Patagonia’s Rock Climber

February 19, 2023 By David Griesing Leave a Comment

Some food for thought (if you find that you’re hungry for it today) from Yvon Chouinard.

(He pronounces his name yuh-vaan shwee-naard if you’re wondering.)

Throughout, I’ll just call him Yvon, because he seems to invite that kind of familiarity with his plain-speaking forth-rightness.

I’m going to be excerpting some quotes from a recent interview for you to chew on, while adding a few of the associations I made from his storytelling, although I encourage you to listen to what he has to say because you’ll know what I mean about “his plain-speaking and forthrightness” the moment you hear the sound of his voice.

When you see Yvon’s name you might expect French Academy, but when you hear him introducing himself it’s pure Lewiston Maine, which is where he was born from stock that likely wandered down from somewhere around Quebec. That’s why, maybe confounding our expectations, he comes across as a salt-of-the-earth American.

So if you haven’t heard of him or recognize him from his picture, who is this guy anyway?

Yvon’s interview, called “Giving It All Away,” was recorded just before Thanksgiving and I heard it just before I edited and sent out last Sunday’s post. The interview title speaks to the fact that he gave away the entirety of his billion-dollar company earlier this year in an unprecedented act of philanthropy. But perhaps even better, Yvon has been “giving it all away” for most of his life, spending himself in ways that I can only imagine.

So I guess if there’s nutrition to be found in his words, it comes from the arc of his remarkably fertile life and thinking about how we’ve lived and continue to live while he tells us about who he is and what he’s been doing.

Yvon Chouinard is the founder of outdoor clothing and sporting goods company Patagonia. In many people’s minds, the company is almost synonymous with sustainable manufacturing practices and products, protecting wild places (most notably in Patagonia itself, which comprises the southernmost tip of Argentina and Chile), and creating a kind of “hive mind” brand of enlightenment in the company’s workspaces.

Moreover, while striving “to do good,” Patagonia has also consistently ticked off that other big box when it comes to American success stories, namely profitability. Yvon’s company (until recently, solely owned by him, his wife and two kids) will bring in an estimated $1.5 billion in revenues in 2022.

So what does he have to say for himself?

_{Some outdoorsmen and women that Patagonia corralled into wearing clothing from its “shell” line of sportswear in a recent mail-order catalog. On top of everything else, it’s about looking good and having fun while pushing one’s mental and physical limits.}

The interview begins with Yvon’s “changed my life” story. This 81-year-old tells us that he was a “serial climber” early-on, which his poor parents interpreted as something that was pretty grounded until they were watching a local news program in California, where they lived at the time, and the news clip shows (in his words):

a helicopter coming by the North American wall of El Capitan [in Yosemite National Park]. And then it zooms in on these guys hanging from hammocks underneath this big overhang 2000 feet up. And one of ’em is their son. They always thought when I said I was going climbing that I was [just] going hiking.

So boy were they surprised, but he’d already been “a serial climber” for years (which shows, among other things, how little parents know about what their kids are doing) explaining: “I’d spent two years just climbing cracks. I’d spent five years just climbing big walls, like in Yosemite. I’d spent years and years learning ice climbing.” And eventually all that verticality and danger took him to the Himalayas, to a fateful climb that ended in an avalanche, to him somehow surviving while others in his company did not, and to how he felt about the bookends of his existence from that point forward.

[I]t kind of changed my life. I’ve had a lot of close calls, near death experiences, but always afterwards you go around sniffing the flowers and being really happy to be alive and everything…but after that climb, all of us were deeply depressed for several months afterwards, and I’ve read stories about people that have kind of died and come back and you resist coming back. And in fact, it’s taught me that there’s nothing to fear about death itself. It’s a pretty pleasant feeling [when you find yourself face to face with it].

I heard it as a kind of relief, a comfort, once you glimpse that just as much as living, an ending “without fear “also belongs to you.

For the sake of his parents and his own growing family, Yvon cut back on extreme climbs after that, but the experience allowed him to settle into his life in a whole different way. “[Y]ou know, when my time comes, I’m gonna go out pretty peacefully.”

At first, I wondered how he could be so sure about that.

I’d already been reading a new book by Susan Cain, who is most famous for her TED talk and a previous book about introverts. She calls this new one “Bittersweet: How Sorrow and Longing Make Us Whole.” It reminded me of the lengths our culture goes to minimize or hide sorrow, suffering and death even though all of them are universal experiences. So I could understand that when he was taken to a cliff edge by an avalanche at the top of the world, Yvon came to a kind of acceptance that his end was now as much a part of his journey as his moving-on from there, that there was a kind of peace that was waiting for him beyond the physical experience, and that there was a tremendous sense of relief in that deep-seated knowledge.

At this point in the interview, I wondered where I’d found that kind of confidence in the limits of my playing field.

I also marveled at how Yvon described finding his career path. It’s been a preoccupation of mine in several posts (for example, Why We Gravitate Towards the Work That We Do) as well as a theme in my book writing.

I never wanted to be a businessman. I was a craftsman and I was a climber. And I just, every time I’d go into the mountains, I’d have ideas on how to make the gear better. The gear was pretty crude in those days. It was all made in Europe. So I just got myself a forge and an anvil and a book on blacksmithing, and I taught myself how to blacksmith. And that led to making these pitons and eventually ice axes. And crampons and all the gear for mountain climbing and never did it thinking that it was a business. It was at first it was just making the stuff for myself and friends and then friends of friends. And pretty soon I’m making two of these pitons an hour and selling ’em for a dollar and a half each. Well, not too, not too profitable, right? I kind of backdoored becoming a businessman.

