Showing posts with label Singapore. Show all posts
Showing posts with label Singapore. Show all posts

Saturday, March 28, 2020

Cases of Coronavirus: Comparing China, the U.S.A., and Italy

On March 26, 2020, “the US overtook Italy and China as the country with the highest number of confirmed Covid-19 cases.”[1] At first glance, this statement can gain sufficient traction to become definitive. The implication that the U.S. is mismanaging the pandemic can even be regarded as valid even though the comparison itself is invalid.

Firstly, the United States, Italy, and China have very different population-levels. At the time, China’s population stood at roughly 1.435 billion, the U.S. population was 331 millionand Italy’s was 60 million. The U.S. had at least 81,321 cases.[2] China had at least 82,000 cases.[3] Italy had at least 80,539.[4] Per capita, the U.S. had at least one case for every 4,070 people; China had at least one per 17,500 people; and Italy had at least one case per 745 people. Adjusted for population-level, Italy was worse than the United States, which in turn was worse than China. Of course, China was coming down from its apex of cases, while the United States had not yet hit its apex and Italy may not have hit its own yet. Singapore’s confirmed 631 cases may seem a trifle until the city-state’s population of 5,838,360 is taken into account.  With at least one case per 9,253 people, Singapore stood between the United States and China in severity of cases.  So, at the very least, taking the population level into account is vital in comparing countries on the coronavirus pandemic.

Secondly, comparing countries assumes that they are all equivalent, as countries, not only for comparative purposes, but also as political entities. This is a modern assumption—that a city-state is equivalent to an empire, to take two points at the extremes; the kingdom being between the two. In other words, it is assumed that just because every country is sovereign, every country is equivalent even in non-political matters of comparison.

Historically, the attribute of sovereignty was not so decisive in declaring equivalencies. No one would claim that a stand-alone kingdom was the equivalent of an empire. For example, Althusius’ theory of federalism, described in his Political Digest (1604), clearly distinguishes a city, province, kingdom, and empire from each other. Based in part on the Holy Roman Empire, Athusius’ version of federalism contains a hierarchy, including guilds, villages, cities (composed of villages), provinces/regions, and the empire. Representatives of the guilds sit on village councils, village representatives sit on city councils, and so on until representatives of the provinces sit at the federal head—the empire’s governance.[5] It would be absurd to claim that a kingdom in one empire is equivalent to either a city or another empire. With these terms of political organization going by the wayside, the vague, over-generalizing term, country, filled the void, with its fallacious assumption that the attribute of sovereignty means that countries are equivalent in matters of making even non-political comparisons. This working assumption, as part of the status quo by the twenty-first century, is so ridiculous that the underlying presence of a warping large mass can be indirectly detected.[6] The ideology of nationalism, for instance, would have sufficient force to warp reasoning, as well as perception.

To get a glimpse of the flawed assumption, we can superimpose the historical terms on early-modern/modern countries (e.g., the UK, rather than the medieval England). At least as of 2020, the United States and China, as well as the European Union, were empire-level polities, whereas the E.U. state of Italy was an (early-modern) kingdom-level polity, and Singapore was a city-state. The flaw in only using the number of cases of coronavirus rests on the deeper flawed assumption that all countries can be classified on the same level, notwithstanding huge differences in scale and political type. In the E.U. and U.S., representatives of the states (early-modern kingdom level) sit in bodies at the empire level (i.e., the European Council and the U.S. Senate). To treat a state in one empire as equivalent to another empire thus represents a category mistake (i.e., conflating two different categories as one).

By implication, to treat the regions or provinces of a U.S. or E.U. state as equivalent to the U.S. or E.U. state level (provincia level in the ancient Roman Empire) also involves a category mistake. The American colonies, which became sovereign states (in a league or confederration), were mapped out to be on the scale of the early-modern kingdoms in Europe.[7] Hence the geographical scales of the U.S. and E.U. states cluster. California is roughly the size of Spain, Arizona of Italy, Texas of France, and Montana of Germany. The small states also cluster, but the differences between the large and small states is dwarfed by the difference between the state cluster and the unions' cluster. In other words, the difference between the sizes of the states and the unions is sufficiently larger than how much the states differ and the unions differ that a "step" (i.e., difference in kind, rather than just in amount) can be seen. That the unions are made up of the states is another way of pointing to two plateaus rather than a continuous slope (i.e., saying that the U.S. is larger than France, which is the size of Texas). This is why conflating the two clusters (i.e., of the states and of the unions) represents a category mistake. 

Therefore, comparing Italy’s 80,539 cases to the United States’ 81,321 can be understood as misleading, therefore, because not only are the population-levels so different, but also Italy is a state in a union that in turn is equivalent to the U.S. Logically, if the two unions are equivalent, then a state in one cannot be equivalent to the other union.

