Well, it fits in with the delusional fantasy, doesn't it?
I'm going to head out on another limb of weird analysis here and do an about-face on some of my own arguments . . . .
Maybe Nicholas wasn't all that delusional. Maybe he was acting like too many CEO's of big companies.
There is a discipline of statistical process control used in business these days called "six sigma". One of the tenets of six sigma is that when people try to reach quick conclusions about the root causes of problems, they almost invariably hit on the wrong causes and consequently impose the wrong fixes. One of the simpler tools of six sigma is "asking the 6 why's". Every time you ask why something happened, you get an answer. You then ask why
that happened, and you get another answer -- and so forth. Each time you ask the question and get an answer, you get closer to root cause. Six tries almost always gets you there.
The deepening crisis of General Motors is a good example. Ever since the oil crisis of the early 1970's caught them off guard, they have been rushing to judgment about root causes without any six sigma discipline to their thinking. Instead, the answers they derived originated from their own habits and prejudices. Where the Japanese car makers focused on engineering, GM was a marketing and brand management company. They tried to market their way out of their problems and came up with bizzare products such as the Cadillac Cimarron (a shoddily-engineered Chevrolet on which Cadillac slapped a bunch of chromed plastic insignia). Where the Japanese car makers recognized that oil price instability was becoming a permanent fixture of the landscape, GM was used to selling cars by weight (bigger is better). So they spent the past decade engineering the Hummer (a 3-ton behemoth driven mostly on urban streets) instead of hybrid fuel and other advanced propulsion technologies. *
Today GM's choice is shaping up to be bankruptcy or open warfare with their unions -- or both.
On one level, this feels eerily like Russia in 1900. I think there are some parallels to how Nicholas approached problems. His answers derived from his habits and prejudices, not from any kind of analysis. And it's a
very common syndrome (which was the point of the rather strange comparison to GM).
One of the reasons I think that representative government was Russia's only hope of rescue is that representative government essentially does in the government sphere what six sigma does in the business sphere.
When government encompasses differing constituencies and viewpoints, those differing voices perform the function of asking the "six why's". As one faction puts forth its answer based on its own prejudices, another argues against that answer based on
its own prejudices. The compromise that comes out of the iterations of this process approximates the six sigma processes for getting closer to root cause. The first answer seldom stands.
In the modern world, successful CEO's tend to be those that impose disciplined analysis on themselves. And successful governments tend to be those that embrace representative pluralism.
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* Please don't conclude I'm a rabid left-wing environmentalist from any of this diatribe. I drive a 493-hp car that gets 11 miles per gallon . . . and I speed. Had I been a Romanov in 1895, I'd have been rooting for autocracy and hoping to avoid paying the piper. I don't call myself Tsarfan for nothing. But at least when I live in sin, I don't call it God's will.