THE
INVISIBLE LINE BETWEEN RISK AVERSION AND PERVERSION.
Sure, this
topic may sound obtuse, esoteric and otherwise irrelevant to tech
transfer. Yet, not is it as the wise
ugly guy in “Star Wars” says. We in the
tech transfer program face the challege of trying to change the way people
think and the way institutions act. The
Mexican government is quite clear in its message: get going, guys and
gals. Win or lose – take a shot at the
big time (Article #51 of the C.yT. law).
Truth is
that CONACYT has been around for 40+ years and the I.P.N. for over half a
century. While the Republic fails to
meet lofty goals of economic commitments of 1% of the G.D.P. to RD&I – duly
legislated and ritually ignored – Mexico has built her knowledge base over
time. The rub is this progress has been
a cost center and not an idea generator.
Now it is
time to mobilize – to monetize – this inert intellectual capital; a vast pool
of basic research basically doing nothing.
Now this comment by me, while dour and amply reflective of my
curmudgeonly ways, really is not a criticism of Mexico or my great and gifted
colleagues in CIDESI. This thought
merely reflects the difficulty of changing.
Hey! Have you ever tried to get anyone to quit smoking?
Well, keep
on truckin’. The challenge that we
volunteers uniformly face is that we confront cultures of ingrained risk
aversion. Think of it: Mexican techie
types get rewarded incrementally for decades.
Dust off some research from last year; jazz it up a bit; publish it; get
your S.N.I. points; and, you are done for this year: kids’ schooling, house and
car payments covered yet again. Take the
bonus and run, baby.
Overcoming
habit is difficult enough. Now let’s
factor in the ever-present human ego. A
scientist or engineer has spent a decade or two building up a personal dominion
of knowledge for which (s)he enjoys significant recognition and prestige. This status has been earned through time and
toil; in the eyes of its possessor, it is not to be squandered recklessly.
If a volunteer
can not sympathize with the professional dilemma weighing down on his or her
counterpart, and many do not, perhaps that individual ought to return to the
world of machines rather than machinations.
For commercializing unexploited technology is all about machinations
from everyday tasks getting completed to strategies playing out for a new firm
entering or generating a new-fangled market.
Such
maneuvers encompass arguing for price points, reaching consensus on product
valuations and strategies, deciphering market opportunities or intelligence, as
well as negotiating financing agreements (the big-daddy of them all); not the
province of data dinks. So these
daunting challenges, plus a rewarding comfort-zone (until now, at least),
almost guarantee risk aversion.
No one
wants to fritter away his or her scholarship through failed product
developments and launches. One public
failure and hello, square-1, and re-building than long-acquired now squandered
reputation (at least in the mind of the inventor). Some people simply can not imagine growing
beyond failure, so deep runs this false sense of shame. And to make prospects really sobering, only
one in every 200-300 revolutionary ideas turn over sustained turnover during a
five year horizon.
Simply said,
there is too much to lose and too many ways to lose it. So, what to do? El presidente Peña-Nieto is trying out
electoral shock therapy, converting his discernible plurality into a broad
national mandate for Mexico to take her place on the international stage, right
here and right now. So, he is serious
about getting CONACYT out of neutral and Mexico into overdrive by:
- cutting funding control of CONACYT by 15-20%;
- pushing hard for new Centros to extend the knowledge-base into aerospace, biotechnology and automobiles;
- aligning different power blocks into a new Science and Innovation ministry;
- partially privatizing PEMEX and CONACYT to receive and lever the best in cutting-edge knowledge; as well as,
- employing other measures I can not quite recall with my agèd brain.
So now the
dilemma has just increased for the average, risk-averse ‘Investigador(a)’. Thus overt risk aversion goes covert with
risk perversion. These latter behaviors
are designed primarily to temporize through active inactivity, fast-motion
self-promotion or powerpoint optimism.
This is not a uniquely Mexican phenomenon. It is typical corporate politics, especially
in restructuring institutions.
There are
three forms of risk perversion initially to which I would alert my fellow
volunteers:
- always cooking, always hungry;
- abnegation through collaboration ; and,
- selling high-flying air-rights (not gender-specific).
