17 Pages of Blather

Snake oilZero point zero zero zero three eight. That’s the percentage of the population of Collingwood who made the effort to comment on council’s much-touted, revised, 17-page code of conduct before it was approved, Monday night. That’s 0.00038%, based on an estimated 21,000 residents. In other words: eight people.

Only eight people out of 21,000 cared enough about council’s efforts to pump the bureaucracy to comment on the proposed code.

Eight people. I hope they were all residents. One, I’m told, was a member of council, so if you take that person out of the equation because that’s what he or she was elected to do, that leaves a mere seven residents commenting. That’s only 0.00033% of the population.

Hardly a tsunami of public engagement.

The rest, I suppose, were more concerned about things that actually matter: taxes, water rates (both of which this council raised), roads, sewers, sidewalks, potholes, parks and so on. These things are, however, not nearly as important to council which prefers to waste its time on grandstanding initiatives like revising the code of conduct.

For eight people it was stirring stuff.

The other 99.962% of us  – 20,992-plus residents – clearly couldn’t give a damn.

Apparently this low response was such an embarrassment that the actual number of respondents is not mentioned anywhere in the staff report. The public just didn’t care. But around the council table, backs were patted and laudatory, saccharine statements were made for having accomplished such another landmark in governance ennui.

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The Missing Frankenstein Movies

Legacy Collection: FrankensteinI was worried when I saw a new package for the Frankenstein films in WalMart recently. Labelled the “Complete Legacy Collection,” it offered eight original films on the Frankenstein theme, from 1931 to 1948. I snapped it up and read the back. I had to have it. (I always check the films they bring in pre-Halloween, in case they have any classics I don’t yet have….)

Oh oh, I said to myself as I read the cover. I had purchased all of the Legacy monster movie collections a few years back (they were first released in 2004)  and my set of Frankenstein movies had only five films in it. This one had Three More Monster Films! True, one of them as Abbott and Costello Meets Frankenstein, but even if it was a comedy, it did include some of the great stars (Lugosi, Chaney and Glenn Strange, who replaced Karloff as the monster in later films of the series).

If the entire series had been re-released with additional films in each set, I thought to myself as I stood there, it mean I would have to buy all the sets all over again. Susan wouldn’t be happy. I put the box into the cart, and looked for the others. Fortunately for my wallet, there were none. Yet.

A little reading online made me realize this was simply a repackaging of the entire 30-film one-box collection that had been released in late 2014. Universal has repackaged the films in several versions with varying numbers of movies since the first release, from four to 30 in each. Some even have the 1943 Phantom of the Opera movie, one of the few Universal horror of that era titles I lack.

The Legacy Collection first packaged 14 films from the original Frankenstein, Wolfman and Dracula series made by Universal, in three boxed sets. The originals star the actors who would become famous for their roles in the first of them, all shot in the early 1930s: Boris Karloff, Bela Lugosi and Lon Chaney Jr. The sequels didn’t always include the original actors, however (and some of the replacement actors – like John Carradine as Dracula – are poor choices). But these are the films I treasure.

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Fortuna: Why Plans Fail

Niccolo Machiavelli used two words in his book, The Prince, to describe the factors that influenced events. In English these are virtue or character (virtu), fortune or chance (fortuna). Only virtue is internal – our nature – and although it manifests as voluntary action, it can only be somewhat, but not entirely controlled.*

The other – chance or fortune – can make the best-laid plans of mice and men go aft agley, as Robert Browning wrote, regardless of our efforts to the contrary.

In Chapter 25 of The Prince (What Fortune Can Effect In Human Affairs And How To Withstand Her), Machiavelli tried to explain why a leader with free will, with all the means, the desire and resources at his disposal would not always succeed in his endeavours. Virtue alone cannot always win. Luck – chance, fortune, randomness – often simply threw a monkey wrench into the gears.

