The Batch Fixer

I freewrote The Batch Fixer contemporaneously on April 10, 2006, in twenty minutes while waiting for a flight at Dallas Fort Worth airport. Enjoy!
The batch fixer. A worried man wearing a rumpled business suit sits talking on a phone at an airport.He’s sitting four chairs to my left. All was quiet when I chose this little island of seats on a ramp away from the C concourse gates. No cell phones in evidence, though I didn’t expect that to continue. What I didn’t know was that in the following 15 minutes, I would hear the word “batch“ spoken by one person more times than I’ve ever heard it in my entire life.

I don’t know where he is from — my knowledge of American accents is poor. He has a problem that I slowly and painfully piece together over a series of phone conversations.

The customer had received a batch – 30 gallons sprayed on — and it was the wrong color. The customer had received a new batch, which was the right color, rejected the new batch because it didn’t match, and returned the new batch to the factory. The factory had called to say that there was nothing wrong with the new batch. Joe had done a wet test, on paper and wood. He’d confirmed that the old batch was incorrect in some way. The salesman, who, by now I had given the name, Harry, had talked to several people, who also talked a lot and found that they didn’t want to replace the old batch because the customer would find out that they’d been sent a color that they had already used which wasn’t correct.

So Joe was going to create a blend of the old and new colors and send it to the customer.

By this time, I have formed a firm opinion of Harry’s organization. People there have officially defined roles. They like to talk and are ready to justify why things happen the way they do and why this isn’t their fault. Poor Harry is the fixer, the guy that has to get a solution for his customer and keep everyone else happy too, especially his boss. As he places his calls with one person after another, I hear different facets of the story. More details for Carmen, requests to the unknown boss for directions, a steady stream of justifications, and next steps for Joe.

Harry is patient and doesn’t lose his cool for a minute. He talks through the layers of bureaucracy and responsibility, his nasal voice constantly overlaying his discussion of the old batch, new batch, wet test, drawdowns on paper and wood, the shorthand of his working life, a code in which he swims, only translating when necessary.

He has left now. The flurry of calls eventually petered out with a sense that the problem had been handled, contained, until tomorrow at least when he will meet with Joe and start another round of negotiations and persistent persuasion.

While this was going on, I felt insulated. I had been reading a book on improv — on adjusting to circumstances in the moment and riffing. And here was Harry, batching it, batch, batch, batch, and my mind skipped and reeled as the flurry of batch punches assaulted my ears, delivered into my brain, flummoxing me into a place of inability to grok my reading.

I could’ve moved, put on my headphones, or inserted my earplugs. I thought of doing this. And yet I stayed with Harry, oddly fascinated. I wondered whether what Harry batched would suddenly be revealed. Would he suddenly break character, crack, stand up and scream, swear under his breath? But he did not. He wheedled his way to a temporary solution and stalked off to his gate, the fixer doing his job — fixing the batch.

Don’t be a hero — solve small problems!

When’s the right time to solve small problems? The right answer is almost always “as soon as practically possible!

Why? Because small problems often become large problems if we don’t work on them in a timely fashion.

Unfortunately, people don’t appreciate the value of promptly solving small problems, because (see cartoon below) we love to acknowledge and reward heroes — people who solve big problems, aka emergencies — rather than the folks who proactively solve small problems and prevent emergencies in the first place.
solve small problems

“Prevention is better than Cure. But which one makes a better story?” by @workchronicles

Two societal examples

Here are two examples of the value of solving small problems early, and the consequences when you don’t. The first is one where solving small problems in advance averted major world disruption. During the second, world leaders delayed solving small problems, resulting in millions of avoidable deaths.

The Year 2000 Problem

In 1999, I reviewed the million lines of computer code I had written for clients over the previous two decades. I was checking for what is called the Year 2000 Problem (or Y2K). In the early days of writing computer software, many programs represented four-digit years with only the final two digits. This made the year 2000 indistinguishable from the year 1900! (There was also a concern that programs might not incorporate the 1-in-400-year calendar exception that makes the year 2000 a leap year.) As the millennium approached, programmers realized that when such programs ran on January 1, 2000, havoc might ensue.

