Anne Smedinghoff Didn’t Have to Die Part 2

Pete Turner

Break It Down Show Host, Professional Speaker and Cultural Consultant.–What’s your “Ground Truth?”

Mar 29, 2016

Last week I wrote about the tragedy of Anne Smedinghoff, who died on a patrol in Qalat Afghanistan.  This is part 2 of the story–

My intention here is to illustrate HOW? rather than “what” we (Dr. Rich Ledet and I) did regarding the proper means to improve education in rural Afghanistan.  I submit that our method is more reliable, predictable, measurable and can be replicated; yay scientific method.

Dr. Ledet and I leveraged an unusually strong partnership with a key Afghan political-religious leader.  More than simply believing that we had a great relationship, we’d taken steps to build and validate the strength of our partnership, leveraging tools I had personally developed over years of immersion in conflict environments.

To begin with, we avoided the common US “crutch” of dominance, never assuming that we were “in charge.”  Not only did we share many meals and tea with him, but we socialized with him and his family apart from any other American military elements. We also invited this leader to our dining facility to eat with us on numerous occasions.  We shared our relevant reports (normally made for US elements only, these reports dealt with our evaluation of his region) with him (unclassified or FOUO) so that he could better understand our role and how the US was attempting to support him–This post is long enough already. I’ll have to come back to this particular topic later.

As a side note, I thought I had a great relationship with this leader after working with him almost daily for months.  One day, he sat back, put his hand above his head and said, “I get what you are doing now.  I understand that you are truly helping me with the Americans.”  This breakthrough was surprising, as I thought we already had a good partnership.  But I had misjudged what was previously accomplished, and the lesson I learned was that not only is trust VERY hard to earn, but also that there are different forms of trust to be accounted for when attempting to partner with leaders in conflict environments.  Only after this point did I realize that I had earned an additional level of trust, and that he allowed me more latitude and access than he afforded any other American.  In fact, I could come to him for advice, as he knew that I was genuinely working to support the Afghans in a way that was within the bounds of their customs.

We brought our research problem regarding education to our partner, and asked him how to best work toward a solution.  He immediately identified the other elders with whom we needed to discuss and work, while providing us with the new Provincial Minister of Education’s (MoE) personal phone number (which we did not previously have on record) and advised us to mention his name when we talked.  He noted that he was also attempting to work with the MoE on education in his district, and although they hadn’t always agreed, he felt the MoE was an honest man.

This process of partnering, and acquiring information about other leaders and the MoE, demonstrated a measure of trust indicating that our partner indeed valued us and our efforts.  Further his validation through providing us with an introduction to other key decision-makers in the province which gave us unique access to a set of leaders that didn’t typically interact with US elements.  We had truly entered through a more culturally appropriate door, as our partner trusted that we would not expose him in a negative light to the other leaders.

Once we were able to make contact with the recommended leaders, we were careful to explain the agenda, set up appointments, and accommodate their schedules as best as possible.  We never showed up unannounced, or uninvited.  With the safety of all involved in mind, we took time to determine their preferred place of meeting, which was critical considering that we lived on an American forward operating base, and could move in heavily protected convoys.  We were remarkably “safer” than those leaders, as they lived in constant threat.  We displayed a respect for their safety when we considered their venue preference.  While these logistical steps seem obvious, we found this level of respect nonexistent in DoS, PRT and US forces attempting to work with local leaders, again relying on domination to achieve goals; US forces prefer to show up unannounced, unscheduled and take over the Afghan leader’s schedule as we set fit.

When we met, the recommended leaders were also accompanied by multiple religious elders.  We didn’t ask them to do this, by the way, but it was something that was required in their culture.  This was also an indicator to us that we approached the problem from the most culturally appropriate angle known to us (and recommended by our Afghan partner who originally set us up for success).  Afghan leaders, when not influenced by Americans, will have a religious leader (mullah) present as they make decisions.

