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It is not for us to know who does and does not manage to accept forgiveness, but if the love really never stops, if God really does long for every lost soul, then in principle God regards as forgivable a whole load of stuff we really don’t want forgiven, thank you. People who use airliners to murder thousands of office workers, people who strut about Norwegian summer camps stealing the lives of teenagers with careful shots to the head, people who drive over their gay neighbor in their pick-up truck and then reverse and do it again, people who torture children for sexual pleasure: God is apparently ready to rush right in there and give them all a hug, the bastard. We don’t want that. We want justice, dammit, if not in this world then in the next. We want God’s extra-niceness confined to deserving cases such as, for example, us, and a reliable process of judgment put in place which will ensure that the child-murderers are ripped apart with red-hot tongs.

The orchestra musician’s plight caught the interest of Harvard researcher Richard Hackman, who was studying the job satisfaction of workers employed in a variety of industries. Orchestral musicians were near the bottom, scoring lower in job satisfaction and overall happiness than airline flight attendants, mental health treatment teams, beer salesmen, government economic analysts, and even federal prison guards. Only operating room nurses and semiconductor fabrication teams scored lower than these musicians.

Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

In stark contrast to William’s mother, Kate had never come close to moving in aristocratic circles, much less royal ones. She was an untitled commoner, a descendant of coal miners and factory workers. Kate’s mother, Carole, grew up partly in public housing and was working as a British Airways flight attendant when she met and married fellow airline employee Michael Middleton.

If we are not attracting, maintaining, or developing the new generation of workers we are also NOT attracting, not retaining and not growing the new generation of customers.

announced that families of victims would receive compensation for their loss based in part on the salary each victim was earning at the time of his or her death. After the attacks on the World Trade Center and the Pentagon, Congress had taken the unprecedented step of assuming national responsibility for restitution to the families of the victims. Though the inspiration for this decision was to forestall expensive lawsuits against the airline industry, many observers took it as a signal of a new spirit in the land: in the face of national tragedy, political leaders were i nally breaking with the jungle survivalism of the Reagan-Clinton years. But even in death, the market—and the inequalities it generates—was the only language America’s leaders knew how to speak. Abandoning the notion of shared sacrii ce, Feinberg opted for the actuarial tables to calculate appropriate compensation packages. The family of a single sixty-i ve-year-old grandmother earning $10,000 a year—perhaps a minimum-wage kitchen worker—would draw $300,000 from the fund, while the family of a thirty-year-old Wall Street trader would get $3,870,064. The men and women killed on September 11 were not citizens of a democracy; they were earners, and rewards would be distributed accordingly. Virtually no one—not even the commentators and politicians who denounced the Feinberg calculus for other reasons—criticized this aspect of his decision. 28

Yet just days later Ryanair announced that it had placed one of the biggest-ever orders for Boeing’s 737 series aircraft. The company said it would purchase one hundred Boeing 737-800 aircraft in the next eight years and had taken options on fifty more planes, claiming that Boeing’s offer was ‘exceptionally competitive’. Ryanair said the ‘catalogue value’ of the deal was $9.1 billion, but refused to disclose the extent of the discount it had negotiated. Airline industry observers, aware of the US aircraft manufacturer’s desperate need to win the contract, speculated that it amounted to between 30 and 50 per cent. Boeing had been forced to sharply reduce its aircraft production and to lay off up to 30,000 workers as it struggled to stave off a financial crisis in the wake of the terrorist attacks. Some people who know O’Leary and Tony Ryan well suggest one of their great similarities is their ability to ‘corner their prey’.

One only had to go to Kabul airport to see a classic example of the aid community helping itself rather than Afghans. The scariest part of going to Afghanistan was flying in from Dubai on the state airline Ariana. Its planes were in such bad condition that they were banned from most places on earth. Even the model plane in the sales office was held together by sticking plaster and elastic bands. The UN has its own airline to fly staff in and out of danger spots, so it quickly began its own service from Dubai or Islamabad to Kabul. As I stood nervously fiddling with my Ariana boarding pass, I would enviously watch the foreign aid workers and diplomats boarding the shiny UN planes. What I didn’t realise was that the millions of dollars to subsidise this service was coming from the money pledged to help Afghanistan. Ghani was indignant. ‘The first thing the UN system provided through the $1.6 billion of donor money channelled to UN agencies in 2002 was an airline devoted to serving UN staff, and occasionally (after much lobbying) some Afghan government officials.

Ever watched the crew aboard a commercial airliner discriminate between well-dressed, well-schooled in the English language, passengers and ones that don’t appear as well-heeled? I have, time and again. I particularly remember this one Air India flight from India to Kuala Lumpur via Chennai. When the aircraft stopped over at Chennai, a horde of typical South Indian passengers boarded the plane. Not well-versed in the Western style of living, these passengers were ill-treated by the crew on that flight. I saw at least one crew member openly grimace with distaste at the way an old man (dressed in the South Indian veshti) was eating his meal with his fingers, ignoring the cutlery on his tray. Yes, I know that such eating habits on an aircraft can cause a mess and a cleanliness issue but I doubt that the crew member in question was grimacing for that reason. She was looking down on that old man.

Horizontal expertise paints on a far-reaching canvas. Say that you are an expert known worldwide for helping CEOs manage change in disruptive environments. Your expertise doesn’t come from understanding a vertical industry, like mining or media or consumer electronics or transportation. You just need to be sufficiently sharp to learn enough about a given industry to know how to apply your expertise in a given setting. In effect, you can work with any viable CEO candidate who wants to learn — regardless of the industry — as long as the primary challenges are defined horizontally, such as navigating deep change in the middle of disruption. Today you’re working with C-level executives at Samsung after their phones are banned on all airline flights, but next month you might be working with an executive in the hospitality industry facing a hotel worker strike. Or health insurance executives navigating an uncertain landscape that can never really see farther than two years. Each of these engagements is interesting because you have to apply your expertise to a new setting. But as much as you are learning, you’re taking two steps back for every three steps forward because much of what you learn with each new engagement is just the bare necessity in order to even be relevant. It’s interesting but challenging. Thrilling but exhausting. Engaging but distracting. There are cases, of course, where new clients regard your broad expertise as a significant selling point. They like that you can apply consumer insights to a professional B2B setting, or that you can help apply change management to consumer engagement. The first advantage of horizontal expertise, then, is how the application of expertise to many verticals always keeps the expert engaged and learning.

The bankruptcy plan had three principal components: It would boost revenue, largely because a new fleet would enable it to serve more markets with newer airplanes. AA would rid itself of restrictive scope provisions in the pilot contract, so that it could operate more regional jets and engage in more codesharing, particularly with JetBlue at New York Kennedy Airport. And it would reduce labor costs through 13,000 layoffs—including 9,000 among TWU workers. Combined, the improvements were valued at $3 billion by 2017, including $1.25 billion in employee cost savings, resulting from a 20 percent reduction in costs for each work group.

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