Machiavelli describes fortune in two metaphors. First as a river that can overflow its banks, treacherously destroying the countryside. That river can be carefully managed by planning for the inevitable flood. Today we would call them worst-case scenarios:

I compare her to one of those raging rivers, which when in flood overflows the plains, sweeping away trees and buildings, bearing away the soil from place to place; everything flies before it, all yield to its violence, without being able in any way to withstand it; and yet, though its nature be such, it does not follow therefore that men, when the weather becomes fair, shall not make provision, both with defences and barriers, in such a manner that, rising again, the waters may pass away by canal, and their force be neither so unrestrained nor so dangerous. So it happens with fortune, who shows her power where valour has not prepared to resist her, and thither she turns her forces where she knows that barriers and defences have not been raised to constrain her.

Machiavelli is saying rather simply: plan for disaster. Prepare for the downturn, the recession, the changing politics, the loss of funding, the changing market. Have alternatives and contingencies ready. Don’t put all your eggs in one basket – for example, don’t base your budget or economic forecasts on the price of oil alone.

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Nope, That’s Not by Marcus Aurelius

Not Marcus AureliusAn image appeared on Facebook purporting to be a quotation taken from Marcus Aurelius. Having read his Meditations more than once, I was baffled because it didn’t look at all familiar. The quote is:

Everything we hear is a opinion, not a fact. Everything we see is a perspective, not the truth.

It’s a good line, but I can’t find it in any online version of the Meditations. And you can guess it wasn’t his because there is no book or section identified (authentic quotes have sources that identify the exact location in a work).

Using unverified quotations like this only discredits the person who posts them.

In the MIT version of the Meditations (George Long translation), the word perspective doesn’t appear even once, although the word opinion appears 67 times. I laboriously went through all 67 instances to make sure it wasn’t simply a different translation, perhaps a nuancing. None match, even closely. I also went through the Casaubon translation which has 74 uses of opinion and none of them match the quote, either.

The word truth appears 31 times (38 in Casaubon and 30 in Hays). Again, none of them match, even vaguely, the second part of the quote.

Aurelius did say, several times that everything is opinion. He has some good epithets about opinion, including:

Socrates used to call the opinions of the many by the name of Lamiae, bugbears to frighten children. (XI: 23)


The universe is transformation: life is opinion. (IV:3)

But nothing matches the second part, even remotely. The word perspective doesn’t even appear in the Long or Casaubon translations, and only once in the Hays version, where he translates what Aurelius wrote as:

If anyone can refute me—show me I’m making a mistake or looking at things from the wrong perspective—I’ll gladly change. It’s the truth I’m after, and the truth never harmed anyone. What harms us is to persist in self-deceit and ignorance. (VI: 21)

It seems the epithet in the image is either a loose paraphrase or someone conflating two unrelated statements from different authors. Unfortunately, not even the Quote Investigator has unravelled this one.

I will comb through my modern translations of the Meditations to be sure, but I’ve pegged this one as another bad internet meme, Please remember most quotation sites are full of errors and mis-attributions. Be smart: verify the source before you share any alleged quotation.

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Where Have The Real Heroes Gone?

Another hero

Another hero

Heroes, it sometimes seems, have been relegated to legend and myth. There are none left, none of the sort I used to associate with the name. Not in the media, anyway.

The word has been so abused in the media over the last century, tossed about in such a cavalier manner that it has lost its former credit; it has become debased language, its pith cored for showy effect, like glitter, like so many over-used superlatives have been. Its strength drained away.

Calling someone a hero today has the same punch as a teacher saying a child “lives up to his potential.”

A hero is now someone who shops wisely, drinks milk instead of pop, or drops off a bag of cat chow at the local animal shelter. I am a hero for recycling my kitchen waste, or so a label on my green bin says. There’s a gardening hero in Australia, who is called that for creating a TV show about – you guessed it – gardening. You can be a hero in your living room just by playing a video game and pushing buttons in the right order on a fake guitar.

