Charlie Munger once said of the legal profession that it was very much like a pie-eating contest where the winner gets to eat more pie.
I laughed at that.
Because many other professions are the same. The capable staff gets more work to do; and having proven himself, gets promoted into handling more responsibilities.
But for most part, workaholics love their pie.
And to a large extent, for some, they don’t care about winning or losing at pie-eating. What matters to them is they get to eat pie.
Maybe that appreciation for work is what we need. Not to obsess so much over the winning or losing but instead, focus on the pie. And when the pie is no longer tasty, you quit. Because there wasn’t so much at stake to begin with.
I’m not sure if it’s just me, but these days, when I’m walking in public spaces, I get really tense and stressed when people approach me to try and get me to do something. Something inside me feels like they are stealing my attention and time without my permission. Yet, at the same time, I do want to be kind and empathise with the person working hard on the street.
Someone asked whether God forgives every single sin conceivable or possible. Most likely, the person asking the question thinks of ‘sin’ as some immoral, atrocious deed. As Christians, we see sin as inherently a rebellion against God and His order.
So, I’d answer that God, indeed, can forgive every single sin. And He has shown that by sending Christ to die on the cross. He made Christ pay the price for every sin.
The follow-on question, of course, is, “So why isn’t everyone saved?”
That is because I’d continue, “Every sin is forgiven, but not every sinner is repentant.”
The modern narrative about wrong-doing and forgiveness is such that forgiveness is an antidote against resentment, as if the forgiveness is for the victim or recipient of the wrongdoing, rather than the wrongdoer. And then that’s it; we say nothing about the wrong-doer or the part he/she has. Apologies? Making a restitution? What if that is beyond the person? The very least is repentance. Repentance is an appreciation of what sin constitutes, acknowledgement of culpability, and recognising the forgiveness for what it is, and subsequently being liberated from the guilt.
I was listening to this episode of John Dickson’s Undeceptions Podcast, in which he and his guests discuss Guilt. With sin being a vital part of the Christian faith, it is unsurprising that a Christian podcast will explore this topic of guilt. What is surprising to me is that the culture of victimhood that we find ourselves in today is so intertwined with the sense of guilt that is ever-present in our lives. I say it as though it’s a statement of truth, but don’t take my word here for it.
Playing the victim has become so much more acceptable, so it has become a way to avoid culpability. If you’re the victim, it’s hard to be in the wrong; in fact, you’ve probably been wronged by some perpetrator – whether it is the system or some rules and process that didn’t have you in mind or just someone else! Moreover, we are now more conscious of the ‘victim-blaming’ behaviours, so it is all the more advantageous to identify oneself with and as the victim.
Yet in trying to stave off our guilt about the conditions of life that we might have to go through, the sense that we did not live the best life we could have, we might also take away our agency. When you cast yourself as the victim, you’re just someone subject to others and everything else.
What if we don’t have to be the victim to be non-guilty?
There is a fair bit of stress that is associated with uncertainty and we know it. Yet modernity gives us a lot of tools to prepare, and make certain bits of the future which only makes us crave for more control and perhaps heighten our expectations that the uncertainty can be eliminated.
So part of our stress now comes from the expectation of certainty. We no longer how to enjoy flexibility, and embrace the dynamism that exists in uncertainty. And then when everything is under control, we find ourselves bored, craving for some kind of variation and so on.
As the aspects of work that has complete certainty slowly gets outsourced to computers, robots and perhaps even artificial intelligence, we are going to be getting the harder bits of work. The ones that require us to actually embrace uncertainty; the type that involves no one knowing the answer. We need to regain our ability to think and solve problems bit by bit as opposed to treating everything as though there has to be a right answer and we have to get it right.
We are embarrassed about our mistakes. We need to get over them, and often, we do so by avoiding them. Please don’t talk about it or revisit the experience. That can be psychologically comforting. But are we doing justice to the cost that we bear for the mistakes?
I’ve written quite a fair bit in the past about the social or culture attitude towards mistakes, and I think a lot of the ideas are still worth exploring:
All of this is so that we can build and develop wisdom, where we know how to work within and navigate a dynamic environment. The problem with theoretical approaches and specific methodologies to achieving outcomes is that they assume that there is an ordered, stable environment within which we conduct our activities. Sometimes, that is just not exactly the case.
