you couldn’t guarantee that it was going to happen, and making sure that people actually believed (a)
that was completely straight with them and making sure that they believed what I said and there were a
couple of instances where things happened couldn’t do what you wanted to do and you had to – you
go back and tell them ‘I made a mistake. Ito you; I made a mistake and here’s how I’m going didn’t lie
to try and get that fixed.’ And so working through that set of issues – because they were all charged in
a different way than they would have been in a pure civil service environment. In a company
environment, the front line engineers wanted to fix (device). The next line managers and – they just
the seniors in the company are looking at this next line managers are saying ‘my seniors are going – the
to hold me accountable to make sure that at worst the company doesn’t lose money on this.’ For the very
the senior managers they are looking at this and saying ‘how do I make sure the company (a) doesn’t
lose money and (b) doesn’t take some kind of a black eye.’ And those kinds of things tend to get in
the way of the technical team being able to go full bore ahead and find solutions to hard problems.
Wading through that set of complexities was a learning experience, but it was helped a lot by the
fact that I’d done very similar things like that withe civil service. thin(^) Integrity
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Humility
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Learning via complexity
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EIVALUE
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EIPRESSURE
A9R1 Response embedded in narrative aboveI think I said in my email, we did things in those
days this huge room with punch cards that we could go – we didn’t have laptops or computers, we had
into and do your research. I literally learned to do research at college. I didn’t know how to do any of
that before. As a research assistant for a professor and then teaching undergraduate classes, I had
access to the United Nations library, one of my
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