I’m sure this sounds more home-spun than it actually was, but meeting his own needs and the needs of his outdoorsy friends was clearly the initial spark. It prompted me to replay my own journey from Perry Mason to courtroom, grade-school Show & Tells to writing in public. (For all of these reasons, if you have a few moments to spare after you finish here, I’d love to hear about the sparks that brought you to the work that you ended up doing too.)

When Patagonia (the company) got to the deliberation phase of its business, it had already begun to lose its way. Demand was growing faster than the company’s capacity to meet it, so Yvon had an extended conversation with his key collaborators about what was most important to them in moving the company to the next level. Those priorities grounded a kind of business philosophy that became Yvon’s 2005 memoir, “Let My People Go Surfing: The Education of a Reluctant Businessman.”

I mean the name of my book is ‘Let My People Go Surfing’ cuz we have a policy. If your child is sick, go home, take care of ’em, uh, no matter what. I don’t care when you work, as long as the job gets done and if the surf comes up, drop everything, go surfing. None of us liked authority. We really disliked authority and none of us wanted to tell other people what to do. So our management system is kind of like an ant colony. You know, an ant colony doesn’t have any bosses. The queen just lays there and lays eggs. There’s no boss in an ant colony but every single ant knows what his job is and gets it done. And they communicate by touching feelers, and that’s about it.

I’d call what he describes here the hive-mind of an enterprise. Unfortunately, I’ve only experienced it once, and never in “the regular course” of any business that I’ve been involved with. The notable exception was a school.

Several years ago I was a teacher in a school for autistic kids, some with significant challenges and all with unbelievable amounts of energy. Only in the inspired chaos of this place, with a teacher-to-kid ratio that approached 1-to-1, did I experience anything like Yvon’s collective working spirit, manifested in the “touching feelers” of my co-workers.

The immediacy and aliveness of every working minute at Benhaven School in New Haven reminded me (years later) of how Rebecca Solnit’s described lower Manhattan’s citizen rescuers coming together after 9/11 and NOLA’s citzen rescuers after Hurricane Katrina, exploits that she chronicles in “Paradise Built in Hell: the Extraordinary Communities That Arise in Disaster.” As I conjured hive-minds like these, and apparently at Patagonia too, I couldn’t help thinking about all of the other places where I’ve worked over the years and how far they’d fallen short of the workers-paradise (at least to me) that Yvon and some remarkable others have helped to create.

Sustainability is another ground-breaking concept for him. It’s about how you make something, but also (his company believes) what you do as a business once one of your products begin to wear out or your customers just get tired of having them around any longer.

For instance, you show your customers how to repair the zipper on, say, your “Reversible Shelled Microdini jacket” or replace the buttons when they‘ve fallen off your “Organic Cotton Mid-Weight Fjord Flannel Shirt.” And when a Patagonia product’s useful life has ended for you, Patagonia even takes it back to try and refurbish it so somebody else can get a second life out of it too, or recycle it into something else if that’s not possible. Because if you pay a lot for quality from a company like this—instead of for one- or two-season throw-away clothes—shouldn’t that item have serial lives too?

Here’s Yvon again, about the lifecycles that Patagonia is enabling for its products:

[Some years ago] we did an ad in the New York Times on Black Friday that said, Don’t buy this jacket, and there’s this photo of this jacket and it said, Don’t buy this jacket without thinking twice. Do you really need it? Are you just bored? Uh, and if so, you know, don’t…[So] If they [our customers], if they made a commitment to think twice about purchasing, we were gonna back it up with our own commitment, which was guaranteeing that jacket for life, repairing it when it needed repair. Helping people find another owner for that jacket. And finally, when it’s absolutely shredded and can’t be used at all, we’ll recycle it into more clothing. And so to do that, we had to build the largest garment repair facility in North America. And we have a van going around to colleges and stuff, showing people how to repair clothes and repairing people’s clothing. We produced a bunch of videos on how to sew a button on so people can repair their own stuff. Cause that’s the best thing you can do is to buy the very best thing you can and try to keep it going as long as possible. And so we’re helping people do that.

When I heard him tell this story I was sorry that I’d recently given my first Patagonia, a full-length rain and wind jacket in a beautiful kind of orange (it had been a really big purchase for me at the time) to a church clothing drive instead of returning it to the company for renewal and transition. Because a circular economy like this is a kind of mind-set, a discipline that can be applied to almost everything if it becomes more engrained in our lives “as consumers”–but I’d never even considered what he’s offering here.

Yvon talks about many other things in this interview (and in his other interviews and writings and speeches over the years) and you might find it edifying to dive into more of his wit & wisdom as a result. But I want to leave you with one of my favorites from last Sunday’s gabfest, where he somehow manages to combine his first career with his current one—which involves lots of interactions with companies that see things differently and governments that almost always do.

How do you convince these people to change the unsustainable and unhealthy ways that they’re doing things when you’re a powerful company like Patagonia or a powerful individual like its founder?