It’s like the word awesome – so few things generate actual awe in us, but the word appears under Facebook pictures of kittens and puppies or tossed around in status posts.

Standing under the millennium-old arches of Westminster Abbey, I felt awe. I felt wonder. I felt diminished by the weight of history around me, reduced to a mere mortal by the lives that had passed through these halls before me. Awed by the sweeping majesty of it all.

Someone on social media bragging they’re awesome  – appropriating a word so it merely means egotistic or happy  – simply cannot compare in emotional depth to what I felt in the great cathedral, any more than my adding banana peels to the green bin is heroic.

And that’s unfortunate, because we really need a word for those people who do real, heroic deeds. Calling a firefighter who saves a child from a burning house a hero today puts him or her on the same level as me and my banana peels. And that’s not right. We need heroes to look up to, to idolize, to remind us of how important it is to act for non-selfish reasons.

Just being a good person isn’t being heroic. We used to call these people “good Samaritans” but in the age of hyperbole, we seem to have to raise the volume and make out that anyone who does a good deed, no matter how trivial, appears heroic.  And in doing so, we trivialize real heroism.

There are brave, courageous people who stand up for our rights and freedoms. There are kind and compassionate people who do acts of caring and determination. There are people who are courteous, polite civil; who say please and thank you, hold doors open and don’t fly into road rage at being passed on the highway. There are people who volunteer their time to help others, advocate for the greater good, and donate money to their causes.

They’re all wonderful, kind, even brave people. But they’re not heroes.

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Boccaccio’s Decameron

The DecameronI never read The Decameron in any original, or complete translation. I have a bowdlerized edition I read in part some time ago, perhaps the 1970s. I recall seeing an art film based on the book, in the 1970s (directed Pier Pasolini). But I can’t recall it in any detail, except that it was subtitled. I have an old Penguin edition upstairs, its pages yellowing, mostly unread, but saved for that time in my life I felt able to tackle it. Seems that time has come.

This week I found a copy of a recent translation of the Decameron at a local used book store, a revised Penguin edition,  It’s the same translator – McWilliam – as my old Penguin, but he has redone the book with a revised, updated translation and an enhanced introduction. For me, a comprehensive introduction is always a draw because I want to know about the author’s life, influences, style and times.

It occurred to me, as I stood there browsing it this week, that my literary education was severely lacking in not having read it. Which was all the justification I needed to buy it. Well, to be fair, I really need no justification to buy any book. Reading is such a great pleasure than it is its own reward. A life without books would be shallow, indeed. Oh how sad to have only the drivel in the local paper as one’s sole reading material!

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Team Assessment

Five Dysfunctions of a TeamFollowing my last piece on the relevance of Patrick Lencioni’s book, The Five Dysfunctions of a Team, to Collingwood Council, I felt I should explore some of Lencioni’s ideas, as well as look at how a team’s performance is assessed.

Teams (or groups) can be assessed several ways: the best way is internally (by their own members). The second is by a professional outsider who has the competence to do so after observing their behaviour in meetings. The third is by outsiders whose role is merely to watch them (as we watch council online or on TV).

The three methods are not exclusive, and those truly committed to the team would accept outside analysis as well as internal, and try to figure out how to best improve their public performance and the perception of it. That’ll happen with Collingwood Council once Hell freezes over. The idea of building a team to work together towards common goals is alien to this group because their ideology forbids it. The keyword being “commitment.”

I might point out that last term, council met twice to prioritize our collective goals and lay out a plan for the term. Staff were involved to provide guidance. Regardless of ideologies, we worked towards accomplishing them. The second meeting was to reiterate those goals mid-term and determine what had been achieved and what remained. That was a real strategic plan: measurable and definite, not a woo-hoo exercise by outsiders, as is the current effort.