In comparisons in which either the E.U. or the U.S. as one or both sides, the overgeneralization is itself problematic because it hides the significant differences between the states. In other words, that the American States differed significantly in coronavirus cases in March, 2020 was lost in comparing the entire U.S. to Italy. With a population of 5.85 million, Wisconsin had at least 707 cases on March 26, 2020, and therefore one case per 8,274 people, while Washington (the state) had at least 3,207 cases in a population of 7.8 million, and therefore one case per 2,432 cases. The represents a substantial difference that is hidden in aggregating all of the states' data. The statement that the entire United States just got worse in coronavirus cases than a state in the E.U. is thus problematic. 

Even in correcting for the category mistake (e.g., comparing an empire-scale geographic polity with an early modern/modern "kingdom"-level polity, we would over generalize to say that the E.U. is worse off than the U.S. precisely because such a comparison ignores significant differences between the states in both unions. In fact, even if it made sense to generalize the entire U.S. (i.e., states differing little) rather than report predominately on the States, then the E.U. too should have been at the other end of the comparison, even if its states differed appreciably. As both unions were empire-scale, their respective states were very likely to different on a variety of indexes.

Having corrected for the category mistake and taken account of the fact that state-level differences were significant in both unions, greater insight could have been gleamed on how the virus was faring in Europe and America by comparing the "hot spots," for example. That is to say more accurate comparisons would be made between Italy, New York, France, Germany, California and Washington because they were all being battered by the illness by the end of March (which was going out like a lion).

On March 26, 2020, New York (the State) had over 37,000 cases in population of 20 million: one case for every 542 people, worse than Italy's 745 people. Washington (the State) stood at 2,432 people, less severe than the E.U. state of Italy. From this standpoint, the derivative (i.e., the change in the rate of increased cases) for each state could be used to compare the "hot spots" with regard to where they are relative to their respective apexes (i.e., the highest, hence peaking, infection rates). Comparing the "hot spots" could thus have been quite useful. 

Because the state level in both the U.S. and E.U. bore out tremendous differences in severity, it is just common sense that states rather than the unions, or even worse, a union and a state in another like union, should be compared. Moreover, that vast differences in population and in political category, or even just geographical scale (Italy being roughly the size of Arizona), have been routinely missed is a serious flaw both in reasoning and knowledge of political organization. I submit that the flaws in the default-axis of comparison have been protected by a worldwide blind-spot, which has enabled a myriad of false-comparisons. 

Nietzsche would doubtlessly write that a brain-sickness predicated on a weakness was behind the warping of reason and perception. A herd-animal mentality, including in the animals who cannot resist the urge to dominate, could explain how the warping became ingrained in the societal (and global) status quo. I contend that nationalism and turning the attribute of governmental sovereignty into a tautology rendered the flaws both invisible and part of the taken-for-granted status-quo. 

Well into the twenty-first century, people (and governments) around the world were still intent on assuming that the attribute of sovereignty justifies the assumption of equivalence between countries even in making non-political comparisons. Singapore and the U.S. can be compared on a variety of things because both are countries, meaning both are recognized internationally as sovereign within their respective territories. 

With its strong desire, ideology can eclipse reason and perception without leaving finger-prints. Nationalism has likely been playing a subterranean role in the warping of equivalence as in comparing E.U. states like France and Germany to the U.S.A., with the E.U.'s governance and the American States being deliberately overlooked or even blocked from view in a sort of state of denial. 

Even in comparative politics, confounding the state and federal levels of both the E.U. and U.S. is problematic. For instance, federalism came out of empire-level groupings and has the greatest benefits for empires, which are by definition heterogenous (diverse between provinces/states). To model the governance system of the E.U. or U.S. on that of Sinapore (a city) would entail a greater downside of uniform (i.e., union-wide) laws because in empires, "one size does not fit all" of the circumstances of the states (e.g., significant differences in coronavirus infection). Hence New York's government took much more strict measures against the spread of coronavirus than did the government of Kansas in March, 2020. Had the U.S. President handed down a severe, blanket "lock-down," it would have gone unnoticed that several states did not yet need that level of caution through government action. Hence, the state governments were able to set policies according to their situations. As in the case of the E.U. state governments, it was even possible for those American governments to distinguish between their respective regions (or provinces) in taking precautionary measures.[8] As a city, Singapore, unlike the states (and empire-scale unions), could only have one situation. Rather than being influenced by where sovereignty resides (at both the state and federal levels in the U.S. and E.U.), the level at which comparison is best made depends on what is the subject of comparison (e.g., coronavirus) and which level (or cluster) of institutional and geographical political organization (i.e., state, county/province, state/kingdom, or empire-scale country) presents the greatest differences on the subject.