I’ll tell you a little story about mountain guiding. There’s two types of mountain guiding. One is democratic where you, you’re guiding somebody up the Grand Teton, which is a pretty safe mountain. And the client starts freaking out. So you pull out your harmonica and you play your harmonica a little bit. You calm ’em down and you kind of, you know, take your time and, and you get up it, a very effective way to guide on a non-difficult mountain. Let’s say you’re guiding on the Matterhorn and you know, you’re 60 years old, and the guide and you got a family. And you know, you remember the client is always out to kill you. A mountain like that, it’s rotten rock. It’s thunderstorms every afternoon. And the client freaks out. The guide screams at him, pounds on ’em, calls them names, tugs the rope and gets ’em to the top. So what happens is the client is more afraid of the guide than the mountain. And that’s basically how we have to treat our government [and many of our corporations].

I don’t know about you, but I’m a sucker for truth-telling when it’s wrapped up in a musical story like this.

So I hope you’ve enjoyed reading some of his words, that you’ll have a chance to listen to Yvon Chouinard saying them too (because the atmospherics he weaves around them simply can’t be duplicated on the page), and that he’s given you some food for thought to take into the days ahead.

_{Yvon Chouinard is 81 today, which puts him in his mid-70s when this picture was taken in March 2016, “on a classic local route somewhere out West during a new hire orientation.”}

Thanks for reading. Have good week. Signing off today as day-vid gr-icing (since I’m told that some people also find my name unpronounceable).

This post was adapted from my December 4, 2022 newsletter. Newsletters are delivered to subscribers’ in-boxes every Sunday morning, and sometimes I post the content from one of them here. You can subscribe (and not miss any of them) by leaving your email address in the column to the right

Turning on the Rescuers

July 25, 2022 By David Griesing Leave a Comment

Just as I was starting to settle into a new year, I was seized by this story on the radio.

It was about a kind of pattern: how people who dive into natural disaster recovery–helping to produce miracles while doing so, and being initially heralded as miracle workers by nearly everyone–seem to become, in the months of hard work and challenges that follow, scapegoats for everything that has not been achieved, and eventually a kind of public enemy.

These first responders often lose their jobs and the luster (if not more) on their reputations as the community around them frays, becomes less willing to follow anyone’s hopeful lead, the disillusion sets in, the naysayers step up, and fingers of blame get pointed.

In this particular story, the arc from celebrating the rescuers to demonizing them was navigated by a heartland community. “The fixes” were to schools destroyed by a deadly tornado and to improving the overall quality of education during rebuilding efforts in a small Missouri city. Their catastrophe always required group commitment, sacrifice and solidarity—not merely the efforts of a few first-responders—but the community that initially followed their lead and called them heroes melted into disappointment as their efforts fell short of its differing hopes, and many of their fellows eventually turned on them.

Somebody has to be to blame, you see. Surely the shortfalls that followed are not my fault, me and my neighbors, due to our failure to cohere, to bury our selfish interests, or to give our initial “heroes” the benefit of our doubts. The “mess as we see it” has to be the fault of the folks who jumped into the breach in the first place.

I almost said: foolishly jumped into the breach.

But what would saying this mean? If the most willing and most able of a community’s possible saviors hesitated–and then stepped back, shaking their heads–when they’d almost joined the rescue effort after an unprecedented weather event, an out-of-control wildfire, too much water or not enough?

What would it mean if good men and women decided that it wasn’t worth the inevitable death threats, the risks to their families and their own mental health, the possible loss of their jobs and reputations if they were to step up and respond to a physical calamity in their community when they might be in the best positions to do so?

Would saying “I pass” matter less if the calamity affected everyone’s health (like a pandemic) or the community’s ability to govern itself and fend off chaos (given its political divides)?

Political philosopher Edmund Burke famously said, in a phrase that’s almost become hackneyed in its repetition:

The only thing necessary for the triumph of evil is for good men [and women] to do nothing.

So what would it really mean if enough good men and women regularly decided that it wasn’t worth the personal costs “of their coming to the rescue” because of the likelihood that their own community would eventually turn on them in personally destructive ways?

_{When the going gets rough, it’s always easier to say “No” than to say “Yes,” and
to continuously put our support behind our initial “Yes.”}

Of course, we’ve seen this movie before.

In recent history—which is written from the distance of a half-century or more—few leaders twinkle more brightly than Winston Churchill.

I fell in love with him and his leadership style all over again while I was reading Eric Larson’s recent book about the man behind-the-scenes at Dunkirk and the Blitz—a biographical sketch that was only possible because of newly accessible diaries that had been written by members of Churchill’s family and staff at the time. (Here’s a link to my discussion of that often delightful profile in “Two Books Worth Reading” from around a year and a half ago.)

Yet despite Churchill’s ultimately heroic efforts to step into a breach that had been created by flailing national leadership at the dawn of World War II, the British peoples’ gratitude wasn’t deep enough or its memory long enough to continue to back him after the War had been won, and more than his ego suffered as a consequence.

Churchill not only lost that post-War election, he became a scapegoat for those who bemoaned the cost in lives and sterling of the War effort, the loss of the British Empire, and once Victory in Europe was declared on VE Day, a “victory” that no longer tasted quite as sweet.

