The Bard’s Best? Nope…

Shakespeare bracket
To help celebrate the 400th anniversary of William Shakespeare’s death (April 23) and 452nd of his birth (also April 23), the website Mashable has put together a “battle” for the “Best Shakespeare Play Ever.” It’s done up as a sort of sports playoff grid (a tournament bracket), broken into four categories.

Four? That’s right. Even though the First Folio was only divided into three categories, Mashable added their own:

The plays are organized into four quadrants based on the four genres of plays Shakespeare commonly wrote: comedies, histories, tragedies and weird magic stuff. (Okay, we may have made up that last category in order to get to four, but you know the type: the plays with ghosts, witches, gods, etc.)

So right off, you know this is more game than academia. And, you protest, there are 36 plays in the First Folio, plus a couple of others added since. This game only has 32. What about the rest?

Where are the The Two Gentlemen of Verona? It’s consider the Bard’s very first play.  Or The Merry Wives of Windsor – arguably one of the Bard’s most popular plays, possibly commissioned by Queen Elizabeth herself. It has Falstaff in it! How can any play with Falstaff be left out?

And the chart mentions Henry IV, but doesn’t specify which part (1 or 2 – part 2 is more Falstaff than part 1). Both are self-contained. Same with Henry VI: it has three parts, each a separate play, but which one is not specified. Part 1 is not well considered, and may be Shakespeare’s weakest effort.

The chart mentions Pericles – which was not included in the First Folio (FF). But it ignores The Two Noble Kinsmen, which was also not in the FF, but has since been accepted as a Shakespeare work (with Fletcher).

Then there’s the pairing of plays: odd at best, it strikes me as cobbled together by someone who hasn’t actually read the plays he or she has coupled, someone who doesn’t appreciate the differences and distinctions between the styles, categories and stories.

For example, Romeo and Juliet play off against Timon of Athens. Both were grouped in the FF as tragedies, but aside from that, any similarity ends. R&J was written around 1595, ToA was written a decade later, a collaboration with Middleton. R&J is a story about a young couple and the feud between their Italian families. ToA is about a rich,Greek misanthrope who discovers the infidelity of his friends, with no love interest in the play. They are completely mismatched.

Henry V is paired with King John. H5 is one of the Bard’s great plays, rich with stirring speeches, action, tension and drama. KJ is written entirely in verse (the only other such play is Richard II) and is mostly about court intrigues. H5 has been performed many times and Kenneth Branagh made a stirring movie of it in 1989 and it was included in the 2012 Hollow Crown series (great news! Hollow Crown 2 is coming soon…).
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Amateur layout and bad ads. Again.

Stinky!I see the Town of Collingwood is still letting the EB layout its full page of ads in the paper.  Tragic. Embarrassing. Cringe-worthy.

The latest back page mashup has as its first ad the worst of the worst sort of ad layout, the sort only amateurs would create. It’s too wide for any human being to comfortably and efficiently read. Then there’s the second page with its fat partner in layout crime.

It’s embarrassing for a municipality to be thus represented. The only saving grace is that no one reads the EB any more, so not very many people see how bad it is. But those who do see it, wince.

Why, oh why, does the town continue to permit amateurs to design its advertising? Doesn’t anyone realize these represent the town? They affect our reputation?

These wide ads – and several of the smaller ads – break pretty much every rule in every design and typographic book. High school students could craft more elegant, readable, exciting ads. Maybe elementary school kids could, too.

I’ve written about these embarrassing, amateur efforts in the past and how they hurt the town’s image. Even a bungling non-designer like me can see they are ill-suited for presenting a professional, polished image. I suspect these are designed by the janitor, or maybe someone who delivers the paper. Certainly not by a graphic designer.

Anyone can read the basic books on layout and design to learn enough to see these are awful. Truly awful. Why can’t anyone in town hall see it?

But, you ask, why would the town give the job to someone trained and experienced in that art? That would break this term’s trend.

Council took the management of the water utility from experienced professionals on the board and gave it to inept councillors. Council kicked the experienced, professional, provincially-recognized winner of several awards and honours, the CEO of Collus, off the board and put the interim CAO in his place. The precedent for replacing people who know what they’re doing with those who don’t was set early in this term.

Council cancelled its individual subscriptions to the monthly Municipal World magazine, the best Canadian journal for municipal governance and politics, read by dedicated municipal politicians across the country. Why? Because council felt it knows everything already and doesn’t need peer advice. Besides, reading is hard work.

