to acupuncture and drank bitter Chinese herbs; my kitchen counter became a gallery of powders and supplements. I left Toronto and moved to rural British Columbia. This is the part of the world where my parents live, where my grandparents are buried.
Gradually, I learned to identify a half-dozen birds by sound, and sea mammals by the ripples on the water's surface. My frequent-flyer status expired for the first time in a decade, and I was glad.
For the first few months, the hardest part of the pregnancy was believing everything was normal. No matter how many tests came back with reassuring results, I stayed braced for tragedy. What helped most was hiking, and during the final anxious weeks, I would calm my nerves by walking for as long as my sore hips would let me on a trail along a pristine creek. I kept my eyes open for silvery salmon smolts making their journey to the sea after months of incubation in shallow estuaries. And I would picture the cohos, pinks and chums battling the rapids and falls, determined to reach the spawning grounds where they were born. This was my son's determination, I would tell myself. He was clearly a fighter, having managed to make his way to me despite the odds; he would find a way to be born safely, too.
I don't know why this pregnancy succeeded any more than I know why earlier pregnancies failed – and neither do my doctors. Infertility is just one of the many areas in which we humans are confronted with our oceans of ignorance. So, mostly, I feel lucky.
And I suppose a part of me is still in that oiled Louisiana marsh, floating in a sea of poisoned larvae and embryos, with my own ill-fated embryo inside me. It's not self-pity that keeps me returning to that sad place. It's the conviction that there is something valuable in the body-memory of slamming up against a biological limit – of running out of chances – something we all need to learn. We are built to survive, gifted with adrenaline and embedded with multiple biological redundancies that allow us the luxury of second, third and fourth chances. So are our oceans. So is the atmosphere.
But surviving is not the same as thriving, not the same as living well. For a great many species, it's not the same as being able to nurture and produce new life. With proper care, we stretch and bend amazingly well. But we break, too – our individual bodies, as well as the communities and ecosystems that support us.
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