Over the course of several meetings, and after deliberation between the MoE and other family and religious leaders, we were able to ascertain what was expected in terms of US assistance.  Keep in mind that what we were also doing was helping to link family, religious, and political leaders with a valid MoE backed plan to improve education throughout all of Zabul province; a critical element of creating stability wins.

These leaders never asked for money. They never asked us to build another school.  They recognized that we could help, and they also wanted us to help them determine if these programs were working.  They knew we had the capacity, which they knew they did not, to help them measure the success of the program.

What is most telling is that these leaders noted a lack of security, which is a common theme throughout my time in conflicted areas.  Security concerns are superior, and every other effort is subordinate.  This is where you need to pay attention DoS–The MoE asked that he never be seen engaging with the US at his office, as US patrols could only expose him to harm, he and other leaders wanted to reduce the amount of contact between US forces and their children for the same reason.  Moreover, leaders in the district wanted us in the background, as they wanted to see the Afghan government and the MoE doing their job.  They wanted the people living in Zabul Province to see the same–This is setting the stage for believable, culturally based stability win…and there is no photo op.

Our work established the beginnings of a clear plan that meets the requirements for creating stability. It satisfies a test we developed that indicates potential success when conducting non-lethal missions or operations…Is the operation Afghan inspired, Afghan led, Afghan provisioned, and sanctioned by a Mullah?

Is it possible that if DoS had bothered to teach Anne this test or heed our report, that she would still be alive?

Better Than a Stipend, It’s About Family

Pete Turner

Break It Down Show Host, Professional Speaker and Cultural Consultant.–What’s your “Ground Truth?”

Better Than a Stipend, It’s About Family

Jon and I posted a 2-part episode this week on, “The Break It Down Show.”  Our guest is DeVone Boggan who heads the Office of Neighborhood Safety (ONS) in Richmond Ca.  The show links are http://bit.ly/1XI9ZGJ and http://bit.ly/24psPqN

I first discovered the ONS program, on an episode of This American Life.  They used DeVone’s program to tell a larger story….and they did a great job…but I wanted to dive deeper.  Once I booked DeVone, I remember bugging Jon quite a bit about how excited I was have DeVone as a guest…DeVone blew past my high expectations.  Even better, DeVone gives the credit to his staff…but more importantly to the brave young men (fellows) who dared to do the impossible.

Why are we paying criminals?

While doing show prep, I read over a dozen articles…what troubled me were the headlines that painted the program as a simple payment to criminals to stop committing crime.

In particular, articles such as The Fiscal Time‘s  Edward Morrissey and American Thinker‘s Rick Moran focused on the stipend aspect of the program…looking at comments after the article, this tact retards productive conversation and ignores the sophistication and success of the program.  We can do better.

More than a stipend, 7 elements

A critical indicator of success for DeVone and his staff is being seen as family by the fellows.  This approach mirrors my experiences in conflict zones….and let’s be honest, young African American or Hispanic males in Richmond are living far from a stable place….what DeVone has developed, works.

Here are the 7 elements of the fellowship:

  1. Meeting, face-to-face with fellows daily, mentoring etc.–in essence becoming part of their life
  2. Having the fellows create a life map–Their plan is coupled with all the appropriate social services available to support “THEIR!” plan, not one designed for them.
  3. More than a plan, a partner to walk it with you, hold you accountable, be there when you want to fail. –Like family would
  4. However well they perform on their plan and fellowship requirements.– BTW, most fellows don’t get paid the full amount–Accountability!!!
  5. Travel, this elements puts rival next to rival on a trip as far as S. Africa.–Traveling as family, makes rivals brothers.
  6. Mentors from outside their sphere, but within their city.–Established elders who provide the long view
  7. The fellows are put into an internship suited to their plan.–Just like an emerging young adult.

Again, we can do better, but we need guys like DeVone to ignore the machine, get on the street and start talking to the people with the problems.

Epilogue

The program has a fabulous record of success. and the Draper Richards Kaplan Foundation thinks so too.  They are funding a national level program called advanced peace.

Give the show a listen, let DeVone show you his passion…and let’s make a difference where it’s so desperately needed.

