#given the fact that the writer was recruited by some sort of agency/management but that’s just my speculation

[timac-extraversal]

Graph of Redundant Inexpensive Departments

(TIMAC #001, ~2,900 words, ~11.5 minutes)

Summary: To create mild competition without privatization, large government departments can be split geographically with adjacent territories allowed to choose their service provider.

Epistemic Status: Speculative government design.

-☆☆☆-

Could it be desirable to ax an entire government department or agency?

From a conservative perspective, if a bureaucrat's job is to write rules, then he will write rules. Faced with the alternatives of either writing more rules or finding a new job, the bureaucrat will either keep writing rules or be replaced by someone who will. His boss, whose power and prestige depend on the number of personnel needed to enforce the rules, is unlikely to object. In the absence of someone whose job it is to destroy rules, rules will gradually accumulate, and with them the burden of compliance - a problem for everyone except the organization making and enforcing the rules.

From a more liberal or left-wing perspective, abusive organizations with power often protect their own. An organization found to have engaged in wrongdoing will take a hit to its prestige, its power, and its budget, and thus the leaders who get to wield that power have an incentive to cover it up. From the other side, lower-level employees may feel a sort of comraderie (or mutual fear of prosecution) and refuse to provide the necessary information to properly investigate the wrongdoing. If these views are pervasive in the organization to the point of influencing its hiring, then the organization may prove very resistant to reform.

The Problem of Police

Police departments must always work with incomplete information. This applies both to who they arrest - at least some suspects will later be found innocent and released - and to how they arrest - a man being arrested might have a weapon on him or might start behaving erratically at any moment. Physically capturing people without harming them is difficult due to the forces involved, which is part of why weapons like tasers, pepper spray, and plastic bullets are now described by some as "less than lethal" rather than "non-lethal."

Given a large enough number of encounters, even a department composed of entirely-dispassionate military robots armed with tranquilizer darts are going to seriously harm someone, and most police departments are much worse than this. Police violence is a notorious problem, and reports of police corruption or covering for bad behavior aren't far behind. Communities must choose between the risk of getting harassed and murdered by the police, and the risk of getting harassed and murdered by criminals, with better departments doing better at both metrics, but perhaps at a cost to some other factor we care about.1

Mapping Out the Problem

I'm not a criminologist. I don't know exactly what makes a good police department - but I bet there are a lot of experts who do, who for reasons of incentives aren't being listened to right now. (Though with recent events, perhaps people are paying more attention.) What I am about to propose is a more general technique which would require further testing.

We could try gathering metrics, but metrics can be gamed. How do we even quantify traits like 'friendly' and their associated trade-offs?2 We could try electing the police chief and top-tier officers, but people already seem to be paying more attention to national politics than to local politics; adding even more local elected officials to memorize won't help that, even before we account for whatever bizarre distortions political party affiliation would have on the cops. (In fact, it's long been said that 'tough on crime' stats for elected officials are driving wastefully unmerciful prosecutions and other bad policing.)

If the department culture itself is corrupt or has networks of corruption, we're even worse off. Technically, we could ax the entire department and replace it with a new one - Camden, New Jersey, replaced their city department with a county one - but this is likely to result in some disruption and to require a lot of political energy.

Dividing the Array of Cops

...but what if it were easier to just get rid of an underperforming department? What would that require?

First, to prevent service disruption, we would need a backup department that is ready to work within weeks or months. Second, whatever structural factors corrupted the first department might corrupt the second department, so we'll need a stream of replacements.

For raw numbers, let's use New York City. (I don't have anything personally against New York or the NYPD. New York is just really big.) The city of New York has over 38,000 police officers for its population of about 8.3 million residents (a ratio of about 216:1). It would be difficult to replace an entire force the size of a town in one year and ensure quality, and it would take several years to rebuild institutional competence.

However, the challenge of replacing the NYPD doesn't come from the 38,000 personnel overall; a force that large might need to replace 1,000 personnel a year from retirements alone. What makes us unable to replace the NYPD is that all 38,000 cops are in one department. If we had a larger number of smalller departments, then the number of personnel we'd need to recruit in one year to replace one department would be much more manageable.

Charter Justice

At this point, a more libertarian writer might suggest that if we're replacing the NYPD with smaller departments, then we should replace it with competing private security services companies ('PSCs') and issue security services vouchers. I'm skeptical of this approach for a variety of reasons.

In the voucher scenario, only living friends and relatives of a homicide victim are still customers, as the homicide victim himself cannot be a future source of revenue for the PSC.