Before January 1, 2000, these issues were small problems. On January 1, 2000, they could instantly become big problems.

Numerous fringe groups, as well as Christian fundamentalist and charismatic leaders, predicted the end of the world and other apocalyptic outcomes would occur because of Y2K. Interest in the survivalist movement peaked in 1999. People wrote many books on how to survive the “end times”.

Meanwhile, hundreds of thousands of programmers worked diligently to review the millions of software programs currently running. When we found code that displayed the Y2K problem, we fixed it. I think I found four places in my old code that I needed to fix. Only one of these issues would have caused significant problems for a client.

We worked to solve small problems before they became big problems.

Thanks to the hard work of many programmers, on January 1, 2000, only minor problems arose.

Society didn’t call us heroes. I’m pretty sure there are no statues of Y2K mitigation programmers. No one gave us medals or publicly recognized our efforts. And that’s OK by me. We were just doing our jobs.

Surprisingly, to this day there remain opposing views on whether the software remediation I’ve just described was worthwhile. Some believe it would have been better to wait for problems to appear and then fix them, rather than solve small problems in advance.

I, and all the programmers I know who actually did the work and could see the consequences of inaction, are in the other camp.

The COVID-19 pandemic

Experts on pandemics have written about how the millions of worldwide deaths caused by COVID-19 could have been greatly reduced, especially the 500,000+ (1, 2) in the United States. We know that pandemics regularly wreak havoc on world populations. But we failed to work on the critical small problems of developing antiviral drugs or vaccines in advance.

In the United States, the consequences of the Trump administration’s consistent attempts to defund and disarm America’s preparedness against a mass outbreak of a viral respiratory illness, something that previous administrations had sought to prepare for, and Trump’s continual dismissal of the alarmed advice of his experts and intelligence services is well documented (1, 2). It’s estimated that if Trump had dealt promptly with solving the relatively small problems during the early stages of the pandemic, he could have prevented about 60% of U.S. COVID-19 deaths.

In recent weeks, we’ve been able to see the stark difference between Trump’s dereliction of duty and the leadership shown by the Biden administration on a coordinated response to the COVID-19 pandemic. The latter includes:

  • Restoring problem-solving capabilities dismantled by Trump, such as the White House National Security Council Directorate for Global Health Security and Biodefense, and administration-wide infrastructure for monitoring and responding to emerging biological risks.
  • Securing funding and Congressional support to establish an integrated, National Center for Epidemic Forecasting and Outbreak Analytics to modernize global early warning and trigger systems to prevent, detect, and respond to biological threats.
  • Reviewing and seeking to strengthen the U.S. pandemic supply chain, public health workforce, medical countermeasure development and distribution, bioeconomic investment and technology-related risks.

These actions create the conditions for solving problems that may occur in the future. You may not see such problems as “small”. But their size and difficulty to solve are small compared to the problems that can result when we ignore early warning signs and lessons from history.

Solve small problems!

Unfortunately, society tends to reward those “heroes” who rush in as saviors to solve big problems. The countless folks like you and me who work every day to solve small problems don’t get much credit.

Nevertheless, do the right thing. Invariably, prevention is better than the cure. We may get little or no glory from preventing big problems, or even catastrophes, but our world is a better place because of it.

Thank you, everyone, who works each day to minimize big problems for individuals, organizations, and societies by solving the small problems that, if unsolved lead to big ones! You are my heroes.

Listening to the UPS guy

A photograph of a UPS truck going down my driveway, driven by the UPS guyAfter dinner last night I heard a familiar sound — the growl of the UPS box truck driving up our 600′ rural driveway. I knew it was our regular UPS guy, the guy who’s been delivering for years, because if he sees I’m in my home office he’ll stop and do a tight three-point turn outside the entrance, rather than driving past to reverse by the garage.