With Nite Train Bombing the Green Zone

A post I wrote for LinkedIn
Pete Turner

Pete Turner

Break It Down Show Host, Professional Speaker and Cultural Consultant.–What’s your “Ground Truth?”

Everyone is working to create, “partner capacity.” If we are on our game, we are advising and assisting our partners with the intent of improving their condition. This means service members are constantly engaging with local nations through interpreters.

Given that interpreters are a critical node….and considering that we’ve been at “war” for 15 years…it seems that we’d have a professional level capacity for working with and through interpreters…we don’t.

We don’t get this right in the civilian world either.  I’ve trained dozens of professionals that work with and through interpreters.  These professionals say, they figured out how things worked on their own.  Further, they agree that their ability to achieve was compromised.  Finally, most of them note that they should have received better training before they ever began engaging foreign partners. These skills matter and directly impact your business…the same holds true for our military.

The training we receive in the military isn’t better, at best it’s outdated and pedestrian. If, and it’s not a certainty, if a service member receives training on using a translator, the class lacks any depth, nor is there a standard.  The main point of the training focuses on avoiding being tricked or deceived by your interpreter.  While detecting deception is an important consideration; it’s the wrong orientation-a nod to my J Boyd people.  Unfortunately, the training doesn’t discuss how to create a positive relationship or rapport with your interpreter.  Frankly, we treat interpreters like shit.

Why does this matter?

In modern combat, interpreters are massive force multipliers. Further, when they are not used to their fullest potential, units fail.  I can say with confidence that our level of “success” in both Iraq and Afghanistan correlates directly to our inability to leverage interpreters to their potential.

Interpreters are much more than mouthpieces. Their native level understanding of language, culture, religion and social norms are invaluable and something no service members can replicate on their own.  I like to say, “You can’t out Iraq an Iraqi.”  Whether in combat or in business, we can all learn a lot from Nite Train.

Head over to www.breakitdownshow.com and check out our show with my man Nite Train…he gives us real insight into what it means to support a unit at the highest level…and how fleeting success and stability remain.

 

Why We Wanted to Talk to Monsanto

Pete Turner

Break It Down Show Host, Professional Speaker and Cultural Consultant.–What’s your “Ground Truth?”

Why We Wanted to Talk to Monsanto

My co-host on the Break It Down Show, Jon and I are about to post what is likely our most provocative show to date.  Our guest for the episode is  Monsanto associate Ty Vaughn.  Why did we decide to talk to Monsanto?

Here is a link to the show http://bit.ly/1EkOgKj

First, both Jon and I don’t like simply working from assumptions…we want to understand how systems work. We want to examine how and why people do what they do.  There is always more to the story, when we investigate.  Success is rare for those who aren’t working extraordinarily hard towards something.  These are great stories. We wanted to see what Monsanto was really doing.

Second, we’ve both seen posts on social media sites that Monsanto is “evil.”  If I’m being completely candid, hyperbole like this makes me dig in my heels and look for answers.  Monsanto may be the most evil company on earth for a lot of people…However, before I agreed with that assumption, I wanted to hear from the source.  That thought, “Are they evil?” began the pre-production process for this episode.

I reached out to Monsanto and what do you know, they responded back and we began a dialogue.  This dialogue required me to challenge my own preconceptions.  I also had to allow Jon to be comfortable with Monsanto as a  guest.  As  Jon and I worked through or own personal objections, we figured out how we wanted to approach the show.

A quick aside–When I advise on cultural issues, I frequently note that feeling uncomfortable or confused in cross-cultural settings is normal and a positive sign.  I knew the dissonance I was feeling meant we were in a good space to learn and  intersect with Monsanto’s culture.

Our interview was going to be a dance. We can’t simply corner Monsanto and pound away with the same rhetoric we’ve read on social media sites.  We also can’t simply provide a bully pulpit for the company.  From the beginning, we were open with our intentions.  We were gong to ask fair but tough questions.  We weren’t gong to ambush them, or be disrespectful.  We wanted to foster a conversation.  Also, we’d have listen…and allow Monsanto to describe some of the things on the “good” side of their ledger.

