december 2012

America has too many managers.

In a 2016 Harvard Business Review analysis, two writers calculated the annual cost of excess corporate bureaucracy as about $3 trillion, with an average of one manager per every 4.7 workers. Their story mentioned several case studies—a successful GE plant with 300 technicians and a single supervisor, a Swedish bank with 12,000 workers and three levels of hierarchy—that showed that reducing the number of managers usually led to more productivity and profit. And yet, at the time of the story, 17.6 percent of the U.S. workforce (and 30 percent of the workforce’s compensation) was made up of managers and administrators—an alarming statistic that shows how bloated America’s management ranks had become.

After a long and tense meeting today, an FDA committee unanimously recommended that the agency authorize third shots of the Pfizer COVID-19 vaccine for Americans who are over 65 or at high risk of severe COVID. The vote came after the panel voted overwhelmingly against the original question up for its consideration: authorizing boosters for everyone over 16. If the FDA follows the committee’s recommendation (as is expected), a CDC committee will help refine those guidelines next week, clarifying which groups qualify as “high risk.”

Even as we await these final decisions, the nation’s summer wave of COVID infections seems like it’s beginning to pass. Cases and hospitalizations are trending slightly downward. Now that we have more clarity about whether (and which) Americans need booster shots—and given that so many people are already getting boosters, eligibility be damned—more questions loom: When, exactly, should those people get those shots? Is it better to load up on extra antibodies as soon as possible, or should people wait until COVID rates start to rise again?

No one overran the U.S. Capitol this time or tried to subvert American democracy. What the people who came to the rally on a stretch of grass near the Capitol Reflecting Pool on Saturday afternoon really wanted to do was talk. Talk and argue. And then talk and argue some more.

The “Justice for J6” rally was supposed to highlight the plight of those charged with non-violent crimes in the January 6 insurrection and who, the organizers claim, have been denied fast and fair trials. In reality, the afternoon was a forum for any number of grievances, some difficult to discern. One guy walked around in a Batman costume. Another was accompanied by a service dog whose collar read: “Abolish the Democrats.” Two men argued about whether the 2020 election was stolen, as former President Donald Trump has falsely claimed. Two others argued about God. A retired firefighter in a navy blue uniform, complaining about the election results, said the U.S. had become a “banana republic.” “I’m a firefighter, too, and this guy is talking pure bullshit,” a man who’d been listening in said. If there was any mortal danger, it was a blend of heat-stroke and tedium.

If you’ve forgotten about the Arizona “audit” of Maricopa County’s votes in the 2020 election, you can be forgiven. At times, it seems like the audits’ backers have forgotten about it too.

Arizona state-Senate Republicans launched the process this spring as a response to false claims of election fraud spread by several of themselves, as well as former President Donald Trump. The Senate hired Cyber Ninjas, a firm run by a “Stop the Steal” backer that has repeatedly declined to offer any evidence it is qualified for the job. The process was originally expected to conclude by May 14. This was a hard deadline, because the coliseum rented for the count was due to hold another event. But the count missed that deadline, and the process resumed later in May.

For decades, when Liz Cutler’s husband, Tom Kreutz, did something that bothered her, Cutler would sometimes pull out a scrap of paper from the back of her desk drawer. On it she would scribble down her grievances: maybe Kreutz had stayed late at work without giving her a heads-up, or maybe he’d allowed their kids to do something she considered risky. The list was Cutler’s way of honoring a promise she and her husband had made. They would talk about their frustrations only in scheduled meetings—which they held once a year for a time, and later, every three months. It’s a system they’ve adhered to for more than 40 years.  

Any psychologist will tell you that conflict is both an inevitable and a vital part of a close relationship. The challenge—which can make the difference between a lasting, satisfying partnership and one that combusts—is figuring out how to manage conflict constructively.