_{British voters didn’t give him a vote of confidence or help him to guide their country into peacetime. It’s hardly of a stretch to say that they blamed Churchill for everything that hadn’t gone the way that they would have preferred it.}

We’re also seeing this movie today.  Whatever you may think of Anthony Fauci (infectious disease doctor, media personality and CDC spokesman), ask yourselves:  Does any 81-year old man really need daily death threats, to put his family in regular peril, to risk a long and hard-earned reputation for admitting when he’s wrong and helping his country stave off deadly viruses? In his fall from early hero to current villain in many eyes, what’s most amazing to me is that he hasn’t already said: “To hell with it.”

That’s also what grabbed my attention in the story I was hearing about Joplin Missouri.  Looking back nearly a decade—from disaster in 2011, to interventions by the first responders, to celebrating these individuals as community heroes, and to the mental health toll that followed for so many of them as members of their community proceeded to tear them down—I was struck by what seemed to be the increasingly inevitable “life cycle” of hero-to-villain.

Both Churchill and Fauci would surely have identified with these Joplin officials who struggled mightily to help rebuild a mile-wide stretch of town that had been torn to shreds by a deadly, 200-mile-an-hour, so-called “multiple vortex” tornado—only to have too many of these locals eventually turn on them when their post-disaster hopes were frustrated by a lack of funds or a unity of purpose.

There’s one more thing that peaked my interest in this story. I’ve spent time in Joplin, Missouri so I felt that I knew at least something about this place and its people.

Some years ago, Joplin was ground zero in a multi-district securities matter that I was involved in as a lawyer. I was headquartered for a month of depositions in nearby Springfield (see The Simpsons) and made a kind of pilgrimage to nearby Joplin, where key players in the alleged investment scheme lived. The cases involved the buying and selling of interests in ethanol plants, ethanol is a by-product of corn, and there are cornfields nearly everywhere in these parts. At the time, I visited Joplin for its silo-full of ethanol entrepreneurs and accountants and because I wanted to know whether their “famous” barbeque was as good as everybody said it was. (“Yes,” to that!)

Anyway, the tornado clusters that hit Joplin several years later were devastating to this farming and light industrial community. They killed 158 people outright, injured more than 1100, and caused property damage totaling $2.8 billion, the highest in Missouri’s history.

Joplin’s loss and recovery are also relevant today because of the devastating series of tornados that ripped a 100-mile long path through Kentucky, Arkansas, Tennessee and Missouri (just to the south-east of Joplin) less than a month ago. The life-cycles of hero-to-villain are likely just beginning to turn for the first-responders in those near-by communities.

Immediately after the Joplin tornado struck in 2011, those with the relevant job responsibilities there immediately stepped up and several were interviewed for the story that followed, including Bryan Wicklund (Joplin’s chief building official, who confronted how ill-prepared the community’s building standards had been); Keith Stammer (the City’s emergency management director who had to coordinate relief efforts and wanted to “think big” when rebuilding); and C.J Huff (the school superintendent who confronted serious damage to more than half of Joplin’s schools). Vicky Mieseler, the executive director of mental health clinics in Joplin, and Doug Walker, a clinical psychologist who travels worldwide helping communities struck by disaster, were also interviewed for this story.

Their accounts were as sad as they were striking, Huff’s (the school superintendant’s) story in particular.

Mieseler (the local mental health worker) recalled that the best thing that happened after the tornado struck in May was hearing Huff tell the community’s parents that students would be able to go back to school in August, only three months later.  Given the extent of school building damage and the fact that many students and residents were homeless, his announcement had a stunning impact in countering the community’s despair.

Against the Herculean timeline he set for himself, Huff marshaled local resources and managed to re-open schools in August by building classrooms in abandoned big-box stores. During those early months, he describes himself as “a walking heart attack” as he tried to make the school year happen:

I gained about, gosh, 60 pounds, I think. I’m a stress eater. And we all have our coping mechanisms, and mine was ice cream and lots of coffee – lots of coffee and lots of ice cream.”

It made Huff a local hero, and he soon became a national one too, building on a reputation he’d earned before the tornado by helping to launch Bright Futures, an initiative that brought together the school district, local businesses, faith-based organizations and community members to help meet students’ most basic needs, an effort that had grown to 30 affiliates across several states.

_{During Huff’s heroic phase: President Obama honored him at a local graduation ceremony one year after the tornado, but as re-building continued and hit the inevitable potholes, his growing notoriety may have worked against him.}

As the nitty-gritty of rebuilding Joplin’s schools continued, growing community push-back began to take a toll on Huff. Doug Morris (the disaster psychologist) says Huff became exhausted and distraught as locals began to fight his proposals, and ultimately him personally, at almost every turn.

Huff was demonized by some residents. He says he considered suicide….

Those attacks included a Change.org campaign to terminate his employment as school superintendant (the termination petition ultimately gained 486 signatures) and the platform became one of several sounding boards for his opponents. The comments posted there refused to give him any credit for his early accomplishments or much (if any) support for the school rebuilding efforts that he championed:

_{– T Carl: It’s time to take action. CJ Huff has performed gross misconduct in his role as Superintendent of our school system. He is a detriment to our kids, the parents of Joplin’s school children and the taxpayers of Joplin, MO.

– Brayden Provins: He’s the worst superintendent the school district has ever had. He’s ran the schools into the ground.

– J. Benifield: I have several grandchildren in the Joplin R-8 school district, with some BULLIED everyday. No one does anything about it and Mr. Huff seems to think there’s “no problem with bullying”….yes, yes there is. These kids don’t need all of this drama from Mr. Huff. His disrespect is deplorable. He needs to focus on the kids AND teachers. We CAN do better}.