What we found was a company that underestimated the importance of messaging.  A company that, like most, preferred to stay within their own culture rather than endure the cost of investing in cross culturally communicating.  A company that was able to admit mistakes; can we do the same?

Additionally, a company that is growing because of their support to farmers. A company that is trying to figure out how to feed the world as we grow from 7.5 billion to 10, 15 even 20 billion people.  A company that responds, directly to the needs and questions of farmers.  A company that recognizes global climate change, loves and supports science and wants to be part of the climate change solution. They are a company that was willing to talk…to you, to us…to anyone who has the guts to chat?

So, let’s get started.  Check out Ty, Jon and myself on the Break It Down Show.

On Representative Duncan Hunter’s Questions About HTS

This is a copy of a Guest Post I wrote from ZenPundit.com

Guest Post: Duncan Hunter and Human Terrain System by Turner

ZP is pleased to bring you a guest post by Pete Turner, co-host of The Break it Down Show and is an advocate of better, smarter, transition operations. Turner has extensive overseas experience in hazardous conditions in a variety of positions including operations: Joint Endeavor (Bosnia), Iraqi Freedom (2004-6, 2008-10), New Dawn (Iraq 2010-11) and Enduring Freedom (Afghanistan 2011-12).

ON REPRESENTATIVE DUNCAN HUNTER’S QUESTIONS ABOUT HTS

by Pete Turner

Today I was sent this USA Today article about Rep. Duncan Hunter (R-Ca) and Human Terrain System with a request for comments. An excerpt:

….A critic of the program, Rep. Duncan Hunter, a California Republican and member of the Armed Services Committee, demanded answers about the program from Acting Army Secretary Patrick Murphy in a letter sent Monday. Hunter noted “striking similarities between the two programs” and called on the Army to explain how the Global Cultural Knowledge Network differed from Human Terrain System. He also asked for an accounting of its cost and the number of people it employs.

“Unless the Army can show real differences between programs, then there should be no doubt that this constitutes a blatant attempt to rebrand and reboot a failed program under another name and a launch it with a reworded mission statement,” Hunter told USA TODAY on Tuesday. “What’s obviously lost on the Army is that it wasn’t just the implementation of HTS that was the problem, it was the whole thing, to include the program’s intent and objective.”

I have no faith in TRADOC’s ability to get Human Terrain System or HTS 2.0 any more right than last time.  The program was full of prima donnas, liars and academics who lacked the ability to relate to the military and commanders.  Also, commanders aren’t trained in how to best use HTS assets either – and that matters. For example:

COL: “Pete, I want you to tell me who the most influential person in our region is….can you do that?”  

Pete: “Yes Sir, I have the answer already…it’s you…until the people recognize their own governmental leaders, police and military, our focus has to be in ramping your influence down while we enable them to ramp up, Sir.”   

That statement is the essence of what an HTS does – we identify and translate the intersection of the ramps.  There is no book on how to do it well. The ground truth is where the best work is done.  It’s a shame that Rep Duncan Hunter and DoD cannot see that.

For those who aren’t familiar with my work, I have 70+ months of time working in combat zones.  I’ve worked most of this time at the lowest level interacting with locals on well over a 1000 patrols.  A great deal of this time I worked in the HTS program mentioned in the article.

Rep D. Hunter questioned the need and was critical of the original HTS program.  Like any program we absolutely had our share of fraud, waste and abuse.  Here’s the thing…the HTS program even when legitimately run is expensive.  Units work hard, long hours and a relentless schedule.  On numerous occasion, I’d work a 20 hour day followed by an 18 hour day followed by a string of 16 hour days.  An 84 hour week is the minimum I’d work.  Working at the minimum pace of 12 hours a day 7 days a week, a person will “max out” on their federal pay for the year and accumulate “comp time” or paid days off.

