Perhaps the biggest change to the practice of journalism in the time I was at NBC was the absorption of the news division into the pervasive and all-consuming corporate culture of GE. GE had acquired NBC back in 1986, when it bought RCA. By 2003, GE's managers and strategists were getting around to seeing whether the same tactics that made the production of turbine generators more efficient could improve the production of television news. This had some truly bizarre consequences. To say that this Dateline correspondent with the messy corner office greeted these internal corporate changes with self-destructive skepticism is probably an understatement.
Six Sigma--the methodology for the improvement of business processes that strives for 3.4 defects or fewer per million opportunities--was a somewhat mysterious symbol of management authority at every GE division. Six Sigma messages popped up on the screens of computers or in e-mail in-boxes every day. Six Sigma was out there, coming, unstoppable, like a comet or rural electrification. It was going to make everything better, and slowly it would claim employees in glazed-eyed conversions. Suddenly in the office down the hall a coworker would no longer laugh at the same old jokes. A grim smile suggested that he was on the lookout for snarky critics of the company. It was better to talk about the weather.
While Six Sigma's goal-oriented blather and obsession with measuring everything was jarring, it was also weirdly familiar, inasmuch as it was strikingly reminiscent of my college Maoism I class. Mao seemed to be a good model for Jack Welch and his Six Sigma foot soldiers; Six Sigma's "Champions" and "Black Belts" were Mao's "Cadres" and "Squad Leaders."
Finding such comparisons was how I kept from slipping into a coma during dozens of NBC employee training sessions where we were told not to march in political demonstrations of any kind, not to take gifts from anyone, and not to give gifts to anyone. At mandatory, hours-long "ethics training" meetings we would watch in-house videos that brought all the drama and depth of a driver's-education film to stories of smiling, swaggering employees (bad) who bought cases of wine for business associates on their expense accounts, while the thoughtful, cautious employees (good) never picked up a check, but volunteered to stay at the Red Roof Inn in pursuit of "shareholder value."
To me, the term "shareholder value" sounded like Mao's "right path," although this was not something I shared at the employee reëducation meetings. As funny as it seemed to me, the idea that GE was a multinational corporate front for Maoism was not a very widespread or popular view around NBC. It was best if any theory that didn't come straight from the NBC employee manual (a Talmudic tome that largely contained rules for using the GE credit card, most of which boiled down to "Don't") remained private.
I did, however, point out to the corporate-integrity people unhelpful details about how NBC News was covering wars in Iraq and Afghanistan that our GE parent company stood to benefit from as a major defense contractor. I wondered aloud, in the presence of an integrity "team leader," how we were to reconcile this larger-scale conflict with the admonitions about free dinners. "You make an interesting point I had not thought of before," he told me. "But I don't know how GE being a defense contractor is really relevant to the way we do our jobs here at NBC news." Integrity, I guess, doesn't scale.
Is there any wonder that the folks in the know rightly insist on net neutrality?
HT: davetob @ Kos
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