_{– Randy Long: He is all for himself and not the kids or the teachers.}

Local mental health worker Miesler said Huff was hardly alone in experiencing these kinds of attacks from Joplin residents. “Several years after the tornado,” she said, “you started to see major change in leadership positions” across the community. In addition to Huff, who went on to resign of his own accord, this included the Joplin’s City Manager among many others.

Huff, who is now working as a disaster consultant, reports that “every single one of his [current] colleagues” is a former public official who was ousted from his or her role after responding to a local disaster. He went on to lament:

One of the things I learned is that when emotion and logic collide, emotion wins every time. It didn’t matter what we brought, whether it was data or subject matter experts. It didn’t matter.

And about these former public official and new co-workers, he said with a rueful laugh:

We call it the exclusive club that nobody wants to belong to.

Maybe Huff, the other former leaders in Joplin, and public officials elsewhere who had been ousted after responding to community disasters let their initial status as local heroes go to their heads and started to act arrogantly and unresponsively. But then again, maybe not. I couldn’t gather enough information for this post to know whether Joplin’s post-tornado leaders acted like heroes throughout or devolved into something far less than that. It’s certain that Huff and the others weren’t perfect.

But the two mental health experts who spoke in this story did so because they believed that the hero-to-villain life cycle after natural disasters is an increasingly common one today. It apparently happens almost everywhere, with considerable health consequences for the initially acclaimed rescuers. What these mental health experts didn’t say—and maybe didn’t have to—is that it’s not just those who step into the fray during natural disasters. Those who attempt to provide leadership in any kind of community crisis today are likely to face the same retribution and personal health consequences despite being celebrated in the early days as heroes.

No one should jump into the fray of an emergency who isn’t both willing and able to do so. But if you can do it and deep-down want to do it because of your abilities and the extent of your community’s need, will any reasonable person actually “jump in” and “take the lead” if they know what they’re probably “buying” for themselves and their families at the back-end?

Community members who lack these rescuer’s abilities, track records of service, courage and strength of character can turn on you in a flash, accusing you of serving yourself instead of them, of being incompetent, deplorable and worse. “Sticks and stones,” yes, but their daily assaults can be debilitating, especially when the stakes are high and fewer and fewer around you “seem to have your back.”

The shame, of course, is that good men and women—and maybe the best of them—will step back from any kind of crisis leadership, leaving it in the hands of the less able and less bold, or even to charlatans.

Perhaps this is what we are already seeing in those who stand for elected office, run our school boards, libraries, and other community organizations: far fewer good people than we need to do our most important public work, because we’re scaring them away before they even get involved.

It doesn’t have to be this way, but increasingly it seems to be.

This post was adapted from my January 9, 2022 newsletter. Newsletters are delivered to subscribers’ in-boxes every Sunday morning, and sometimes (but not always) I post the content from one of them here. You can subscribe and not miss any by leaving your email address in the column to the right.

Who We Go-to To Learn How to Get There

July 5, 2022 By David Griesing Leave a Comment

For just about anything you can think of, somebody’s posted a YouTube video to show you how.

It’s like we’ve moved Dad on-line and then made him available to everyone. Literally.

I tuned in to one of them, Rob Kenny and his “Dad, How Do I?” tutorials, because one of you thought that I should. (Thanks, Brian!)  Dad, how do I tie a tie? Dad, how do I shave? Dad, how do I fix my running toilet?

That last one’s had 1.1 million views, so lots of us “kids” are watching.

Rob Kenny’s advice is sincere, never scrambled with snark but always accompanied by a mayonnaise of Dad jokes that make him break up a little when he tells them, pulling you into their vibe even though you can’t remember ever thinking that jokes like this were funny. They pull you into a heartland kind of conspiracy, like the “just-right porridge” did in the wandering fairy tale.

You see, Rob Kenny lost his dad when he was a kid and it made him realize that other kids had lost (or never had) their dads either, so he initially started posting his everyday advice as a kind of public service, never expecting for the hole to be as big as it was or for so many to feel that he was helping to fill it.

When Rob Kenny was having a bad week recently (and hadn’t posted his next vid when he’d planned and viewers were hoping), he got on the horn anyway, to “buy himself some time,” talking about how much he appreciated everyone’s comments on his last dollop of advice—“I’m new at being out in public like this” he explained, but your writing to me things like “Protect this man at all costs” helps me so much “because I need protection” so much–and then How Proud He Was of all the generous people who took the time to care about him back.

To him, it seemed to demonstrate their good character, even those like Joseph, who’d written (like he was some kind of tough guy): “This dude is making my eyes sweat.”

Rob Kenny’s “I am proud of you” post, which comes with an almost tearful dad-joke along with his struggles to get though Teddy Roosevelt’s “Daring Greatly” poem (from those halcyon days when our presidents were also poets) moves straight though the heart of maudlin with the sincerest of intentions.

For me, It brought some tonic to another long week (when is the last time somebody said “I’m proud of you” just for making it through?), and it got me thinking about how much we all need not only hands-on guidance but also an attaboy now and then, even when it comes at the arms-length distance of a YouTube video or an article in the New Yorker, or a self-help book that you can spend all the time that you need with.

Because the best of this kind of outreach conjures those extraordinary times when you were huddled knee-to-knee or hunched elbow-to-elbow over whatever it was, and somebody who cared enough was actually there with you showing you how.