In the back section of the book is a 15-statement quiz (p. 192-193) to assess the performance of a team. Three questions each relate to the five areas of dysfunction and they are answered with a point system. Participants assign a score to each statement according to how well they see them as being acted upon in the team. Answering usually gets three points, sometimes gets two, and rarely one. The lower the score in any area, the worse the dysfunction.

Fifteen questions is not a comprehensive method for analysing psychological behaviour, however. On the Table Group website, it offers an online assessment that extends the concepts found in the book. The sample team assessment report suggests there are 38 questions in the online assessment: eight for trust; eight for conflict; seven for commitment; seven for accountability and eight for results.

The statements in the two tests do not directly correlate with one another. For example, in the book, statement one is “Team members are passionate and unguarded in their discussion of issues.” This is actually statement two in the online test, and statement one is, instead, “Team members admit their mistakes.” Question 15 in the book is 25 online, and so on. However, the statements in the shorter test seem to be included in the longer.

The other difference appears to be in the scoring. In the online analysis, there are five ratings: never, rarely. sometimes, usually and always. It isn’t clear in the sample report exactly how the scoring works, but from reading it I suggest it is scored from 1 to 5, respectively, with 1 as worst and 5 as highest score. I gather that the results in each category are added and then averaged by the number of participants.

I decided to rate Collingwood Council based on this understanding, using the questions in the analysis. I tried my best to be honest in my assessment. I’ve added some slides of the key concepts to reiterate the concepts.

Absence of trust

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The Five Dysfunctions of a Team

The ModelYou can’t help but think, when you read that title, of five block-thinking, dysfunctional members of Collingwood Council. But, relevant as that description may appear in our political sphere, it is actually the title of a book by Patrick Lencioni, about how teams fail to coalesce and work together. I found it at a local bookstore this week and read it in a single night. Unlike many of the self-help books on management and leadership I’ve read over the years, this one actually made sense and explained itself well.

As I read it, I realized quickly that Lencioni’s model of team dysfunction applies equally well to politics as to business. And, of course, it applies to Collingwood council as much as to any management team in the private sector. Everyone but the sycophant bloggers observing this council recognize that ours is a highly dysfunctional council. It is not a team, as much as it is a collection of angry, inept ideologues. And it suffers greatly from the dysfunctions Lencioni has outlined.

Now, I’ve long said that in non-partisan municipal politics, we elect a group of individuals, not a team. A team is built, not elected or appointed. Creating a team takes work and commitment, neither of which is in great quantity at council, with a couple of notable exceptions who had some previous experience on council.

As much as the groupthink slate of candidates tried in the campaign to present a coherent platform, all they really offered was ideological opposition to everything the former council stood for. Those who gained a seat in the election have proven both calamitously unable to collectively articulate – let alone implement – a vision for the community, or practice any sort of leadership. They flail, they flounder, they bluster. They have no common, shared vision. They do not function as a team.

Back in 2007, I wrote on my old blog comments that have relevance today:

There’s no real sense of teamwork here because we weren’t elected as a team. Personally, a municipal team at the table is the pig’s ear while the individual freethinkers is the silk purse.
Despite what some special interest groups imagined they were getting when they promoted a slate of what they assumed were their pet candidates, they didn’t get a team. Personal agendas, private goals, independent visions all come into play to make this more like a nine-person tug-of-war. Sure, sometimes we all tug in the same direction, but that’s not necessarily a sign we’re a team, merely that we collectively agree at that moment that the direction is the most appropriate.

Management consultants often like to raise the metaphor of a sports team when trying to build a team from a group such as our council. In Collingwood’s case, imagine if you will its members each wearing the gear of a different sport – one in hockey gear, another in football, one in cricket, one with an oar, another with a bat… then put blindfolds on them all, put them in a room full of balls, pucks, nets, hoops, bases, trampolines and wickets, and tell them to figure out what the rules are. The winner is the last one standing.

That’s the sort of “team” we have in this council. Most of them still haven’t learned the basic rules of procedure yet and blunder about, doing more damage to our municipality than good.

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