You bought an expensive foie gras meal and paid for it but can’t finish it. So who foots the bill?
If you finish it and get sick as a result? Is the doctor’s fee part of your foie gras bill?
If you don’t finish, and it goes into a food waste heap that requires public subsidy to manage and clean up, are the taxpayers footing your bill?
Would knowing all that change your decision to buy that foie gras meal?
What if you knew the future path of your choices? Who would you allow to foot the bill? How far ahead would you care about the consequences of your actions?
This is a story about externalities, cost and consequences. Who should care? Who should we care for? How much should we care? No one teaches us all these? We have to work them out and make decisions.
What does a job mean for you? What is work to you?
It used to be just tasks or collection of tasks that had to be done. The tasks were easily connected to the end goals.
Then things got complex and the tasks were clear but it felt more distant from the ultimate outcomes that the whole lot of people were trying to achieve.
Finally we did away with task-based identification of the work and changed parts of the work to be based on creating some kind of outcomes. In trying to connect the outcomes to the person, we lost the clarity on the specific tasks required. That can lead to undisciplined exhaustion of energies and burn out.
On the other hand, for all the jobs where tasks can be clearly specified, technology has been used to displace human workers. Leaving humans to only supervise or check through the results. In fact, at some point even the quality checks can be automated.
Where does that leave us? What does that mean about the future of work?
The future of work can be meaningful if we resume our human role of caring for who the outcome of work is for, and the manner in which the work is done. We carve out that higher role for ourselves by being capable of continuous improvement that focuses on the final objective of the work itself – the satisfaction of the user.
One of the greatest challenges confronting our modern world is the sense that when there is a solution for something, the idea that we didn’t apply it indicates a lack of responsibility or some kind of mistake on the part of a human. The fact a surgeon could have healed someone but failed to puts the blame on the surgeon even when the chance of success is probabilistic. Of course, some things require a lot of resources to achieve even when they are feasible, so that doesn’t mean that the feasibility of a solution isn’t the only parameter to determine whether it should be applied or not.
Yet somehow at the back of our minds, if we didn’t apply it, that seem to imply we did not try hard enough or do our best. The issue is that with limited resources, you probably can’t ‘do your best’ in everything. There’s only this much you can give. This applies even to the government, whether it is taken from the budget perspective or the use of manpower.
And for a small country with a lean government like Singapore, solving for the ‘which problem’ to tackle is perhaps increasingly important as there will always be some fringe issues that you can deal with to make yourself look as though you’re doing your job when you’re not making any progress. The recent cigar dish case seems like one of those situation where it is probably not significant enough to escalate to higher (or more mature) decision-makers while seeming to have that easy solution of ‘order them to remove it’. We have a limited attention span available for our public servants, especially those handling frontline issues.
We can organise our economy in very different ways, and even as the free market and the idea of capitalism reign, there can be different extents to which goods and services are produced and supplied to the end consumers. The non-profit organisation can serve as a way to coordinate activity that delivers real economic results in the form of goods and services.
I think we have overlooked the ability of such a form of economic organisation to do more for the world. The advantage of a non-profit that it explicitly pursues resources specifically for a cause. It doesn’t mean it will squander resources inefficiently, but the stated purpose of it, is to generate the impact or advance towards the mission. Ironically, some of the more profitable companies in the world can tend to make claims that are similar to non-profit in terms of the contribution it brings to society.
And since non-profits often have to deliver results in exchange for funding, or to unlock pre-committed funding, they will learn to optimise their budget and utilise resources optimised to deliver some of the results or at least provide inputs to the causes they are trying to champion. The funding portion of non-profits may be different but the way it should be ran operationally is probably not so different from a typical company, with the exception it may not be able to use the usual incentives for its staff (in those circles, they sometimes call it a passion tax).
Yet perhaps more forms of organisations should be acting as non-profits. For example, banks should potentially operate without profits, with the key objective of optimising risks in the system while providing access to credit for organisations and people. In fact, I think that all financial institutions, even those providing payment solutions probably should have limitations placed on their profits because ultimately, it is the real economy that they are trying to drive and allowing them to extract too much from the real economy can hinder the more fundamental process of capital allocation – which is what we are already seeing. Everyone needs to contribute to the real economy and finance in particular, has become the tail wagging the dog, in name of the pursuit of profit. That is a shame.