I heard the van door slide back and went to the door to meet the guy I’ll call Roger. Roger is tall and lanky, has a sweet smile and disposition, and is open to talk if the time is right. Over the years he’s met me hundreds of times in that doorway. Mostly, he smiles and hands over the delivery, I thank him and wish him a good night, and he jumps into his truck, finishes reversing, and drives away. Once in a while, when the roads are bad, we talk about his day: how he’s handled the challenges of delivering along my rural town’s sixty miles of dirt roads plus the surrounding area.

For some reason I hadn’t seen Roger for a few weeks; the other drivers had been making deliveries. So I said, “Hey, you’re back!” as he strolled towards me, package in hand.

“Well, I’ve been off a lot; my mother just passed away,” he replied.

“Oh, I’m sorry,” I said. I stood and looked at him.

“Well,” he said…

…and he started to tell his story

Roger talked about his mom. He stood facing sideways from me, with an occasional glance in my direction prompted by my occasional responses to what he was saying. Once in a while, he’d swivel to face me, sharing something that was especially important. Then he went back to telling me about his frequent journeys down south to see her since she’d fallen and broke multiple bones in June, how his family had done their best to cope, and her eventual decline and death.

He told me about dealing with “picking up the pieces” now she was gone. The last time he saw her in the hospital, when she was “all scrunched up” and seemed out of it until he bent down and hugged her and told her “I love you Mom” and she opened one eye and said “I love you too” “as clear as anything” and then closed her eye and “was out of it again”. He told me much more than I’ll share here.

Roger talked for over ten minutes, by far the longest conversation we’ve ever had. Now and again he edged away during our time together. But he couldn’t quite get himself to stop what he wanted or needed to say.

And that was fine with me. I was in no hurry, and he wanted to talk.

At the end, I wished him well and he turned, got into his van, and motored off down my driveway.

It felt good to listen to the UPS guy.

How I got on my feet and danced again

I danced again: photograph of Adrian Segar on the stage at the 2015 PCMA Educon
I danced again

Here’s a story I told at the opening of the 2015 PCMA Education Conference:


“The EduCon organizers asked me to say a little about the conference format, and I thought about when I was a teenager and loved to go to parties and dance. Then something happened, I don’t remember what it was—probably something incredibly embarrassing involving a girl I liked—and I became self-conscious and stopped dancing.

I stopped dancing for 40 years.

In 2003 I go to a workshop, and if you had told me beforehand that I would dress up in costume there and dance, solo, in front of an audience I would have a) said you were crazy and b) skipped the workshop.

I’m very glad I wasn’t warned, because at that workshop, when I experienced dancing again, I remembered that I love to dance—and I’ve been dancing ever since.

If I had been reminded at the workshop that I used to like to dance, it wouldn’t have made any difference.

All the lecturing in the world wouldn’t have shifted my belief that I really didn’t like to dance anymore.

I had to experience dancing again.

I had to get on my feet and dance!

Now, we’re not going to ask you to dress up and dance at this conference—unless you like doing that, in which case we’ve got the Fort Lauderdale Pool and Beach Party tomorrow night!

But what we are going to do at this conference is to give you plenty of opportunities for participative engagement—to experience things that we think may be useful for you in your lives and work.

In addition, this conference is full of experiments with a variety of learning environments and methods. We are proponents of risky learning—Sarah Lewis & Mel Robbins—will be exploring this in their sessions.

And, in our crowdsourcing experiment tomorrow, you’ll get to choose what you want to learn about, discuss, share, and connect about.

So our hope and desire is that, at EduCon, you will:
engage;
be open to your experience, with a willingness to learn from each other; and
be a resource to your peers.”


It was my hope that sharing a revealing story in front of a thousand people at the start of this conference would model openness amongst attendees for what followed. Based on the feedback people gave me during the event and my observations of the level of interaction and intimacy there, I think I realized my hope.