[1]. Jeffrey Sachs, “Why America Has the World’s Most Confirmed Covid-19 Cases,” CNN.com, March 27, 2020 (accessed March 28, 2020).
[2]. Donald McNeil, “The U.S. Now Leads the World in Confirmed Coronavirus Cases,” The New York Times, March 26, 2020.
[4]. Crispian Balmer and Gavin Jones, “Italy Suffers Setback to Hopes Its Corronavirus Epidemic Might Be in Retreat,” US News & World Report, March 26, 2020.
[5]. Skip Worden, British Colonies Forge an American Empire: A Basis for Transatlantic Comparisons (2015). Athusius' theory of federalism is also discussed and applied.
[6]. I am thinking here of how the presence of a black hole can be detected by looking at the warped orbits nearby (their shape and relatively high speed).
[8] Lest it be argued that the most suitable level of comparison is that of intra-state regional/provincial, the state size-cluster is not so large that intrastate differences would be as big as the interstate differences. However, the fact that the counties of Dane (which contains the state capital city, Madison) and Milwaukee were both more severely hit on March 26, 2020 than were the other counties suggests that state governments had reason in at least once case to either have different policies for counties or delegate the power to the county governments. Adopting the county level for comparisons within or across empire-scale unions would not be parsimonious and thus practical. Also, I suspect that the typical inter-county differences were less than the inter-state differences. This is why I stopped at the state level in assessing the best level of comparison generally. 

Friday, November 24, 2017

Conflicting Business Models at Singapore’s Airport

Singapore’s Changi may have been “the world’s most fabulous airport” in 2011, according to Scott McCartney of the Wall Street Journal. To be sure, the airport’s amenities were amazing. How they are were being operated, however, detracted in certain respects with the goal. “We wanted to transform the way travel is done and create a stress-free experience,” Foo Sek Min of the airport’s management said. This goal dovetailed with the airport being “a key economic development element” for Singapore. Accordingly, the state-owned company that ran the airport received “plenty of government support.” In line with these goals was there a business model that was long-term oriented? Rather than trying to “nickel and dime” customers so as to minimize the funding from airlines and the government while maximizing revenue on a daily basis, resisting such urges in order to provide a truly stress-free experience would, I contend, be more consistent with the goals. 

I contend that a stress-free experience in a pure (and realistic) sense does not include feeling manipulated or pressured to do or buy something. More concretely, paying for X and Y during one’s stay brings with it stress. Even the thought of one’s credit card or cash balance brings with it some stress. To be stress-free, an experience should not include even the thought of money—much less using it. This is where Changi fell short of its own mission: to attract more flyers to the airport and ultimately to (indirectly) add positively to Singapore’s economic development.

Not charging for the local bus tour that for immigration purposes was considered within the airport is perhaps the epitome of how the stress-free and economic development objectives dovetail with a business model. The lack of stress that comes with not having to do anything but get on the bus and take in the sights could have led to interest in investing in Singapore in some way. Indeed, potential business deals may even have been negotiated during the tour as tourists chatted. The lack of stress (i.e., lack of demands) on the people using the airport could thus have benefitted Singapore down the line, whereas charging for the tour, collecting the fare, and having the passengers go through immigration would hardly have been conducive to a mood to invest or even visit Singapore.

Generally speaking, charging for each service in order to (ideally) cover the airport’s operating costs on a daily basis is eons away from the business model that is oriented to long term investment even with regard to particular services. Having the roof-top pool free to customers who stayed in one of the airport’s in-transit hotels while costing people going through the airport $11 not only added to stress monetarily, but also insinuates an insider/outsider exclusivism that was not going to endear the travelling public to Singapore, whether to visit or invest in economically. Similarly, having a four-story amusement-park type slide “tied into retail” at the airport by requiring users to show a receipt from an airport merchant showing roughly $8 or more in purchases or else only the bottom one and a half stories of the slide could be ridden evinces a pettiness that even in itself could be expected to have given rise to stress in others—not to mention the stress involved making sure your receipt is “enough” as your kids pull at you demanding a FULL ride. Feeling manipulated to buy something at the airport’s “mall” just added to the stress. Considering the limited cost of the slide and how eliminating the financial “rules” and price itself would make a huge difference in terms of stress (both for the employees and the public), one might wonder if the stated goals were authentic, or even known by the managers themselves. 

My favorite example of Changi’s management working at cross-purposes with its own mission unnecessarily would have to be the $17 for 20 minutes—are you ready for this?—“to put your feet in a tank with tiny fish that eat dead skin.” Similarly, charging $23 for three hours in a nap room could paradoxically add to wallet-stress for people already under stress en transit. 

