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The Red Queen's Race -- Part II


There's a very personal side to the Red Queen's Race, and that's what happens to individuals. For example, to people like my wife. As a professor of music and an opera director, she's theoretically on a nine month contract -- except theory is far different from practice. Admittedly, instead of working the 60-80 hour weeks, and weekends, she works during the school year, she's only working 40 plus hours pretty much every week of her "vacation," just to handle all the aspects of her job that don't fit into the year, as well as: (1) counsel incoming freshmen during the three one-week sessions the university has scheduled in order to compete for students; (2) develop three new courses to help implement the new degrees offered by the University and the Music Department; (3) write the two scholarly papers due before school starts again in August; (4) track and assign incoming students; (5) develop the ground plans, staging, and rehearsal schedules for the coming year's opera productions... and about ten other things, all during her theoretical vacation. She's far from the only one at the university. In fact, dozens of them all laugh, and not cheerfully, at what they call "the myth of the nine month contract," because it really amounts to the equivalent of a 25% pay cut, or 25% more in work for no more pay.


But they're certainly not the only ones with this kind of problem. There's a doctor I know well, who's a surgeon and a researcher, as well as a department head, at a major medical center and who spent the last year carrying not only her job, but that of her non-existent assistant [also a doctor's position], because budgetary constraints meant holding off filling the position for a year. The director of human resources at a major chemical company has told me that the company is always juggling these issues, because of cost and resource constraints.


Certainly, the effect has also hit the fiction publishing field. Writers whose work has won critical plaudits have been forced to move to small presses... or not have their work published at all because of the ever-increasing pressure for efficiency and profitability. Other writers are told that certain kinds of books can't be accepted because they're unlikely to meet expected financial and sales goals.


All across the United States, those in management and professional positions are finding themselves handling both their jobs and those once held by subordinates. Middle management positions have been trimmed everywhere, in the name of efficiency. But the work load hasn't been cut anywhere close to commensurately. On a other economic levels, everyone has heard about all the renegotiated salaries across industry after industry, from pay cuts for pilots and flight attendants, to bankruptcy-forced pay cuts, to the replacement of full-time employees with part-timers without benefits. In fact, the only area where this hasn't hit is CEO compensation, which for the moment seems to remain above the effect of the Red Queen's race.


And the bottom line still remains... run faster, because running as hard as you can only leaves you in the same place.


Comments:
I remember the same dynamic at a couple of my previous employers. In fact, one of them was very puzzled that I expected to be fired before 5 years was up. That was because it was clear that if I was an outstanding success in the first year, everyone expected even more in the second. When that failed to materialize, they would change my department and "give me another chance." That allowed me to succeed the first year and fail the second again, after which they gave up.

To be fair, some of that dynamic came about because in the 1980s, people believed that leveraged buyouts would inevitably improve the companies they acquired, including slicing and dicing companies to discover hidden value and layoffs to deliver short-term profits to cover debt. The flaw of that approach continues to be (a) the belief that short-term layoffs pay off in the long term, which in most cases according to the studies I've seen has proved to be false, and (b) the frequent use of "generalist" CEOs with finance backgrounds to manage industry-specific companies, resulting in excellent short-term results that cover up a disastrous lack of innovation. Thus, the Red-Queen race superficially seems to produce what (shareholders, customers) demand but in the long term may decrease innovation, quality, and effectiveness.
 
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