Regular police departments are already under political pressure to ignore crimes by the wealthy and politically well-connected. If people can pay more than the voucher amount, the department has further incentive to do so.

Regular people are already tasked to capacity on obtaining, verifying, and processing information, to the point that our society is under epistemic stress. Searching through and verifying the records and reputations of a dozen PSC firms is unpaid work that we can expect will be done poorly.

The ideal coverage zone for PSC firm competition is the individual or the building. Neighborhood-level coverage organizations would create principle-agent problems and start coming up with their own de facto ordinances to save money - but without neighborhood-level coverage organizations, it would be difficult to gain fast responses and economies of scale.

Under a non-profit department model, it is more difficult to siphon off resources that would have gone to policing as cash for personal use and the return on investment for doing so is lower (due to costs of evasion/laundering). A for-profit department is incentivized to drop the least-profitable cases and to minimize expenses while externalizing the costs even more than a conventional department.

It is not that the impulse for private firms is wrong in the general case, but rather it's a matter of the incentives in the specific case. Private firms do fairly well at producing ordinary goods and services with repeat buyers where customers are easily able to assess the quality of the good or service. Policework doesn't fit the characteristics as well, in part because it's about enforcing (and thus influencing) the rules themselves.

For these reasons, I think competing public departments would be a better choice than a private security model.

Departments

How many departments should the city have? When a department is larger, it can gain economies of scale on paperwork, storage, and so on. When a department is smaller, it's easier to replace and there's more variation, but the more departments there are, the more departments there are to keep track of. We must manage the flow of information.

For many cities adopting this multi-department framework, five (5) might be the optimal number of police departments. In New York, each would have around 7,600 officers. (A meta-department could be placed in charge of procuring city-wide police software and standard equipment.) Three departments would be too few - each department would only have to be better than two others, and a department closure would raise the other departments' workloads by 50%. Seven or even nine departments might work for New York (with around a million residents per department), but every jurisdictional boundary that needs to be cooperated over for an investigation of a cross-jurisdiction crime adds more friction and makes the investigation less likely to succeed. Smaller and more temporary task forces could be created between departments for city-wide crimes.

Once we have five departments, it becomes easier for the City to remove one should an entire department be implicated in a Nepalese tiger smuggling ring, or some much more ordinary kind of malfeasance.3

But how often do we actually want or need to remove the entire department at once? We might want to decrease a department's power and reach without totally removing it, for less disruption.

Territories

Instead of dividing the City of New York into 5 territories, let us divide the city into 100. To start, each department gets 20 territories, all contiguous. Funding is on a per-territory basis, based on demographic factors such as population and level of poverty.

Who knows whether a police department is doing a good job? How do we solve the question of what metrics are appropriate and what the right balance of risk is? We don't. We punt that question to voters. Every two years or so, all police territories that are either on the border of a department's controlled territories, or are adjacent to a border territory, vote on whether to switch to neighboring police departments.

The voters don't need to keep track of much. Most years, the main question they need to answer is: "is my neighborhood's police department doing a better job than the police department across the street?" They don't need to know who the police chief is, or what the department's exact policies are, although of course informed voters can do research on the departments to find out.

City elected officials manage the map requirements. Only 5 territories may be transferred away from a department in one round. The area controlled by a police department must be contiguous. A transfer may be refused by city officials if it violates one of these two conditions. The actual process of switching will occur over a period of 6-12 months.

Departments that are well-regarded will gradually grow, while departments that are hated by the citizens will shrink. If they are unwilling or unable to reform, a department will be dissolved when it falls below 5 controlled territories.

For more immediate results, the Mayor can put a referendum to dissolve a department to the voters for the following election.

New Departments

To stay at a total of 5 departments, a new department must be added whenever an old department is dissolved. Where do new departments come from? To create a new department, the largest (and thus presumably most well-regarded) department is split into two departments over a four-year period. Alternatively, a vote may be held to find a critical mass of territories that want a new department, and a new department can be formed there. The decision on which of these two processes to use will be left to city elected officials.

Departments can also be allowed to move beyond municipal boundaries, allowing the movement of departments from the suburbs into the city, or between suburbs.

It's quite possible that the new department procedure will never be used. The threat of losing control of territory, and thus losing jobs for officers, and losing prestige for the department, may be sufficient to get about as much performance out of the police departments as they are realistically able to provide with the budgets they have.

With both a source of new departments and a loss of old and underperforming departments, and the movement of departments along a graph of connected territories, we can call this overall approach GRID - Graph of Redundant Inexpensive Departments4 - until a more suitable name is devised. "Departments" are of course a bureaucratic construct. Officers may end up working for different departments throughout their careers.

