EDITORIAL a Matter of Quality of Life “Baloney!” the Word

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EDITORIAL a Matter of Quality of Life “Baloney!” the Word Organizations, People and Strategies in Astronomy 2 (OPSA 2), 1-14 Ed. A. Heck, © 2013 Venngeist. EDITORIAL A Matter of Quality of Life “Baloney!” The word actually used was a ruder one. My neighbor had jumped on his feet, shouting at the orator. We were on the French Riviera attending, in one of the local top-class hotels, a seminar where I had been sent as a young executive of an international organization. The purpose was to initiate the attendees to the latest theories for the best management of human resources (MHR). My neighbor had shaken hands with me the day before: an American- educated executive of an oil company from the Persian Gulf, and privately an obviously brillant and urbane gentleman. Hence his violent reaction and his utterance were all the more unexpected. But I had been myself increasingly irritated by the speaker of that morning. That lecturer had been introduced to us as having an evening tantric orgasm every time he could claim his regular work and schedule had been optimized better than the day before, allowing him to achieve more than his colleagues. And, of course, the greenhorns we were in his views were supposed to get the same from ourselves and the people we were managing. You can easily imagine him, full of his own importance, arrogantly deliver- ing thousand and one tricks to save time. As if we had been waiting for his advice to be as efficient as possible in our own context ... “Baloney!”, repeated my neighbor, having successfully interrupted the flow of words from the speaker. “This is just non-sense. If you are still stick- ing to such primitive ideas about productivity and performance, your views on management are totally outdated.” He went on explaining that execu- tives, employees and workers alike had increasingly prioritized the quality of life, including at the working place. The days were not necessarily less active, but more oriented towards welfare and prosperity. Having relieved his heart, our oil man winked at us and disappeared for the day. 2 Faithful to his principles, the cantor of the saved split-seconds acted as if nothing had happened, hurried back to the overhead projector and went on with his lecture. But, for many among his audience that morning, the lesson was probably not the one he was looking for. This took place several decades ago. Since then, the trend in MHR has given ever more significance to the human substance within organizations. Where are we sitting within our scientific entities? As already mentioned in these editorials, we are short of achieving a perfect situation. Too often in the course of a long international career have I seen managers primarily interested in their own careers and ignoring the legitimate aspirations of the people placed under their responsibilities, when not clumpsily if not deliberately hurting them, sometimes to the point of demotivating them, getting them to leave or, when no other choice, to simply shut down and do the strict minimum of work required. In such cases, the real loser is of course the organization itself. This is most unfortunate for scientific institutions where creativity and initiative from scientists are of primary importance. Those qualities can only flourish and prosper in an adequately motivating context, first of all by receiving ad hoc respect and recognition. Virtually all managers of scientific institutions, definitely of the small- and medium-size ones, are themselves scientists, most of them lacking how- ever a decent training in handling human resources (HR). Such entities are also generally too poor to hire heads of personnel or HR officers. In large or- ganizations with multiple locations, personnel departments are sometimes too remote to handle local problems and/or are unaware of local cultures and histories. A Matter of DOBEs and MEEPs Misconceptions and inconsistencies also abound. Improving the quality of working conditions does not necessarily mean organizing get-together par- ties and festivities. If these can help making the institutional atmosphere more pleasant, they can only be secondary factors. Some managers have become real professionals in organizing celebrations of all kinds. And suc- cessful too, but in appearance only as a non-negligible number of attendees are lured in mainly by free booze and a break in daily activities. The money spent that way would certainly be better used by helping out scientists fi- nancing their trips and equipment out of their own pockets. I do know places where this happens. But I have seen also more perverse cases where wrong HR handling goes beyond simple blunder and lack of ad hoc training in HRM: cases where managers deliberately hurt people (sometimes simply because they do not © 2013 Venngeist. Editorial 3 Figure 1. “[...] the frontispiece of Jacob Bartsch’s