Thank goodness the bus tour of Singapore was free—people could finally relax after having their dead skin eaten off and being woken up by some noise or demand for more money after having had to deal with a child not terribly convinced by the need for only a $7.50 receipt. Lest the butterfly garden seem like an alternative escape (it was free), it was also apparently a smoking garden. There were, however, two (smoke-free) complimentary movie theaters. 

In short, while the innovative approach at Changi airport does warrant some praise (e.g., free wifi and movies, and in general for the extent of amenities), the major inconsistencies within this business model demonstrate how difficult it is to shift from the dominant model in business to one characterized more for its long-term investment orientation to eventual pay-offs. Given the government’s involvement in the state-owned corporation, the airport’s management company should have had enough cushion from competitive pressures to be able to go all-out with the new model. Either amenities like the pool and nap rooms would have been free, or else perhaps everyone passing through the airport could have paid a general airport fee that would cover all of the perks (other than in the merchants’ stores, of course). The fee would either have been low enough that it was not stressful and inconvenient (given the sheer volume) or, more ideally in terms of the new model, money would have been “recouped” in future tourism and foreign investment instead of any fee on air travelers. The government’s involvement in the operating company could effectively support the longer-term and less direct financial loop, as well as buffer any “pressures” from the old model for specific charges to be added during customers’ “experience.”

Imagine the stress-relief among the flying public just in knowing that for a few hours nobody would demand money for something or other. Business managements seem blind to the benefit to a business from such an approach. In knowing that you don't have to worry about money—even from being reminded of it in being manipulated into using it—you could spend a few hours in an oasis of sorts where “real life” is put on hold. Is this not part of the allure of going to a movie theater, where you can sit for a couple of hours without any demands or pressures?  

So my verdict on the most fabulous airport in the world—which, admittedly, I have not seen in person—is: so close and yet so far. The sad thing is that the airport’s management need not have been so far from it's own objectives. Given the gravity of the “maximize daily revenue” business model that assumes that a constant focus on getting and an uncompromising rigidity are necessary in dealing with customers, a rocket—rather than merely a jet—is undoubtedly necessary to travel to the sort of business model that I have in mind, and not just for airports. If I am correct in this, then business schools are perpetuating the problem in their training rather than teaching alternative business paradigms. That dog is chasing its own tail.

Behind the new model hinted at (but not achieved) by the example of Changi airport is the basic feeling that life doesn’t have to be as hard as we make it. We don’t have to check receipt totals before letting a kid slide down a slide. It is as though managers set up jungle-gym bars right in front of themselves (and their customers) and then convince themselves (and others!) that the equipment must be navigated in order to get to the other side. Moreover, managers seem to have great difficulty simply in relaxing enough to play and enjoy other’s playing. Beyond the greed and urge to manipulate others (i.e., selfishness), the modern managerial mentality is too constricted, even as it paradoxically assumes that societal rules do not apply to it. So, for example, we have managers redefining words such as “guest” to suit a business interest; the rest of us are somehow obliged to recognize the validity of the misuse as a legitimate use, as in “customers are guests” (who must pay nonetheless). It is as though managers as so fixated on manipulating others without any limit or external constraint that the too-serious creatures cannot let themselves or other people simply enjoy something without required procedures and an immediate monetary exchange. The new model rejects the typical managerial mentality as too petty—too small.

I suspect that many elderly people on their death-beds shake their heads as if in achieving distance from us they have suddenly been freed in the awareness that the world is much more petty in what it takes as important and necessary that it knows. We moderns, complicit stewards of the hegemonic business model, micromanage ourselves right out of life experience itself, and we even impose our modern sickness on others. Then we act surprised when they get annoyed at us!

It is like the steward on the Titanic who (in Cameron’s film at least) shouts (little men do that), “You’ll have to pay for that!” to the young couple just after they have broken through a wall to escape the rapidly rising water. Everything must be paid for. No free ride, even on the Titanic on its way down to the darkness. This is the modern dogma that has been instilled in all of us, and we are utterly ignorant of the fact that it is exceedingly petty and narrow-minded even in its ideal. In the movie, the steward gets hit (justifiably) by the hero.  In cheering this, we, the audience, feel the hero’s natural reaction is our own, vicariously. We regard it as a valid verdict on the extant business model that stood for modernity itself back in 1912. A century later, that model had become the default—“the way the world is.” Even so, this need not have been so. Modernity could have developed differently than it did. The example of Changi airport hints at a better alternative in terms of business models. So in advertising a “stress-free experience” only to undercut it by demanding money for various “amenities” and making explicit (or creating) different classes of customers (which is also a theme in Titanic), the managers running Changi airport deserve annoyed customers and charges of insufficiency and even outright hypocrisy. Even so, we can take the Changi example as at least pointing to a different alternative.

Source:
Scott McCartney, “The World’s Best Airport?” The Wall Street Journal, December 1, 2011.