Please read and cherish this incredibly cynical essay in Aeon, “Stupefied: How organisations enshrine collective stupidity and employees are rewarded for checking their brains at the office door.” I’m going to superblockquote a chain of some of my favorite parts. Please tell me this doesn’t describe every hospital you’ve ever worked in:

No matter how hard you search there is little – if any – leadership to be found. What most executives actually spend their days doing is sitting in meetings, filling in forms and communicating information. In other words, they are bureaucrats. But being a bureaucrat is not particularly exciting. It also doesn’t look very good on your business card. To make their roles seem more important and exciting than they actually are, corporate executives become leadership addicts. They read leadership books. They give lengthy talks to yawning subordinates about leadership. But most importantly they attend many courses, seminars and meetings with ‘leadership’ somewhere in the title.

Ha, yes.

But often there are very weak reasons for following ‘industry best practice’. For instance, when the Swedish armed forces decided to start using Total Quality Management techniques, some officers naturally asked: ‘Why?’ The response: ‘This is presumably something we benefit from, since this is what they do in the private sector.’ In other words, we should do it because others are doing it.

Applying methods and policies wholesale because they worked somewhere else without then evaluating those changes is a critical role of most middle managers.

At the outset of our research, we suspected that organisational life would be full of stupidities. But we were genuinely surprised that otherwise smart people would go along with collective stupidity, and be rewarded for doing so. Mindlessly following rules and regulations – even if they were completely counterproductive – meant that professionals would be left alone. Using empty leadership talk would get ambitious people promoted into positions of responsibility. Copying other well-known organisations meant a firm could be seen as ‘world-class’. Launching branding initiatives meant that executives could focus on the easier work of manipulating surface images and avoid the much messier realities of organisational life.

This is just brutal.

Working in a stupefied firm often means blinding others with bullshit. A very effective way to get out of doing anything real is to rely on a flurry of management jargon. Develop strategies, generate business models, engage in thought leadership. This will get you off the hook of doing any actual work. It will also make you seem like you are at the cutting edge.

This is what people are hoping to master when they go back for that MBA.

Literally every business/leadership/whatever book I’ve ever read should have been a few blog posts or a short essay. While a lot of people have been piling on recently and calling BS on the organizational psychology and tedious bureaucracy that compose the contemporary large organization, I’m actually tempted to pull the trigger this time and read the book (if only for the refreshingly direct approach).

Sad, no good, very bad, depressing reality reported by the Houston Chronicle:

Over a decade ago, the officials arbitrarily decided what percentage of students should get special education services — 8.5 percent — and since then they have forced school districts to comply by strictly auditing those serving too many kids.

Their efforts, which started in 2004 but have never been publicly announced or explained, have saved the Texas Education Agency billions of dollars but denied vital supports to children with autism, attention deficit hyperactivity disorder, dyslexia, epilepsy, mental illnesses, speech impediments, traumatic brain injuries, even blindness and deafness.

Special education rates have fallen to the lowest levels in big cities, where the needs are greatest. Houston ISD and Dallas ISD provide special ed services to just 7.4 percent Tweet this link and 6.9 percent of students, respectively. By comparison, about 19 percent of kids in New York City get services. In all, among the 100 largest school districts in the U.S., only 10 serve fewer than 8.5 percent of their students. All 10 are in Texas.

An embarrassing and frankly sadistic cover up.

When asked about the drop at a 2010 state Senate Education Committee hearing, [special education director Eugene] Lenz did not mention the target.

“We fundamentally believe it has a lot to do with improving general education,” he said.

Fundamental beliefs sound a lot of like lies and crazy talk.

Also, I thought everyone actually involved in teaching children agrees that the increased emphasis on teaching toward standardized tests/metrics in young children while simultaneously cutting budgets for anything remotely enjoyable was making “general education” worse.

Very long but excellent journalism in Mother Jones from Shane Bauer, who spent 4 months working undercover in a Louisiana private prison. Hint: it’s terrible. Here’s one terrible facet from an almost endless number of ways in which this system is failing:

If [an inmate] were sent to the hospital, CCA would be contractually obligated to pay for his stay. For a for-profit company, this presents a dilemma. Even a short hospital stay is a major expense for an inmate who brings the company about $34 per day. And that’s aside from the cost of having two guards keep watch over him. […]

One day, I meet a man with no legs in a wheelchair. His name is Robert Scott. (He consented to having his real name used.) He’s been at Winn 12 years. “I was walking when I got here,” he tells me. “I was walking, had all my fingers.” I notice he is wearing fingerless gloves with nothing poking out of them. “They took my legs off in January and my fingers in June. Gangrene don’t play. I kept going to the infirmary, saying, ‘My feet hurt. My feet hurt.’ They said, ‘Ain’t nothin’ wrong wicha. I don’t see nothin’ wrong wicha.’ They didn’t believe me, or they talk bad to me—’I can’t believe you comin’ up here!'”

His medical records show that in the space of four months he made at least nine requests to see a doctor. He complained of sore spots on his feet, swelling, oozing pus, and pain so severe he couldn’t sleep. When he visited the infirmary, medical staff offered him sole pads, corn removal strips, and Motrin. He says he once showed his swollen foot, dripping with pus, to the warden. On one of these occasions, Scott alleges in a federal lawsuit against CCA, a nurse told him, “Ain’t nothing wrong with you. If you make another medical emergency you will receive a disciplinary write-up for malingering.” He filed a written request to be taken to a hospital for a second opinion, but it was denied.

Eventually, numbness spread to his hands, but the infirmary refused to treat him. His fingertips and toes turned black and wept pus. Inmates began to fear his condition was contagious. When Scott’s sleeplessness kept another inmate awake, the inmate threatened to kill him if he was not moved to another tier. A resulting altercation drew the attention of staff, who finally sent him to the local hospital.

Just gruesome.

Capitalism is pretty great if you want to drive down the price of electronics. It does less well in industries without meaningful competition that traffic in human rights and services. If you can make more money by denying service, then it’s in a company’s best interest to provide the barest minimum possible and stop slashing just before losing business.

Sad thing is, despite how scummy the CCA prisons clearly are, the parallels with the US healthcare system are pretty easy to make.