Dear Readers:
Most every process requires a number of components, or participants or links in order to function. If one of these fails, there is a chance that a critical message will not be sent, a signal flare won't be seen, a shuttle will explode, a batch of cars will roll off of the assembly line with unsafe braking or steering...the more complex the process, the more vulnerable it is to the destruction potential of one weak link...one neoplastic cell...one sleeping security guard...one careless power plant engineer...one inebriated pilot...one undeleted email...one risky securities trade...one bank employee selling clients' personal identification information...
The more complex the process the greater the need for cross-checking, cross-training, rapid feedback and redundant functionality. I am beginning to understand why jet aircraft have duplicate circuitry and engines; and, more importantly, why they have co-pilots.
As my friend and colleague Dr. Franco Oboni, a risk assessment expert would say..."You cannot merely look at the potential profit -- you must factor in an allowance for risk, and create a strategy to mitigate or contain it.
Not to be an alarmist, but many of us are dependent upon multiple service providers who, after a period of time, become virtually wired into our process. We are lulled into a false sense of security. Can you imagine the calamity if some of these service providers, many of which are as big as sovereign states, and most of which actually more sophisticated than the governments who are charged with regulating them. In fact, most governments are inextricably intertwined with these techno utilities giants...the governments use their services (like addicts need dealers), and ultimately count upon them for advice.
Friends...it is time to examine our dependencies and to find alternatives; to create backup safety plans; to ferret out entrenched conflicts of interest; to create multiple lines of communication to eachother, and to partner up (to the greatest extent possible) with parties who are as dependent upon us as we are upon them. We need to learn how to think like aikido masters in order to reverse the manacing polarity of monopolistic, "too big to fail" resources.
Make no mistake - we are all enslaved to a large degree. In drafting collaborative plans for the GICBC, one of the issues that must be addressed is the task of structuring bilateral dependencies instead of unilaterally-leveraged relationships.
One weak thread, and we can plummet.
"Share your power, but never give too much of it away." ---Douglas Castle
You may quote me on that.
Faithfully,
Douglas Castle
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