Читать книгу The Red Pill Executive - Tony Gruebl - Страница 11

On April 26, 1986, the Soviet Union’s Chernobyl nuclear power station exploded, releasing more than 50 tons of radioactive material into the atmosphere. It was the worst nuclear power plant accident in history. Always concerned about negative press, the Soviets attempted a cover up. Two days later, Swedish radiation monitoring stations more than 800 miles away reported radiation levels 40% higher than normal. After a string of denials, the Soviet news agency finally acknowledged that a major nuclear accident had indeed occurred at Chernobyl.¹²

To the Soviets, damage control with the media was their first priority. Our safety-conscious Western minds saw this as beyond ludicrous. So did the writers at Saturday Night Live. In a classic SNL skit a few weeks later, actor Gilda Radner played a Russian news reporter in Chernobyl saying, “Nothing is wrong here. Especially near the nuclear reactor.”¹³

“The Soviets saw their actions as perfectly logical. They just had a different playbook.”

Whether we understand them or not, the Soviets saw their actions as perfectly logical. They just had a different playbook.

Could the blue-pill Project Management model have its own playbook? Why else would such an inefficient system continue for decades without a major overhaul?

This is business where numbers rule. We started to wonder if we were looking at the wrong numbers.