The marginal employee typically needs a company more than the company, which is much larger, needs the marginal employee. Unions allow a balance where 'employee' bargaining organization size is in the same class as firm size. Under GRID, there should be one union for each department, to prevent the police unions from overriding city policy, while ensuring they have firm-size negotiating leverage.

Risks

How much discretion in setting internal policy will the departments have? This will be set by the city elected officials, who may allow more or less discretion as they deem appropriate. The degenerate state is similar to having one city police department, but with higher overhead.

How much will the departments campaign, and how much will the policing become politicized? It's likely that the neighboring territories will be relatively similar to each other, so police policies probably won't wildly diverge. As for campaigning, it isn't just important to do a good job, but also to ensure that others know that you did a good job. The best campaign for a department is probably to have good relations with the community.

Will departments still attempt to cover up failures? The organization is smaller and thus less able to endure the consequences of a major failure. However, I expect that most major failures start out as a minor failure that is then compounded. With the tighter feedback between actions and consequences, and with fewer people to monitor, the intent is that minor problems will be found and addressed earlier, before they have a chance to become major problems.

Risks: Will the Gain Be Sufficient?

The GRID approach only makes sense if police departments aren't performing near their maximum potential given their available resources (such as equipment, talent pool, conditions of the areas they're patrolling, etc), and the reasons for this are within the potential control of the department. (For instance, if a city's tax base evaporates and the police department is used to gain revenue for the city government through fines, it will be very difficult for the department to have any kind of good relationship with the community.)

Creating multiple departments means having more department chiefs, more buildings, and periodic moves between buildings. The total number of cops is unlikely to change, but the total cost of the program might rise by 3-10% (to blindly guess). GRID should only be enacted if we expect that there is a double-digit gain that we cannot achieve through smaller, simpler policy interventions, or other alternative classes of policy interventions.

General Applications

The use of police departments is only a specific example of what is intended as a general technique. If institutions are essential to the maintenance of advanced civilization, but there are risks of long-term institutional decline, then it may be worth breaking them up into smaller units so that one institutional failure doesn't wipe out society's full institutional capabilities in that institution's class. (Further, the rate of institutional decline is likely to vary, allowing us to maintain a higher average institutional performance for longer through replacing the worst-performing institutions.) While the failure of small institutions may be more pro-cyclical on the small scale, an early small institution failure may be more recoverable than a late large institution failure, as it may occur while more resources are still available, and re-capitalization cost to create a replacement will be lower.

On the other hand, large institutions can better survive shorter and smaller disruptions. GRID should be conceived as part of a general discourse on institution size as part of society's ecosystem of institutions.

-☆☆☆-

[1] - For instance, many colleges use 'Affirmative Action' policies to alter the demographic distribution of their incoming student body, generally justified as either increasing the diversity students are exposed to, or making up for disparities earlier in the educational pipeline. Increasing the training standards for police to match that of a 4-year degree might improve officer performance, but will likely require an affirmative action program due to whatever disparities are present in the pipeline for a conventional 4-year college degree, and will likely also increase individual debt and expectations of officer pay. Cities may find they can't lower the pay even if they want to, as they compete for the same pool of otherwise college-bound prospects as many industries do. This may further hinder the ability of impoverished cities to hire an adequate number of officers relative to the number of calls, or drain municipal budgets that could have been directed towards prevention or other programs.

[2] - "We must measure some proxy for officer friendliness. Officer smiles per pedestrian-minute is such a proxy, therefore we must measure it," and absurdities of similar magnitude might follow.

[3] - A tiger smuggling ring is less realistic and used as an example because it's less depressing than a more realistic one like ties to organized crime. On the other hand, in this absurd year of 2020, a department might be found guilty of something equally outlandish.

[4] - A little joke on my part. GRID does not directly share its design with RAID (Redundant Array of Inexpensive Disks), but is designed to make replacement of a department easier.

#politics #org_design #timac

[careeralley]

CareerAlley 4 Tips for Boosting Your Confidence for an Interview https://is.gd/ZzHpNN

https://careeralley.com/4-tips-for-boosting-your-confidence-for-an-interview/

4 Tips for Boosting Your Confidence for an Interview

Job interviews are pretty daunting, in all sorts of different ways. It’s already a pretty harrowing thing to be put in a situation where you are going through a make or break “test” to obtain a job you really want and care about, and when you add in the importance of personal presentation, a well-formatted CV, and all the rest, it can be difficult to stay calm and composed.

