Gullibility

Telesales advertisers and other hustling snake-oilers no longer use images of “thousands of dedicated” white-coated scientists and bubbling test tubes. Science is out of favour with the general public due to the rise of post-modernism, new age, alternative this and that, and other bilge thinking. The only positive to this gradual erosion of the Western world’s intelligence is the demise of science as an image of credibility with marketers.

The same has not happened with computers. Deliver anything on a glowing panel and the public thinks it must be true or possible.

PowerPoint adds authority to drivel. Software won’t sell if it isn’t sexy. Graphs, preferably three-D surface graphs, depict problems dissolving and ROI soaring. And every quack and nutter finds a willing audience on the Internet.

Part of the problem is Arthur C. Clarke’s dictum that “any sufficiently advanced technology is indistinguishable from magic.” What Clarke didn’t say is that people only think it is magic if suddenly exposed to it. If accustomed to it in everyday life they know it isn’t magic, but they subconsciously give it mystical properties. Most people don’t have a clue how tiny chunks of sand can make the Internet appears on a flat piece of plastic. Most of the public doesn’t grok electricity. Even some IT people don’t understand this stuff below the abstract level of what they see on GUIs and HTML pages.

So when an e-mail promises that Bill Gates wants to give you $100 or that a little girl in Kansas won’t die of dyslexia if you forward the e-mail to 10 others, people buy this drek. When a website persuasively argues that antiperspirants give you Alzheimer’s, the truth is only a Google away, but people are not taught to think critically. They don’t know to seek the contrary view and balance the arguments to make their own judgment.

People are credulous. They always have been: by burning your neighbour alive you can test whether she is a witch; the world is flat; mice form spontaneously in old rags; perfume keeps away disease; the king is a deity; women can’t run a country; crop circles are made by aliens; Bono’s opinion matters; Iraq is about democracy…You would think it wouldn’t take an Einstein to see through these.

I went to a friend’s house one evening and the microwave was gone, replaced by one of those little grillers. I asked why and they proudly showed me the Web pages their 12-year-old son had printed out, about how microwave ovens fry your brains with leaked radiation. They sold a near-new microwave to go back to a technology from our parent’s generation. Next time I was there I slipped their son a few pages printed from Snopes.com on how this is a load of bunk. He went pale and scuttled away. I bet he never told them but maybe he learned a lesson...or not.

Ah, Snopes.com, bless you Mr and Mrs Snopes! Along with urbanlegend.com, Snopes has done more to preserve my Internet sanity than any other Web site. Every now and then a rumour comes along that is so good I’m not sure, and I turn to these sites for a touchstone of rational information. Without them I think I would have given up on the Internet long ago.

The problem is not restricted to the Internet. Software product demonstrations play on the same weakness. This stuff must work – I saw it. Nobody would buy a car based on driving it ten yards across the dealer’s lot, but a vendor can demo one icon turning red and convince buyers they have a CMDB. Say after me: if it is running on a lone laptop in the meeting room, it isn’t reality.
Worse still is the screenshot in PowerPoint. Seemingly nobody has heard of graphics editors when vendors talk about their upcoming product as if it actually existed.

Then there is the spreadsheet. This humble tool has brought down mighty companies and misdirected governments. If I work something out on the back of a napkin everyone wants to query how I got the result, but have the number pop out of a spreadsheet and it’s gospel. The first rule of business cases is to deliver them in spreadsheet format with the dodgy assumptions buried in a cell formula on page five.

The COBOL code that calculates a single customer’s discount is subject to rigorous testing by experts. The code that calculates the company’s profitability for the year is written in Excel by a tired accountant one evening and tested by the same person the next morning...sometimes.
I know of a company that spent two billion dollars on another company based on the fact that they could conduct business with better profit margins than anyone else in the industry. After two years, an auditor (investigating on behalf of the Board to work out why it didn’t seem to be working after acquisition) discovered that the spreadsheet that reported the profit divided by the same factor in two different cell formulae. Margins weren’t 5%: they were 2.5%. Due diligence at purchase missed it.

In fact it is not just computers: it seems to be any screen. Don’t get me started on what documentaries and news media get away with that wouldn’t wash in a book or newspaper. Moving animations of medications hit the spot on curiously neutered see-through bodies. Movies tell of kids using a laptop hacking the Pentagon to remotely control missiles. News reports show smiling soldiers.