Council has turned to obscure one-and-two-person consulting firms few if any of us have ever heard of for recommendations on big, important, strategic issues that affect the town’s well-being, rather than listen to respected, worldwide firms like KPMG.

The arrogance of amateurism is this council’s legacy. The inmates are running the asylum. These ads are regular, graphic reminders of that.

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Muddle-headed editorial palaver

There’s a muddle-headed editorial in this weekend’s Collingwood Connection titled “Citizens, not rich developers should drive political ship” (sic*) that shows (again) how little the chain’s editorial writers understand municipal politics and the laws that govern it. It opens:

Money talks and, in the case of municipal elections, one could argue that all of those cheques, banknotes and e-transfers going toward funding the war chests of various candidates have the potential to speak very loudly.

The writer clearly has never read the Ontario Municipal Elections Act which says in Section 71:

A contributor shall not make contributions exceeding a total of $750 to any one candidate in an election.

No one, whether they are the oh-so-scary “rich developer,” corporation, union or simply your retired neighbour, can contribute more than $750. That’s LESS than the cost of an iPhone. It’s less than the cost of winter tires. It’s much less than the cost of a good ukulele. And it’s a lot less than even the slimiest candidate would sell his or her soul for.

And in my experience through five campaigns, most of the donations are under that limit, be they from private citizens or developers.

Put it another way: to send a campaign flyer through unaddressed ad mail to every household in Collingwood costs about $3,500. Add in the cost to print 10,000+ colour flyers and you easily double that. Then add in taxes. A single $750 contribution covers about one tenth the cost of that single effort.

Sure money talks, but $750 just mumbles a bit under its breath.

Not that candidates don’t appreciate the support, but the law already doesn’t allow anyone to contribute a significant amount to a municipal campaign. Developers have no advantage over anyone else.

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Nibiru nuttiness

CodswallopI’ve written about the wingnuts and their mysterious planet Nibiru – the so-called Planet X – in the past. It’s one of the furthest wacky conspiracies on the fringe of wackiness, and fairly recent. It mostly sprang whole cloth from the brain (if I can call it that…) of uber-wingnut Nancy Lieder, whose website, ZetaTalk, has been spewing diaphanous piffle of the most banal sort since 1995.

Lieder claims to be in psychic contact with aliens called the Zetas (stop laughing), and has conned a whole bunch of exceptionally gullible folks into believing her (although there have been some bitch-slap moments with former followers along the way).

Here’s how she describes what it’s all about on ZetaTalk:

ZetaTalk answers cover such subjects as portents of a Pole Shift and how this relates to the Transformation in process; how life in the Aftertime following this shift will be different from today; the self-centered or service-minded spiritual Orientation of humans as well as aliens from other worlds and how inadvertently giving the Call to aliens can put you in touch with one group or the other; how Visitations can be more easily interpreted when spiritual orientation is understood; how visitors from other Worlds are watched by the Council of Worlds, which has set Rules regulating their behavior; why we are only gradually getting acquainted with our visitors from other worlds, and what will allow the Awakening to occur faster; to what extent the Government is aware of and interacting with the alien presence; the true nature and reason for the Hybrids being developed by the Zetas to merge the best from both Zetans and Humans; why aliens can disappear and move through walls, and what both physical and spiritual Density changes will be like in the future; what the Zetas have to say about our Science theories; what the Zetas as students of human nature have concluded on what Being Human means; and straight ZetaTalk about our Myths.

I know, my head hurt too, trying to read that convoluted, run-on drivel. And the random acts of capitalization. Sorry for that, but it needed to be put out so you’ll realize just how many cattle this woman is shy of a herd.

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Spotting incompetence

Eight signsFurther to my earlier post, I wanted to provide some tips on how to spot incompetence in an employee or, especially, in managers and executives. I understand that incompetence may be a subjective view. What some view as incompetence others may see as cautionary, conservative or even adequate. But here’s what others have identified as incompetent or dysfunctional behaviour or personality traits in managers and leaders.

Incompetence is not black-and-white. It comes in many shades. And incompetence doesn’t (always) mean stupid: intelligent people may get promoted above their competence level, according to the Peter Principle, discussed in my previous post. They may be inexperienced, or weak, but only initially.

To be incompetent, a manager need not have all the characteristics in any list: even one may hamper his or her ability to perform effectively. A combination may freeze the operation into total stasis or may send it off in wrong directions. Or it may limp along. It depends on the situation.