The worst fear for many of us, in a job hunting context, is that we will be arbitrarily denied the role, due to some prejudice or personal act of malice on the part of the recruiter. If and when any such form of workplace discrimination becomes apparent, you should strongly consider contacting an agency like Yeremian Law’s employment attorneys to take up the case for you.

Far more often, though, whether or not we land the job will depend primarily on the way we present ourselves, and the mindset we take into the interview with us. And, in any case, it’s always more productive and empowering to assume that the odds are good that we will walk away with whatever position we applied to.

One of the most essential things for interviewing well is to go into the interview with as much confidence (but not “arrogance”) as possible. Of course, though, “be confident” is much easier said than done.

Here are a few tips for boosting your confidence for an interview, that may make all the difference in how you feel going into it.

Image via Pixabay

Put in the work in advance

To a large extent, “confidence” is a matter of believing that we have the potential, ability, and wherewithal, to succeed in a given domain of life.

Our level of confidence doesn’t always correlate exactly with how prepared we actually are to meet and overcome the obstacles that face us, in reality, but there certainly is some strong correlation there.

One of the most effective and direct ways of building your confidence for an interview is to put in a lot of work in advance, to prepare. This means going over your CV with a fine-toothed comb, considering all the different kinds of questions that you might be asked, and coming up with potent answers to them. Rehearsing questions over, and over again. And so on.

In essence, you should work on preparing for the interview, until you become absolutely sick of it. At that point, you’re much likelier to feel a sense of confidence, competence, and capability, when you walk into the room and meet your interviewer.

"One of the most essential things for interviewing well is to go into the interview with as much confidence (but not “arrogance”) as possible. Of course, though, “be confident” is much easier said than done."

Rehearse the interview with a friend, relative, or even just in the mirror

“Practice makes perfect” is a well-worn old saying that we’re all familiar with. And the great thing is that it applies, effectively, in all areas of life.

If you train and practice consistently at a given sport, you will become a better athlete at that sport, no questions asked. If you practice your writing over and over again, you will become a stronger writer.

By the same token, “practising” your interview with a friend, relative, or even just in the mirror, can work wonders in helping you to familiarise yourself with the situation, to be quick on your feet and charismatic with your replies, and to manage your emotions.

“Mock interviews” can feel pretty silly to do, when all is said and done. But it’s impossible to overstate just how significant an impact even just “interviewing yourself” in the mirror can have.

And, if you’re able to get a friend or relative standing in as the interviewer, you’ll be in the much more “realistic” position of carrying on an active, work-focused, and critical dialogue with another person.

At the very least, “rehearsing” in this manner will make you feel a lot more like you’re entering familiar territory when you step into the interview room, and this, in turn, will likely mean that you’re entering the situation from a position of much greater confidence.

Image by Free-Photos from Pixabay

Practice a bit of positive visualisation before going in for the interview

Positive visualisation doesn’t always get treated with a lot of respect, as a strategy for pursuing and achieving success in the business world. Largely, this is due to its associations with the new-age spiritual movement, and with metaphysical concepts in general.

In reality, though, even some of the most hard-nosed business professionals of all time have actively written and talked about the importance of positive visualisation in their own lives, and in ensuring their own professional success.

In fact, positive visualisation can be such a potent technique for increasing your confidence, that it’s standard practice among many high-level athletes – who routinely visualise themselves performing to the peak of their abilities during a tough game. And, suffice to say, professional sports are very “physical,” and “practical,” professions.

Before you go into the interview, spend a decent amount of time visualising yourself performing excellently, being relaxed, and having great rapport with your interview. All of this can help to put you in a much more success-oriented state of mind, and can work wonders on your confidence and ability to relax into the interview.

Image by Wokandapix from Pixabay

Be sure to get enough sleep the night before the interview, and do things that help you to relax and unwind

You could have the perfect skill set for the job you’re applying to, you could be a naturally likable and charismatic person, but if you go into an interview and you are an absolute bundle of nerves, you’re unlikely to feel and express a high degree of confidence, or to make the best possible impression.

One great tip for increasing your confidence for an interview is simply to ensure that you don’t do anything beforehand that puts you in an inordinately stressed out state of mind.

Among other things, that means that you should eat well before your interview, shouldn’t over-caffeinate yourself, and you get a good night’s sleep before attending your interview.

Various other specific tricks and techniques might help to get you in a relaxed frame of mind. As a general rule, you want to be quite at ease when you enter the room.

#Confidence

[palemakerperson-blog]

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