Planisphaerium stellatum (1661) [...] depicts a group of men, among them D¨urer easily identifiable to the left. He is one of the great men of Nuremburg, which is also depicted in the background, [... who ...] seem to be involved in a conversation about objects and books placed on and below the table. That astronomical books could also be part of such a conversation is made believable from the open book next to the armillary sphere in the foreground left. The open page of the book shows diagrams reminiscent of a book on astronomy. The place where books on astronomy would be displayed, discussed and used was obviously not only the sumptuous library or Kunstkammer of princes, but also in more modest collections, observatories and private houses. There it could be appropriate to discuss astronomi- cal matters together with the other arts.” This commentary extracted from Elmqvist S¨oderlund’s (2010, p. 325) remarkable collection of frontispieces illustrates that the min- gling of scientists with artists was already a fact centuries ago. Jacob (or Jakob) Bartsch (1600-1633) studied and taught in Strasbourg, married Johannes Kepler’s daughter Su- sanna, and published numerous contributions to mathematics and astronomy. The book dated 1661 illustrated above is obviously a posthumous release printed in N¨urnberg with a frontispiece due to Mathias van Somer. The chair left vacant in Strasbourg by Bartsch’s death was filled in by the appointment of Julius Reichelt (1637-1717) who lobbied for establishing the first astronomical observing post in Strasbourg (cf. Heck 2012c). See also OPSA 1’s editorial (Heck 2012b, p. 3) for another excerpt from Elmqvist’s compendium. (Quotation courtesy I. Elmqvist S¨oderlund – Scan by A. Heck) © 2013 Venngeist. 4 serve their personal ambitions), then ostracize them, maliciously blame them for their subsequent distance, and use it as an excuse for blocking their career when not for ultimately getting rid of them. Such misbehaviors have to be talked about and not kept silenced as taboos. I have a dream. In this part of the world, it used to be a time when someone causing a car crash while being intoxicated with alcohol was granted this as an excuse: “You know, the poor guy has been celebrating this or that, or was coming back from a New Year party, and he could not master his vehicle”. And whether or not he had a driving licence was not a serious issue. Fortunately we came a long way from that. I dream of a time when lack of HRM training won’t be used anymore as an excuse for blunders and mistreatment. “You know, he was the only one who applied for that job of manager and, well, he is inexperienced in dealing with people.” No, managers are fully responsible for the positions they are accepting. I dream of a time when an appropriate education will be required from anyone put in charge of people, not through occasional seminars like the one mentioned in the opening anecdote, but through real teaching and super- vised practice. I dream of a time when any report or decision detrimental to a staff member won’t be made without hearing the person concerned by an independent body. I dream of a time when people mistreated or hurt by clumpsy managers, or worse by malevolent ones, will be able to hold these accountable. I dream of a time when bullying and suffering at work1 will be something of the past and we won’t meet anymore people, scientists or technical personnel (generally in a weaker position), telling their stories with tears in their eyes. I dream of a time when we won’t have anymore DOBE-type managers (Demotivating-Ostracizing-Blaming-Expelling ones) and only MEEP-type ones, i.e. those managers who Motivate, Entertain, Encourage and Promote their people. A Matter of Appropriate Recognition In scientific circles, ethics is too often restricted to matters dealing with experimental fraud, with hoaxes or with plagiarism in publications. In my view however, the above HR-related issues are fully part of professional ethics too. MEEP-type managers will have realized that getting the talents of their personnel flourishing and prospering, making full usage of their initiative and capabilities, will benefit their institution, enhancing its reputation and 1Such issues have already been discussed in OPSA 1’s editorial (Heck 2012b). © 2013 Venngeist. Editorial 5 Figure 2. Astronomers fluent in Spanish and interested in astronomy of the past century will certainly enjoy reading this novel by Elena Poniatowska (1932- ), recipient of the th IV Alfaguara Prize (2001). In La piel del cielo [The Skin of the Sky], the central charac- th ter looks into the possibilities of science for explaining world and life on a XX -century Mexican background. Poniatowska, the widow of Astronomer Guillermo Haro (1913-1988) who was in charge of Tonantzintla Institute of Astronomy and Observatory, was born in Paris to a Polish father and a Mexican mother.
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