Don’t assign a trait or character to someone for simple human failings, mistakes or one-off situations. People make mistakes and even managers can learn from their mistakes. At least the best do. Only when they repeat the problem should you consider it as incompetence or sign of dysfunction.

So look through these qualities and see if they fit anyone you know, anyone you work with. It’s a bit like birdwatching. Make a checklist of these warning signs and check them off as you see them in practice.

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Peter, Parkinson and Adams

Parkinson's Law coverC. Northcote Parkinson, Lawrence J. Peter, and Scott Adams are for me the ‘holy trinity’ of philosophers of modern bureaucracy, within both the public service and the corporate structure. As philosophers, they are all keen observers and witty commentators on the human condition, with emphasis on the nature of organizations, leadership and management.

Not always in the lofty or strategically-focused terms of, say, Sun Tzu or Machiavelli; all three are more prosaic and more cynical. And funnier – an adjective seldom used with either classical writer.

These three pundits are, of course, well-known today: every CEO, corporate leader and ambitious manager worth their salt knows and has read their work. All are required reading in many business courses and workshops. Even dedicated, effective elected government officials and elected representatives have read them (Stop that guffawing, you local residents…)

Parkinson’s Law, first formulated in a magazine article in 1955, is that “work expands so as to fill the time available for its completion.” Which might explain why putting together a shared services agreement between Collus Powerstream and the town has taken more than a year to do what most people could do in an afternoon over a beer.

Dilbert and Parkinson's Law

Parkinson also created the idea of the “coefficient of inefficiency,” a parameter to describe how committees become increasingly less efficient as their size grows until they become completely and utterly inefficient.

Parkinson’s theory was based on quantity: the greater the size of the organization the lower its efficiency, pointing to trends based on English history. I, however, tend to measure quality over quantity in such situations. Five bobbleheads are, for example, more inefficient in a committee than, say, 50 independent-thinking geniuses. While the latter might accomplish something useful given enough time, the former merely bloviate.

Another contribution was Parkinson’s Law of Triviality which states that “members of an organisation give disproportionate weight to trivial issues.” Or as Parkinson phrased it, “The time spent on any item of the agenda will be in inverse proportion to the sum [of money] involved.” His example was a committee debating the development of an expensive, complex nuclear plant: it spent more time debating the construction of its bicycle shed than any major component.

Anyone who has followed council budget discussions recognizes this law in practice: significantly more time is spent on small amounts than on the big ticket items. Except of course this term, when staff told council what to think during the budget discussions, and refused to answer questions. The Bobbleheads accepted this process, thus quickening the timeline by skirting the messy business of democracy, and frank, open discussion.

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Demagogues and democracy

“I just wish, at some point in time, councillors would show a little more integrity or credibility on the floor of council… It’s like every time we try to do something, there’s criticism, no matter what we do. I’d like to see councillors do the right thing. And in my opinion, these people are not doing the right thing. They’re hypocrites. They’re not telling the truth.”

Mayors Gone BadNo, that’s not Mayor Cooper speaking about our current council that continues to blindly clear cut its way through the town’s institutions and services, masticate our already battered reputation into spittle-and-chips, and bludgeon staff morale into pulpy submission.

It’s from Mayor Sam Katz of Winnipeg. He is quoted on page 125 in Mayors Gone Bad, a new book by Philip Slayton.

Mayors Gone Bad is an entertaining, provocative look at a handful of mayors across Canada who have ridden into office on a wave of populism and charisma, but who have generally failed miserably to live up to their promise. Some have fallen prey to the temptations that make headlines. Thus their terms in office have often created more of a mess than ever before.

Collingwood might have a future contribution if Slayton ever writes a sequel titled, “Deputy Mayors Gone Bad.”

Katz shares the spotlight with Rob Ford of Toronto, Peter Kelly of Halifax, Larry O’Brien of Ottawa, Gerald Tremblay of Montreal, Susan Fennell of Brampton, Gilles Vaillancourt of Laval, Joe Fontana of London and a few others. All of whom have been star performers in the media circus, and many of whose tales are seriously cringeworthy.

Some are bad in the sense of corruption, bribery, conflict, scandal and criminal charges, or too-cozy relations with developers, but most are bad through ineptness, ignorance, arrogance, entitlement and inexperience. Banal rather than venal. Demagogues whose weaknesses became all too evident when they tried to control the machinery of government.

Some, like Katz, were well-meaning, idealistic and optimistic when they got elected, only to discover the ugly truth of Canadian municipal politics: mayors are not the power, not the movers and shakers, not the sole source of authority they imagined. They can lead, but not rule, as Slayton writes.

