A Better Way
By Mel Copen December 29, 2000
© Mel Copen, December, 2000
A few days ago the nation was shocked and outraged by another horrible and senseless act. Seven innocent people, employees of a company in Wakefield, Massachusetts, lost their lives, apparently as victims of “rage gone out of control.” The alleged shooter was purportedly angry over a dispute with the Internal Revenue Service in which the IRS had decided to garnishee his wages to pay for back taxes owed. The company that was chosen as the battleground to vent this rage had nothing to do with the underlying situation. It was only complying with the law. The seven people who died had even less involvement. They just happened to work for the company and be there at the time.
The frequency of such incidents seems to be increasing. It is possible that this is not the case and that the only change is heightened media coverage. I doubt it. Easier access to guns and to explosives and the technology to use them has allowed extreme expressions of outrage to become more deadly. But I believe there is something deeper occurring within society that is raising the general level of frustration and irritation. As it does, a greater number of people on the emotional extremes move over the brink. Nothing can justify such outbursts of violence and senseless killing, but it is worth thinking about what is happening within society as a whole that might contribute to this apparent trend.
Most of us are able to control our feelings and keep reactions and the way we express our displeasures within reasonable bounds. But some are not able to do so. An even greater concern is that it seems that the definition of what is considered “reasonable bounds” may be expanding and as it does, the number of people who believe they may have to resort to extreme measure to express their unhappiness may increase.
A fundamental underlying issue is that many people believe they are losing control over important elements of their lives. At a minimum, this results in some frustration, uneasiness and stress. At the extreme, rage and irrational behavior can result.
Growth, combined with lack of planning has been one cause. One only has to travel on GA400 or I-285 to get a sense of this. It is amazing to note the number of conversations in which someone expresses outrage at traffic or at the behavior of other motorists in that traffic. This is not a casual thing. The irritations build. They stem from a feeling of helplessness, being stuck in traffic and unable to get where one desires, the antisocial behavior of other drivers reacting to the same frustrations, and a sense that no one is in control.
Technology has been another cause, both directly and indirectly. Some of us can still remember when it was possible to fix most car problems with a screwdriver and pliers. No longer. We are now dependent upon dealers’ sophisticated equipment to diagnose what has happened within a car’s computerized components. In return, the dealer is dependent upon someone else to repair his “black box” diagnostic machine when it misbehaves.
Cars are relatively simple things. As computerized systems grow, many are starting to become more complex than any one human mind can master. As different teams work on adding to or repairing pieces of these systems, their complexity becomes even greater. The old science fiction plot of the uncontrollable machine gone mad no longer seems so far fetched – ala Hal in the somewhat prophetic movie, “2001″ (note the date). Large segments of our activity come to a screeching halt today if the computers don’t function, or worse, if they malfunction. And getting them fixed can be a daunting task. Anyone who has a “simple” home computer knows this well.
Perhaps the key issue is not that we seem to have less control over many of the things on which we depend, but that we are increasingly isolated from the institutions that are responsible. Organizations are insulating and isolating themselves from the people they eventually serve. Whether we are talking about machines or social systems, there seem to be several factors at work today:
We live in an age of increasingly complex systems.
With increasing frequency multiple organizations/agencies are involved in the design and production of components.
Components are getting more complex and often, all aspects of their interaction are not understood.
When problems arise, it is becoming more difficult to find out what components are causing the problems and who is responsible for them.
Most critically, even if you can make the determination, it is becoming harder and harder to communicate with the responsible parties to get the problem resolved.
Today I called about a problem with my long distance telephone bill. The help-phone number they provided threw me into an automated system. Normally if I play like I have a rotary phone, I can skip the number punching and get right to a person. But this system was smart. It recognized my touch-tone phone and refused to let me in without playing its game. I then went through a maze of layers of multiple options, trying to find just one that would lead me to a person. After 5 minutes I was directed to hang up and call another number. I hung up in total frustration. But by now it had become a challenge. This time I got smarter. At one point the automated system asks if you want a credit. I hit “1″ for “yes” and then put in a number that I knew the computer would choke on. Sure enough, it routed me to a “service” person. With all the restraint I could muster, and with the original issue having faded into insignificance, I expressed my concern about how long it took me to reach an individual. The response – “There’s nothing I can do about it. That’s the way all phone companies operate.” When I asked how to contact corporate headquarters to express my concerns I was told “we are not allowed to give out that information. We can only forward your comments.”
This type of experience is familiar to all of us. In the name of efficiency and “improved service,” more and more organizations have set up computerized barriers to isolate themselves from their customers. “Front-line troops” are isolated as well, so that if contact is made, they can only react with preprogrammed responses. Only insiders or VIP customers can get through. These systems may handle some types of situations efficiently but not all. Life is so complex that it is almost impossible to design a computerized decision tree that will consider every alternative without creating a massive structure that requires enormous amounts of time to wade through. But many organizations don’t seem to care. The “client” is treated like an annoyance. Time is saved and unpleasant confrontations are avoided. Besides, if the process is difficult enough, many people will give up and go away. For a monopoly, what difference does it make???
What happens when that organization is not the telephone company and where the issues are not trivial; e.g. the IRS or an emergency health facility or any organization, which is involved, in an “urgent” matter in the eye of the beholder? Worse, what if one gets into a rigid system and cannot reach the source of power – the locus where rational, non- computerized decisions can be made. An angry response shouldn’t surprise anyone. Where emotional instability is also involved, that anger might result in extreme measures, directed at whatever seems remotely connected – or reachable.
As we begin the new millennium, we need to find ways to break down the insulation and build greater people-to-people rapport. We need to make the human element a larger part of the equation, not a smaller one. Organizations that do so are likely to be more successful and have fewer problems than those that don’t. And perhaps by lowering the level of frustration and irritation that seems to be affecting the nation it will also reduce the number of tragedies like that which happened in Wakefield .