The life-blood in these kinds of tutorials comes from memories like that.

When I was in “start-up business mode” several years back and thinking about ways to change the world for the better, I had the idea for a school, or maybe just an area in every school, where you could learn about practical things that no one else seemed to be teaching.

There were places in my high school like wood shop and the typing pool where certain crafts and skills were taught. Indeed, showing how close we were to the cusp at the time, BHS had already re-branded “home economics” as “cooking 1-2-3” so that boys wouldn’t feel too threatened to take it (and I could learn how to make pecan pie by the last class.) But there was no one there to teach me the soup-to-nuts of traveling by train or reading a roadmap, fixing a broken toaster or finding my way out of the woods if I got lost, traveling in a foreign country or changing a flat tire (although my fellow “industrial arts” students, who’d go on to become our town’s mechanics, might have helped with that last one if I’d asked).

Perhaps because “practical” was not one of the first 10 or 15 words that anyone would have used to describe me, I was drawn to this gapping void in my own experience and maybe in the educational system generally. This un-met dimension of schooling would need to have guides who could show the uninitiated how to do all of those things that had somehow fallen through the cracks of our formal educations.

I got far enough with this idea to wonder how I’d sell it to boards of education that (unfortunately) were already struggling to keep the school systems that they had already both functioning and safe. What was the “value-add” that parents and other civic-minded individuals would be willing to pay for in order to produce more fully-rounded graduates and a more capable community? That’s where the waves of my enthusiasm hit the shoals of feasibility. But I never abandoned the idea entirely.

At least intially, I returned to the need itself and where my urge to satisfy it had come from. I don’t recall wishing that my dad had taught me how to solve all of these lingering mysteries. Instead I came to realize that he’d actually given me some of the tools that I needed to solve them myself. As a businessman who was always on the road having “to figure things out,” he was a regular demonstration of how to turn conundrums into solutions. It was an internal discipline that I had in me too, however little I’d acted upon it.

So if my “problem-solving” innovation was unlikely to fly in our school systems, maybe I had my own ability to find the practical, step-by-step paths that could lead me (rewardingly) to the bottom of whatever I was most curious about. It was a revelation that tracked my other dad-like substitute, the Cub Scout manual, in which every challenge (from making a fire in the woods to creating a successful lemonade stand) began with wondering how and ended after taking one practical step after another.

In the ensuing years, I effectively brought that imagined part of schooling into my head, encouraging its problem-solving wherever curiosity took me, and thinking nothing more about it until I stumbled upon one of the most extraordinary things that I’ve ever read in New Yorker magazine.

_{This isn’t a picture of Kirk Varnedoe coaching the Giant Metrozoids, a well-named team of 8-year old boys learning the art and science of football twenty years ago. Indeed, it’s not even a picture of football players and their coach. But it might help you begin to imagine the accomplishments that a cohort like this can aim for together on a field of dreams.}

During the late 1990s, when Kirk Varnedoe was the curator of painting and sculpture at the Museum of Modern Art in New York, he volunteered to help Luke, the son of New Yorker writer Adam Gopnik, and a clutch of other City boys eager to learn the game of football on a playing field in Central Park. Since Varnedoe and Gopnik already knew one another from their full-time pursuits, on an extracurricular voyage like this one it was like Odysseus finding his Homer.

In the first 10 minutes, Gopnik realized that great teachers can “de-mystify” a painting as well as an athletic pursuit and that Varnedoe was world-class wherever he exercised his vocation. In fact, Varnedoe’s instincts as a field guide were so strong that he’d considered becoming a football coach after graduating from college, offering this post-mortem some years later on why he’d taken a more high-falutin direction.

if you’re going to spend your life coaching football, you have to be smart enough to do it well and dumb enough to think it matters.

But of course, the underlying instincts don’t go away, they just get channeled into explaining, say, something as inscrutable as abstract expressionism to the un-convinced, which Varnedoe went on to do in the Mellon Lectures that he gave (to near unanimous acclaim) in the early 2000s at the National Gallery of Art. It was during this same span of years that also brought his de-mystifying abilities back to some 8-year old boys who wanted to explore the mysteries of football.

If your New Yorker subscription will get you over its paywall, you can read “The Last of the Metrozoids” here. You can also subscribe, “get a free tote,” and read it from “the inside” in the same place. Otherwise, you’ll have to trust in my ability to cull some of its best passages from my own torn-out copy of it and to include them here.

Gopnik sets the scene magnificently:

The boys came running from school, excited to have been wearing their Metrozoid T-shirts all day, waiting for practice. Eric and Derek and Ken, good athletes, determined and knowing and nodding brief, been-there-before nods as they chucked the ball around; Jacob and Charlie and Garrett, talking a little too quickly and uncertainly about how many downs you had and how many yards you had to go. Will and Luke and Matthew, very verbal, evangelizing for a game, please, can’t we, like, have a game with another team, right away, we’re ready; and Gabriel, just eager for a chance to get the ball and roll joyfully in the mud. I was curious to see what Kirk would do with them. ‘OK, he said, very gently…’Let’s break it down.’

After returning to basics they could easily swallow, Gopnik says: “They followed him like Israelites.”