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Why? A few questions for councillors

asking whyWhy? Councillor Madigan said he had written that on every page of the report about Collus, presented to council last week by lawyer Mark Rodger. After reading the report, I also have many questions why. It’s a good question. I too, wrote ‘why?” on many pages, albeit likely for rather different reasons.

Why, I asked myself as I watched the meeting and listened to the comments from councillors last week, is our current council so intent on destroying its successful, accomplished utility – a superb, efficient business – while demoralizing and alienating the staff who have served this community so well for decades?

Why is this council so determined to destroy the partnership and relationship with the municipally-owned and respected utility PowerStream, easily the foremost and most forward-thinking utility company in the province?

Why does this council accept at face value flawed reports from dubious consultants with incomplete, incorrect or missing information, ignore corrections and factual errors, and overlook significant problems or issues in them? As John Dryden wrote in his satirical poem, Absalom and Achitophel:

Some truth there was, but dash’d and brew’d with lies;
To please the fools, and puzzle all the wise.
Succeeding times did equal folly call,
Believing nothing, or believing all.

Why does this council place so much more weight in the reports from one- and two-person consulting firms operating out of their out-of-town homes than what KPMG – one of the world’s four largest consulting firms, with 174,000 employees worldwide – said or advised to the former council. Are they just sticking their ideological heads in the sand to avoid reason?

Why doesn’t this council demand the administration release to the public and media the hundreds of pages of corrections and responses to all these reports? Why does council allow them to be hidden away in secrecy, far from public scrutiny?

Why wasn’t a glowing third-party review of the Collus PowerStream strategic partnership provided to council last year kept secret? Was it because it was positive, thorough and complimentary? Was it because it debunks reports by buddy consultants?

Why does this council put private agendas and personal vendettas ahead of the public good, ahead of the well-being of our institutions, and ahead of the morale of town staff?

Why did council accept a report that contained content from anonymous sources? On page 4 of Rodger’s report, the footnote says some of the sources “…spoke to us on the condition that they not be identified.” Anonymous sources? What sort of credibility does that have?

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The latest FOI emails examined

paper stackOne hundred and seventy pages of email correspondence between the town’s interim CAO, John Brown, and the Collus/Powerstream CEO, Ed Houghton, from Jan. 1 to Dec. 31, , 2015, were recently released to the public as the result of a Freedom of Information (FOI) Act request filed locally.

I have printed and read through all 170 pages, and marked up many of them. It’s dull reading, aside, that is, from the included “Third Party Review of the Collus PowerStream Strategic Partnership,” which should be required reading for all members of council.

Let’s get something straight: No one at Collus works for the town, no one at Collus is answerable to the town’s CAO or any other town employee. It’s a separate, partner corporation and as such its employees deserve respect and dignity. Collus executives answer to their board of directors, not to town staff.*

I’m surprised, even astounded that these were released by the recipient because, as I read them, they are not complimentary to the town’s interim CAO. In fact, they paint a rather unflattering picture of the administrator’s communication skills. Perhaps I’m old fashioned, but I expect the top staff people in any organization, CAO, CEO, CFO, CIO or whatever the initialism, to be a good, professional and civil communicator. It should come with the job.

The records show someone who admits he is not a good “typist” in the medium of emails and modern technology (record 8). But also – perhaps there’s still too much of the editor in me – seemingly unconcerned about stylistic conventions of the language – such as capitalization, punctuation or spelling.

Mr. Houghton’s responses show civility, patience, some evident exasperation, but compliance and professionalism.

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Collingwood’s broken committee system, part 2

Coup d'etat
Coup d’etat!

Back in early 2015, I wrote that the experimental standing committee structure adopted by council was broken. Well, wouldn’t you know it, a year later, council finally agreed. And they replaced it with… you guessed it: another standing committee system. But it’s potentially a much more dangerous threat to our community.

The former system had committees of three council members, which met away from the prying cameras that broadcast full council meetings, some of the committees skulking on the top floor of the library to further avoid public scrutiny.

Because a group of three councillors was not a quorum, committees could only recommend a course of action to council. Delegations and presentations had to be repeated in front of the whole council: a pointless redundancy for staff and the public.

In early 2016, old committees were replaced with two, new five-person committees which meet away from the prying TV cameras, in the top floor of the library where few of the pesky public ever go.

Here’s where the danger to democracy gets exposed. Aside from the continued reluctance of council to do public business in the open, that is.