Since there are always things to do, lives at stake, command directives to pursue…missions to go on, planning to complete, analysis to run, reports to write, meetings to attend…it’s not hard to work 90+ hours a week and be seen as not doing enough.  How about this – some units will practice for a meeting for hours prior to the actual meeting?  If a unit is going to spend 6 hours prepping for and executing a meeting, that’s just ½ of a day…yes, legitimate work will result in paid leave.

If my patrol leaves at 3AM because there is a full moon and we move up and over a mountain arriving at a village before dawn…then spend the rest of the morning patrolling more and finally return to base at 2 in the afternoon…I still have to report on what I saw, a report may take 3-4 hours to write….and then prep for the next day’s patrol…unless your unit is doing 2 patrols a day.

I recall one specific time when a brigade from the 82nd that I was attached to was going to rotate home.  The brigade commander wanted to provide the new unit with the best possible handoff in terms of data, relationships etc.  To facilitate this handoff, my team was tasked to improve a “smart book” of dossiers on prominent Iraqis.  At one point I sat in the same chair for 24 hours writing, rewriting and then updating the book…simply because we HAD to work – the books weren’t getting better, just being constantly reworked.

Why do I bring this up?  Two reasons: First, the 82nd works HARD and if one is attached to them, that person works hard too, or suffers from irrelevance.  The 82nd spent a lot of taxpayer money on HTS people writing those books with the best intentions.  Secondly, the next unit came in and literally, never used the books.  When I asked why,  the new unit said, “we really don’t do that.”

When Rep Hunter originally questioned, the need for the program, I reached out to him to illustrate how when done properly, HTS work saves money and creates the kind of wins that unit’s cannot do without a HTS capability.  I also sent several notices to the my district’s congressional rep Mr. Mike Thompson.  Both he and Mr Duncan are veterans; I thought, surely they’d value my unique “ground truth” based knowledge.  I was wrong, both representatives ignored my offer to provide feedback.

The answer to Rep Duncan’s question about the need for this program is this:

Commanders need an outside element to translate what the US is doing for locals; in this case Afghans.  Meanwhile the HTS person also translates back to the US military what the locals are experiencing.  What an HTS person really does is works as a cultural translator allowing the different sides to understand the reality of their “partner.”

I worked in a valley that had a steep narrow canyon.  The local US Army agricultural development team (ADT) a truly myopic, xenophobic program that commonly created instability more than anything else, decided to build a check dam.  The dam was supposed to elevate the water in the river high enough to charge the irrigation ditches that ran the length of the river valley.  Over the course of 18 or more months the ADT fought with locals to improve the dam, while the locals rejected it and attempted to destroy it on several occasions.

The Dam Project

I was able to talk to locals who reasonably explained why the dam was an issue.  Simply put, they didn’t want it – and it was predicted to fail as soon as the first rain came.  Further, the region had an Afghan leader chosen to handle water issues for the families.  He agreed that the dam was a bad idea; and also predicted it would fail with the first rain.  We never effectively engaged the water elder–instead the ADT insulted this person and ignored his position and influence with the farmers.  A commander can’t know these things without an HTS person on the ground studying the human terrain.

I spoke with the ADT engineer responsible for the final “upgrade” to the dam.  I mentioned the concerns of the people and the water elder about the long term viability of the dam, which was visibly failing – the ADT hydrologist said, the elder may be right. Exacerbating this further, the dam project was done, updated and repaired all without any planning with the local Afghan governor.  All in all, the dam cost well in excess of $100k

Then the first rain came…

If one was to look at the ADT reporting, the dam was a hit.  It was accomplishing great things for the valley’s farmers.  Without an human terrain operator like myself, the ADT and the local US commander likely would never have found out how miserably they’d failed.  Rep Duncan, you want to fix things? Give me a call and I’ll show you where the money is really being wasted.