Something about illuminated information paralyses the mental faculties. Whether it is television, demo, movie, spreadsheet, Web site or presentation, be doubly on your guard for what Clive James once called “the ancient Japanese art of bullshido.”

Comments

Carl Sagan

Carl Sagan's Ballony Detection kit is always worth remembering.

Obtain independent confirmation of any "facts".
Encourage debate from all points of view.
Give little weight to arguments from authority.
Consider multiple hypotheses.
Don't get attached to a hypothesis just because it's yours.
Quantify wherever possible.
If there's a chain of argument, every link in the chain must work.
Apply Occam's Razor.
Can the hypothesis be falsified?

Of course, when you have killed off everyone's pet conspiracy theory, set the company's home page to Snopes and educated the masses you can glorify in the soubriquet - Killjoy.

kill the joy

Thanks for reminding us of such a powerful tool.

I'd be happy to kill the joy of superstition, new-age anti-science, post-modernist wetness, ignorant panic-mongering, and nosey busybodying that passes for much of the discussion in the modern age.

What this planet needs is a little mental discipline

When vendors talk about....

... their upcoming product as if it actually exists. I think the best way for a vendor to prove their product works is to let a customer try for themselves. PowerPoint and demos help get a message across but prove nothing. This is why at Tideway we decided to published our product Foundation as a down load from the Tideway.com website. This allows the customer to install and play for themselves so not only is the product proven but also how easy it is to get working etc.
It has proven very effective for us. It will be interesting to see how others will follow and raise the question if not why not?

since you ask

Why not? For a number of reasons:
From a vendor viewpoint:

  1. When people play with a product without proper training they often cock it up, no matter how "intuitive" the interface
  2. experience shows they often miss key functionality or fail to see the significance
  3. some products get right into the works - wrong implementation may break something
  4. You set yourself up for internal opposition to kill you off before you even follow the lead
  5. free trials brands you in the same league as free steak knives. people want more what they can't easily get

From a client viewpoint:

  1. all products work. if they don't they'll soon be out of business. and if they don't it is rare but you'll find out soon enough
  2. if a product is simple enough to NOT screw up it may not be doing much
  3. A good business decision is not about features: it is about fit for purpose, ROI, vendor support, availability of local skills.
  4. Letting the techs play is a distraction and a waste of resource

...I'm sure there are more...

All open source products are free to download too, and you don't need to pay for them later

Lots more I am sure

Yes as you can imagine a lot of thought was put in before taking this move and there are many more reasons including competitive ones also. The main reason for the download is to prove ease of use and give real insight to the value.

From a vendor viewpoint:
1) When people play with a product without proper training they often cock it up, no matter how "intuitive" the interface
I agree it's not a good idea to have a down load that is prone to people "cock ups"
2) experience shows they often miss key functionality or fail to see the significance
People won’t use the full functionality without training but if they have a true need I would expect them to see the significance.
3) some products get right into the works - wrong implementation may break something
Yes very true but it is important safety is designed into these products and that they are not just implemented into production without best practice being applied.
4) You set yourself up for internal opposition to kill you off before you even follow the lead
We are finding the opposite, but I agree this is a risk and probably more for political reasons.
5) free trials brands you in the same league as free steak knives. people want more what they can't easily get
Ours isn’t a free trail, it is a free version. The scale of use is limited so use above this point requires a license but the quality of the product is the same. There is always a risk people will not value something they get for free but if they want to scale the value, it will help with the business case to get the funding for a license.

From a client viewpoint:
1) all products work. if they don't they'll soon be out of business. and if they don't it is rare but you'll find out soon enough
Yes indeed we all expect products to work but getting some to work can be much harder than others, especially if they are a combo of products wrapped into an ITIL aligned solution. The main reason for the download is to prove ease of deployment.
2) if a product is simple enough to NOT screw up it may not be doing much
Or if it takes forever to deploy and ends up on a shelf it won’t do much either.
3) A good business decision is not about features: it is about fit for purpose, ROI, vendor support, availability of local skills.
Indeed and ROI being the key one these days
4) Letting the techs play is a distraction and a waste of resource
Can be, but it can also reduce costly sales cycles and deployment projects if managed.

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