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Fixing the shared services agreement

Way too long!First, some history: for 15 years, Collus – now Collus/Powerstream – had a beneficial, mutually-agreed-on and successful agreement with the town to provide services back to the town at reasonable rates. These were things the town did not or could not provide itself for reasons of cost, staffing, expertise, equipment or interest. It was mutually beneficial to have Collus provide them.

The list of potential services included:

Reconnect & Collection, Meter Reading, Billing & Collecting, Customer Service, Information Technology Management, Data Tracking, Accounting, Engineering, Planning & Necessary Maintenance, Contracting with Developers, Customers & Others, Subcontracting Services, After Hours Response, Normal Hours Response, Emergency Preparedness, Provision of Supervisory Services, HR, Policy Development, Regulatory Assistance, Reporting and Capital Construction Activities.

The town, of course, had to request most of the services, and if they weren’t asked for, they weren’t provided, so the town wasn’t billed for them. What was asked for and provided was billed quarterly. These figures appeared in publicly accessible financial updates and budgets presented to council. Nothing secret here.

True, not all services on that list were provided all the time. That’s because the town never asked for that service. And it wasn’t billed for what it didn’t receive. Got that? No provision = no billing.

The agreement was supposed to be restructured in 2012 when Powerstream took over the 50% share of Collus. But the person responsible for doing so didn’t accomplish it in time and left. But Collus/Powerstream continued in good faith to provide services, billing the town only for what it did.

In fact, Collus employees have always gone well above and beyond what the service agreement stipulated. After all, the employees of Collus are also residents who love and respect their home town and want it to be the best it can be – a level of dedication one doesn’t expect from interim employees.

In July, 2014, the former council called for a new agreement to bring the contract up to date and see if there were any services to add or delete. The interim CAO was tasked with the job of having the agreement examined and recommendations made for it to be updated. Should be a simple task, right?

Instead, it resulted in the now-infamous report by True North and Beacon 2020 that condemned the agreement and Collus, publicly presented to the new council in December, 2014.

Council rightfully rejected the report and asked the consultants to fix it and bring it back with the facts straight. But that’s not what happened. I wrote about this botched report back in February, 2015.

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Master Han Fei’s Wisdom

Han FeiLong before Niccolo Machiavelli wrote his now-famous work of political philosophy, The Prince, there was another man writing in a similar vein in China. And, like many other sages, his words have important lessons that can prove useful, even today, for our own municipal council.

Han Fei Tzu (aka Han Feizi) was a prince in the Han Kingdom in the third century BCE. He was a member of and spokesperson for the “legalistic” school that challenged many of the Confucian notions of government. In his short life he wrote 55 books – really short essays we would call chapters today.

This week, I pulled out my tattered copy of Burton Watson’s translation (Columbia University Press, 1964) for another read. I hadn’t read Master Han Fei for quite a while, and, as I often am when reading the classics, I was somewhat fascinated at the relevance today of these ancient words. Even though he was writing in a vastly different political climate, a different culture and a different technological era, like Machiavelli and Sun Tzu, his comments on politics and leadership still resonate in today’s world.

One of the books was called The Ten Faults, and here I reproduce the list of faults identified by Han Fei (as per Watson’s translation):

  • To practice petty loyalty and thereby betray a larger loyalty;
  • To fix your eye on a petty gain and thereby lose a larger one;
  • To behave in a base and willful manner and show no courtesy to the other feudal lords, thereby bringing about your own downfall;
  • To give no ear to government affairs, but long only for the sound of music, thereby plunging yourself into distress;
  • To be greedy, perverse and too fond of profit, thereby opening the way to the destruction of the state, and your own demise;
  • To become infatuated with women musicians and disregard state affairs, thereby inviting the disaster of national destruction;
  • To leave the palace for distant travels, despising the remonstrances of your ministers, which leads to grave peril for yourself;
  • To fail to heed your loyal ministers when you are at fault, insisting upon having your own way, which will in time destroy your good reputation and make you a laughing stock of others;
  • To take no account of internal strength but rely solely upon your allies abroad, which places the state in grave danger of dismemberment;
  • To ignore the demands of courtesy, though your state is small, and fail to learn from the remonstrances of our ministers, acts which lead to the downfall of your line.

Change a few words – ministers to councillors, music to sycophants, feudal lords to staff… and it’s almost scary how well these ideas and admonitions fit into today’s local political arena. So here is my analysis of how Han Fei’s words relate to Collingwood.

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