It gets worse…not only did the dam fail; when locals began to engage the governor about his plan to deal with the dam (this BTW is a small win, as most farmers a month prior saw no benefit from the government) the governor had no capacity to change anything.  This in effect confirmed for many locals that the governor had no ability to help them and therefore,  the Taliban would remain the dominant force in the region.  Ultimately, the ADT had closed the books on the region and meanwhile security further eroded.  Our efforts to create capacity resulted in us undermining the fledgling power of the governor.  Within a few months of my leaving the region, a district once considered to be a model of stability, had three service members assassinated by their Afghan partners.

Without an HTS asset, we never learn these lessons.  This is one of dozens of tales I was able to illustrate as an HTS operator.  Of course, since Reps Duncan and Thompson can’t be bothered with the ground truth – its all fraud waste and abuse, isn’t it?

Get Ready Hawai’i

Get ReadyI write often about my time in conflict zones and comment on some of the lessons I’ve learned from those experiences. I don’t want to give the impression that my experiences only relate to combat situations. Actually, most of what I’ve learned has direct application to outside of the military and military operations. In this blog I thought I would illustrate that point with an example of a problem from the Emergency Management community that I recently encountered.
In the Emergency Management industry, the preparedness level of the population matters greatly. A large part of the government’s efforts in this industry are devoted to reducing the number of individuals that aren’t properly prepared, thereby reducing the harm and damage caused by natural or human-caused disasters. While this type of task is very tough to do, it is even tougher without some culturally acuity.
I have a friend who grew up in a coastal parish in Louisiana, where the cultural norm is individual, family, and also the readiness of the greater community, particularly during hurricane season. In this context, many citizens don’t necessarily need (or want) a plan administered to them by higher levels of government, as they are likely already living one out in their day to day lives. Additionally, the indigenous “plan” incorporates lessons that have been learned over years of individual, family, and community activity geared toward readiness and being pro-active. In situations such as this, it is exceptionally tough for a government entity, especially one that isn’t closely connected to the local populace, to affect change without a great amount of effort. This is the “ground truth.”
Several questions arise: “How does the government recognize an individual’s, a community’s, a state’s, or a region’s extant disaster readiness plan? And, if a government entity actually takes the time to identify existing mechanisms and processes that help local populations cope with disaster even before disaster strikes, do they actually incorporate local knowledge into the new and official government sponsored plan?” If government (or any other “outside” organization) wishes to affect people’s behaviors toward disaster preparedness, then knowing the local cultural norms and practices is the proper starting point. By implementing local knowledge into our Emergency Management formulas, then we are at least attempting to account for culture when devising a way to approach the problems associated with natural and human-caused disaster. Essentially, by “controlling” for culture, we only enhance the probability that our endeavors will achieve greater short and longer term success.
What happens when organizations don’t control for culture? First, we should all understand that without accounting for cultural aspects, success is still possible, as a system of readiness and post-disaster assistance may be accepted and utilized by the local population. However, if those who design such systems are ignorant of local culture, then any system they design will have less chance for success, and may actually be implemented in a way that run counter to culturally acceptable norms of behavior. (I have to pause again here and note that while it is also possible to counter culture and achieve a desired goal, such attempts should be done by design, not inadvertently, and also should be attempted only with a deep understanding of local customs mixed in with a healthy dose of proper forethought.)
When an organization or a business doesn’t leverage cultural knowledge, they are losing control of the outcome. Assumptions creep into our planning, and things that are surmountable, can easily become game-ending or deal-ending problems.
Most organizations face what we (@CULTRASEC) refer to as, “culture as you design it vs. culture as you experience it.” The proper alignment of this arrangement should be “experience” then “design.” When “design” precedes “experience” operations/organizational planning is more likely based on assumptions. The organization or business then misses opportunities to recognize existing systems, or cultural norms that are well within the parameters of success.
Being ignorant of culture in planning also causes organizations to duplicate work unnecessarily. When a business or organization creates a new system designed to influence human behaviors, that system is based upon assumptions about the past and present, as well as ideas about the intended outcomes. The new system is attempting to gain acceptance without considering a system that already exists. This creates a “clash of cultures.” Unintended clashes of culture are dangerous, and often unnecessary, risks to an organization’s/operation’s long term success.