What none of the boys knew however was how far back-to-basics they’d need to go before they actually picked up the ball and threw it around, or even learned which way to run. But Varnadoe understood that this game was less about what “you did” and more about what “you all did together.” So he continued by further bringing their enthusiasm to ground.

‘No celebrations,’ he said, arriving at the middle of the field. ‘This is a scrimmage. This is just the first step. We’re all one team. We are the Giant Metrozoids.’ He said the ridiculous name as though it were Fighting Irish…The kids stopped, subdued and puzzled. ‘Hands together,’ he said, and stretched his out, and solemnly the boys laid their hands on his, one after another. ‘One, Two, Three together!’ and all the hands sprang up. He had replaced a ritual of celebration with one of solidarity—and the boys sensed that solidarity was somehow at once more solemn and more fun than any passing victory could be.

Varnadoe also knew that what they were doing there was about more than the game. They’d all come (himself included) as one thing and by the end of their time together would leave as something else, because learning is always about transformation too, from one level of knowledge, appreciation or physicality to another. At this point, Gopnik disclosed the depth of Varnadoe’s own transformation, from a “fat and unimpressive” kid before he’d become a football player in college. About that earlier time Varnadoe said:

You were one kind of person with one kind of body and one set of possibilities, and then you worked at it and you were another. The model was so simple and so powerful that you could apply it to anything…It put your fate in your own hands.

So he endeavored to put the same kind of fate in each of the Metrozoid’s hands.

As the morning progressed, Varnadoe instilled the lesson by drilling the boys down into each step that they’d be taking on this field when they were ready.

He had them do their first play at a walk, 6 times [Gopnik reported from the sidelines], which they clowned about, slow motion when they were inclined to be ‘terrier quick,’ but he still had them do it. Then they ‘ambled through it’ [making the proceedings take on]… a courtly quality, like a seventeenth century dance.

But the boys were beginning to see how the game was a series of basic steps that they could master, and that they needed to know how to do each step slowly before they could speed it up, and certainly before they could combine it with other steps. “You break it down and then you build it back up,” is how Varnedoe put it.

Some of his teaching also involved recognizing that every boy would come to his “de-mystification” differently—some emotionally, some through reasoning, and others more viscerally, through increasing their body awareness. So when circumstances called for it, he’d take, say a kid who seemed afraid of the football, to the side for some one-on-one instruction. But instead of focusing on the kid’s occasional successes and many failures, Gopnik described Varnadoe’s ability to engage the boy’s deeper drives.

When he caught [a ball], Kirk wasn’t too encouraging; when he dropped one he wasn’t too hard. He did not make him think it was easy. He did not make him think that he had done it when he hadn’t. He made him think that he could do it if he chose.

Between the master and his chronicler, “The Last of the Metrozoids” blew me away when I first read it and still blows me away today because there is something almost supernatural about those who know how to build up the capabilities of others, are lucky enough to be captured in the act of doing so, and somewhere down the line, share those bits of magic with the rest of us.

This post was adapted from my March 20, 2022 newsletter. Newsletters are delivered to subscribers’ in-boxes every Sunday morning, and sometimes (but not always) I post the content from one of them here. You can subscribe and not miss any by leaving your email address in the column to the right.

A Different Future Will Get Us Out From Under the Cloud

March 20, 2022 By David Griesing 2 Comments

It’s hard when you’ve been through a difficult time (like we all have since the coronovirus landed), finally feel that you’re coming out of it, and then discover that the promised relief has suddenly been snatched away. That’s how the last three months has felt: with the lull in vaccinations, the resurgence of the virus, and the lingering impact on schools, work and the ability to keep your chin up.

I’m writing this on the 20^th anniversary of 9/11, and the recaps around that day have been everywhere. I mostly stopped paying attention after the wake-up-call of one of them, Frontline’s review of the terrorist attack and the fear and disasters that followed (right down to the botched evacuation from Kabul’s airport two weeks ago). Their documentary, America After 9/11, made this passage of time feel “all of a piece,” twenty years when I’ve felt that we’ve mostly spiraled downward as a country, both here at home and out in the wider world.

It only made the cloud that was pressing down already feel that much heavier.

In thinking about recent debacles, I often “follow the money” as I look for the culprits in a saga like these post 9/11 years have been: the sheer, staggering cost to all of us (in dollars) and for more than a few of us (in post-traumatic stress, dismemberment, addiction, and lives lost on the battlefield or to suicide).  For example, I realize that my daughter has known almost nothing other than these sad 20 years.

Perhaps numbed by these human costs, my alarm only escalated when I saw (as you saw) America leaving behind hundreds of millions of dollars of vehicles, weapons, equipment, uniforms, indeed whole military bases when we departed from Afghanistan and nobody, nobody seemed to have made a list of it all so those of us who had paid for it knew we’d left behind, what it had cost us, and why we thought it was “Ok” to just pass it on to the Taliban.

Trillions of dollars were apparently spent in our foreign wars since 9/11. What does that level of spending even mean? It numbs the mind until you start breaking it down and realize that the cost of a single Humvee could support a family down the street (wherever you live “in our homeland”) for a year or more. No one seems to want the public of you and me to know the specifics beyond these unfathomable cost estimates—because then, presumably, someone would have to be held accountable, like you would a thief who’s gotten into your house (or shop or school) and is made to empty his pockets, one item at a time.