The first
form of risk perversion is a trick I have discussed several times in various
venues. The idea? Always have one prototype ready and a better
one at-the-ready. As time progresses,
the ‘inventor’ (more like a science fiction writer), shifts the focus from the
current prototype to the next, even more commercially profitable idea. One shines like a star without ever having
really to twinkle.
The second
manifestation of risk perversion is to become a partnership patsy, while
extolling trendy notions of teamwork.
These are the ‘team players’ absorbed with partnerships and other
projects that transfer or develop too little or no technology. Sadly, they
degenerate into scientific serfs for sale to the biggest-name
lowest-bidder. They love Shakespeare and
live out ‘Much Ado about Nothing’.
The last
example (of many) is a technique imported from good old America. This risk perversion is essentially a Houdini
act, not of beating impossible constraints but dancing from one extravagant
claim to the next, a stutter-step ahead of inevitable complaints. A favorite recent example is claiming
experience in sales strategy based on digitalizing call-reports. These intellectual blow-hards then use their
false claims to discredit reasonable ideas of others, lest they be discovered,
called out and fired.
These are
merely three of many examples, some of which you all have already
encountered. What cheap perfume is not
passing your smell test? Heed those
suspicions. The ruse most often
distracts others away from a dubious present toward a salubrious future to
re-arrange the empty inning of baseball into NO ERRORS, NO HITS, NO RUNS
therefore NOBODY LEFT.
The moral
of this cautionary tale is that moving minds may be harder than moving
mountains, with or without a mustard-seed.
Patience and compassion toward human limitations sweeten the crock-pot.
Adiós, over
and out.
P.S.
Wupps. The end of this essay is rather
uncharitable and unconstructive. So, I
want to direct a few comments to the younger volunteers since anyone my age has
learned to deal with these inter-personal gimmicks or has the emotional
intelligence of a jack-hammer. In this
brief follow-up, allow me to invoke the traditional R.C. teachings on sins; not
because I am religious but because these teachings can shed light on matters of
human nature.
The first
ruse of the ‘turkey solution’ is much like a venial sin of commission. Often it arises from failing to pay attention
to the task at hand. Being an
entrepreneur – and settling in to big-time risk-taking – is intoxicating. The daily drudge-work of bringing that dream
into the realm of possibility is difficult enough. Taking that possibility toward plausibility
is painstaking. Adapting the
plausibility into practicality entails phone-calls, meetings, memos galore. All that occurs before going to market.
What to do?
Try gently to keep the counter-part on task, stating that this current and less
sexy invention may establish his or her name in the market so (s)he can go to
Tahiti on the next product under development now. If your counterpart continues this waltz with
a third turkey in the oven, admire his optimism and find something else to do;
take your time, however, with the disengagement in the event that (s)he may
come around.
The second
pitfall is more like a sin of omission.
This problem is perhaps the easiest of the three examples (among
several) to address. The counterpart may
understand the necessity of mobilizing capital but may lack the knowledge and
experience to negotiate the effective transfer to your Centro of needed
knowledge or technology. This business
is a tricky one that frequently eludes volunteer (i.e., me) and counterparts
(i.e., everyone else) alike.
There are
several volunteers, usually of the “and wiser” type, who can impart valuable
advice; I am not one as all of these topics were new to me almost three years
ago. That advice may help out in
aligning activities (e.g., setting up inside or external partnerships) with
strategy (i.e., trading less expensive expertise for valuable knowledge). These conversations are delicate since the
counterpart may well be omitting contract terms, etc. rather than consciously
avoiding his or her next right step.
The third
problem is a biggie, much like a mortal sin after, usually, accumulated
commissions of venial sins. The key
variable to consider is the age of the counterpart. Under thirty, the person may well be merely
insecure but, over thirty, that person may have a thoroughly compromised sense
of inter-personal ethics. One must rely
on intuition here to discern whether ever-present insecurity has hardened into
a full-blown defect of character. If
the latter, head for another department.
In the end,
these and other strategies reflect either possible responses tothe foibles
typically encountered among people or fragmenting fears of failure. Fear is difficult to overcome through outside
counsel; that conquest must come from within.
Time takes time and the two year stint is often way too short to realize
the change. But planting seeds through
humility and integrity is always right on schedule…