It’s better for a company attempting to design a new system to first study the local culture in order to determine the “proper” way to act in that specific cultural setting. It’s also better if that study is conducted from someone outside the company who possesses a high level of analytical clarity that is not biased by the company’s pre-existing ideas about what is and is not culturally appropriate.
At CULTRASEC, we aim to help you gain a better appreciation of local culture before you attempt to affect human behavior in different cultural contexts. In fact, this is the type of work that I personally have done for the military and in support of military operations for years. From my experience, if you first study the scenario and learn how the local culture works, therefore striving to achieve the vantage point of “culture as you experience it,” then you can begin to map the smooth “cultural paths” that are already there. From these cultural paths, you can design your activities in a way that accounts for culture, giving you and your organization more control over outcomes.
Now let’s examine the earlier mentioned problem from the Emergency Management community that I recently encountered. (In fairness to the government entity involved, I should say I picked this issue at random. There are numerous examples of organizations not getting culture right. This I feel is more the norm for business organizations, rather than being culturally savvy.)
The example is as follows:
In the interests of homeland security, the Federal government allocates money to state and local governments in order to promote preparedness. These funds give the smaller governments the ability to try to enhance readiness as a way to plan for disasters. The assumption is that the more a community is generally prepared, there will be less chaos, disorder, and overall harm to life and property once the inevitable happens.
In the state of Hawaii, a primary concern of Emergency Management officials is preparing for tsunamis and hurricanes (among other things). The state government wants to encourage families to pre-plan and prepare for these events. To that end, they work to create initiatives, and they track their successes at promoting a preparedness system that changes people’s behavior from a less to a more heightened state of readiness.
However, this type of work is always difficult. This problem of moving the populace towards any government’s desired goals is always an enormous challenge. It’s the same problem that we find in conflict zones. Well intentioned people can build a system that is completely benevolent and attempts to create less dangerous living conditions, but without validation of the system by the local populace, we question whether or not we have experienced real success.
In the Hawaii case, the government has spent $500k on a project. The work they did is top notch, as they hired individuals with PhDs and other professionals with decades of experience who were brought in to consult. In terms of the design, nothing is lacking, and actually, the product helps to set the industry standard. But no endeavor tolerates being ignored. The site that was built to create awareness, and with the help of a great deal of expertise, http://www.getreadyhawaii.org is about to die. Why?
One way to evaluate this or any other website’s performance is to look at the traffic directed to the site. As a hobby, I am a member of a race car team, and I have noticed that our team’s Facebook page has more “likes” than the state of Hawaii’s Emergency Management page. If my semi-pro race car team, the Cannonball Bandits, can attract more social media attention than an entire state’s purpose-built site, then something other than professional Emergency management consulting work is the problem.
I submit that problem with Hawaii’s website and disaster preparedness system stems from a lack of accounting for culture. There are without a doubt, cultural paths that exist already and could be leveraged by the governmental planners if they were able to see them. A community that lives in Hawaii likely has a level of awareness about how to withstand these types of events. That knowledge coupled with leveraging community leaders will aid the planners in creating a workable system that is cultural savvy and creates more opportunities for success.
I’ve been told that there may be regulations against, as well as a tendency to avoid actively using social media to advance the interests of the local government. The problem here is that social media helps create social movement. When something like a tsunami or hurricane is imminent, social media is a way to direct people to the resources they need, both pre- and post-disaster. The reluctance to embrace social media in a time when it’s one of the biggest social movers again reveals the challenges that culture presents when it’s not adequately accounted for. It’s perfectly fine to let local law keep government workers off of social media, but realize that such a policy has a cultural cost.
It’s also OK to not account for culture in your planning. However, don’t complaint when your system fails, your project flops, or you merely get unexpected negative results. Ladies and gentlemen, control for culture. Seek the clarity of outsiders when attempting to study culture. Cultural savvy is a problem that confounds our military efforts, business endeavors, and even impacts the folks in Emergency Management that try to keep us alive in the most trying of times.