Category Archives: Problem Practices

Communication behavior or analysis that is often counter-productive

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Passing Up Fluency for a Camera

The idea that a picture is worth a thousand words is an old piece of logophobia that excuses our rusty descriptive skills.

I can’t count the number of times in the last few weeks I’ve been asked to send a picture to a company about one of their products. Fixing a newly purchased home has meant some upgrades. So when a new refrigerator arrived with a dent, a call to the seller got the response, “send us a picture.” Similarly, a brand new water heater did everything except heat water.  “Send a video” noted the plumber, who seemed not to hear my explanation of its futile on and off cycles. Ditto with the purchase of a new light fixture that came broken on route from Los Angeles to our front porch. “Send a picture of the damage” was the request of the seller. Incredibly, it seemed unlikely to them that the delivery service could have mangled the awkward box in its 3000 mile trip. Even a request for any new household account can now means downloading images of utility bills, or various forms of proof.  By themselves, none of these requests are outrageous.  But there seems to be a trend.

The point is that verbal explanations presented to an increasingly rare customer service agent now seem to count for very little. And there’s this:  visual verification of a problem represents an unmistakable shift of the burden of proof from the seller to the buyer.

We have a leaky rain gutter on the top floor of our townhouse.  I’m sure that when I get around to it, my call to the person who is responsible for roof repairs in our development will request a request a picture.  Since it is a continuous drip rather than a waterfall, and since water falling from a roof will not photograph well, the image will probably show nothing.  I could substitute a photo of Niagara Falls, but that seems a tad passive-aggressive.

When did consumers need to become videographers?  Why has it become the consumer’s job to document a problem beyond what he or she has been clearly described?  Does a request for a photo unburden the service provider to be a keen listener? We are told good doctors carefully listen to what their patients say. But that is bound to be less true if they are distracted by their own computers and diagnostic equipment.

I suspect I’m not the only older person for whom a phone still sits somewhere on a table rather than permanently grafted to their left hand. Using it as a camera still comes as a slightly unnatural act: another use of an awkward device that is essentially a bad computer, a bad keyboard, and a producer of subpar audio.  And now we want it to be a Leica.

The larger issue is whether we are abandoning the idea of talking through a problem in the false hope that a picture will be a good substitute. The old piece of logophobia that “a picture is worth a thousand words” sometimes seems to be an excuse to give up on verbal fluency. It’s a significant loss of our cognitive powers to ignore the more absorbing dance of thought and expression.

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Media Companies that Expand into Incompetence

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The constant push to diversify through corporate mergers often ruins what is unique about particular enterprises.

Unless a person scours the business pages, they might miss the long-term consolidation of media companies into ever larger and more incompetent giants.  It has been a long time since the leaders of most news, film, recording and broadcast companies knew much about how the content that their businesses was produced. A case in point is CBS.  Once in the middle of the last century the folks who ran the company—Frank Stanton and William Paley—knew a lot about broadcasting and its peculiar demands. Depth of knowledge about your own business mattered. Since then, the company has been tossed between various corporate entities that consider over-the-air broadcasting and news as just slightly more than decorations in a much larger corporate organizational tree. It is now owned by Paramount Global which is owned by National Amusements.  Wikipedia lists 20 reformulations of CBS over the years, recounting how it was folded into business that ranged from Amusement parks to movies and theaters. Along the way, various owners reduced or shed most of its publishing businesses, a major recording company, and its once stellar news division. CBS typifies companies that were once more focused on their core enterprise of broadcasting. Similar companies like ABC television and NBC have had similar fates of merging into de-facto holding companies that are spread horizontally into many different fields. ABC is now part of the ABC entertainment group, a division of the Walt Disney Company. In turn, Disney owns a great deal, including ESPN sports, Century Fox Pictures, and even the long-running Broadway smash, The Lion King. Include licensing deals for these companies, and nearly every aspect of retail sales produces a revenue stream for corporate coffers.

One could argue that size itself is a problem. What CEO can claim to know how many of their divisions work or how content is generated for their outlets? These folks are talented, to be sure, but their talent is mostly in understanding how to finance acquisitions and please investors, not how to talk to the “creatives” who make their content.  Hence the Disney takeover of the innovative Pixar company was full of unpleasant surprises by the new media types at the animation upstart that was used to running their own show.  Among other things, Disney animation was a very different kind of process than what Pixar’s computer-based animators were used to. It took years and the loss of of key people to meld the more creative company into the Disney mold.

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I thought of all of this recently after reading of a decision stopping a planned merger that would have seen Penguin Random House—the county’s biggest publisher—from purchasing Simon & Schuster.  The two giants and their various imprints have competed for years to attract top writers. Their planned consolidation would have meant that scribes would have had even fewer companies to pitch their ideas to. Publishing, in particular, has always been prized for fostering voices representing a wide spectrum of values and ideals. How much would have been lost if new authors could only go to editors housed within one company?  In truth, there are still other independent publishers. But far fewer. My own field is typical: academic publishing has seen a dramatic decline in the number of independent publishers with access to a huge academic market. It is not unusual for an author to sign with one publisher, only to find that the finished book is now on the list of a different company. There may be no harm done. But its also common to discover that the new division has many more college texts on its list that will be competing with the new book. I can’t count the number of company reps who have visited my office pushing new editions to texts, unaware that I was one of their authors.

The recent divorce between A.T.T and Warner Media is another example. Executives agreed that the former company housing both was a mix akin to oil and water. In practice and in human terms, a company with roots in the common carrier business will have little in common with the wild thespians producing movies: a little like putting accountants with the occupants of a clown car on their way to the center ring. It’s no surprise this merger is now considered Exhibit A of what not to do.

Every company needs to diversify and adapt to survive. But we have too many self-styled experts on mergers and acquisitions, most of whom are oblivious to the chaos they can unleash.

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