It’s a convenient slight of hand—this vaporous expense—because the industry behind the war machine we’ve abandoned near Kabul stands to become even richer if we “ditch the old stuff” and get to make a newer, shinier, even more expensive war machine the next time around.  Because after all, when we’re confronted with some new threat, we’ll say, as Americans always seem to say when we’re afraid: “Of course. Buy it. We’ll worry about whether we can afford it later.”

The cloud that presses down continues to grow as I appreciate how little discussion there’s been about this aspect of the bungled evacuation from Afghanistan, indeed our abandonment of all our post 9/11 nation-building and democracy-exporting efforts. The cloud further discombobulates when I realize that we’ll do it all over again if we don’t pause, re-think and ultimately re-group very differently as a result of these misadventures.

Of all people, it was Dwight Eisenhower, the Supreme Allied Commander during World War II and U.S. president during much of the 1950’s—this man who helmed our last great war—who said it most eloquently, perhaps because more than almost anyone he knew what he was talking about and had the gumption and stature to speak the truth. Something brand new had come out of WWII, a military-industrial complex, that was bigger and more worrisome than any commander-in-chief or even government could control. If we’re not mindful (Eisenhower warned), this new war machine will jeopardize the health of our country and its brightest prospects in the future.

Eisenhower put his warning into his farewell address to the nation at the end of his term—literally his last important words to us as president, and surely his most prophetic.

Until the latest of our world conflicts, the United States had no armaments industry. American makers of plowshares could, with time and as required, make swords as well. But now we can no longer risk emergency improvisation of national defense; we have been compelled to create a permanent armaments industry of vast proportions. Added to this, three and a half million men and women are directly engaged in the defense establishment. We annually spend on military security more than the net income of all United States corporations.
This conjunction of an immense military establishment and a large arms industry is new in the American experience. The total influence — economic, political, even spiritual — is felt in every city, every State house, every office of the Federal government. We recognize the imperative need for this development. Yet we must not fail to comprehend its grave implications. Our toil, resources and livelihood are all involved; so is the very structure of our society….
We must never let the weight of this combination endanger our liberties or democratic processes. We should take nothing for granted. Only an alert and knowledgeable citizenry can compel the proper meshing of the huge industrial and military machinery of defense with our peaceful methods and goals, so that security and liberty may prosper together.

Over the past 60 years, Eisenhower’s worst fears have largely been realized, their frightful impacts “economic, political, [and] even spiritual.”

Moreover, it bears noting that the military-industrial-complex has grown beyond the companies, consultants and influence peddlers that had already joined forces by the 1960s. For example, attempts are increasingly being made to integrate the Silicon Valley tech companies more closely into governmental functions like data capture, surveillance, cyber-security and cyber-warfare. (See “As Google, Microsoft and Amazon Seek Bigger Defense Role, Some are Leery,” an article that appeared in the Wall Street Journal on Tuesday of last week.)

Of course, there are several reasons for the alarming rise of disruptive, profit-oriented “power centers” like this and similar ones that seem to always want to slow dance with our government. There are also reasons we never get around to pushing them away. The same pharmaceutical industry that rips the public off in most years comes to our rescue with a revolutionary vaccine—so it can’t be that bad. The military-industrial-complex (or MIC) that gorges itself on billion-dollar defense budgets saves us from more terrorist attacks after 9/11, so it too can’t be that bad.

These periodic reprieves make us (and our elected representatives) seem to forget all the bad stuff for a while and we never find the will to do all the post-mortems that we (and they) should also be conducting–like why prescription drugs are orders-of-magnitude cheaper in Canada or Mexico, or why the entire American government seemed to be hoodwinked into the Iraq war by “weapons of mass destruction.” Any impetus for reigning in these industries seems to be undermined by their occasional but far-too-expensive star-turns as “national saviors.”

Moreover, a megadon like the MIC operates in and provides high-paying jobs in every US city, state and territory. Because it’s a manufacturing and job machine too, it makes regular and generous campaign contributions to every elected official where it operates as “a cost of doing business,” or, more accurately, as “a cost to keep the business coming.”  Since most elected officials easily spend as much time fund-raising as governing, there are powerful financial incentives to refrain from “biting the hand that feeds them” and even cutting the MIC back down to where it already was when Eisenhower rang his alarm bell.

The difficulties of “oversight and management” of the MIC are further compounded by two other factors, locked without end into their own, counterproductive back-and-forth.

Millions of Americans work in companies that contribute to our seemingly perpetual war efforts (indeed, a few of you might be reading this now). Once again, it feels like “biting the hand that feeds you” to question the implications of your work, at least until your son comes home from war with traumatic brain injuries or you’re shocked into wondering “how it was all worth it” while watching something like our sad retreat from Kabul two weeks ago.

But even then, even with personal or citizen-based horror about the MIC’s impacts, the impetus to do something about it, to complain or protest, to agitate for a different way of conducting America’s affaris, is undermined (somewhat) by self-interest—it’s my paycheck, after all—but even more so by fear:  fear that if “I” want our country to spend less, do less, dismantle the-worst-of-the-MIC, then when the next national security threat appears (because of course it will, and of course we won’t be ready for it), “I’ll” be blamed for wanting us to cut back on our so-called “defensive and offensive capabilities”—like failing to manage a winning football team effectively. This vague concern about complicity silences the better angels that tell us: surely, there are higher motivations than fear that WE COULD AND SHOULD be responding to as individuals, as communities and as a country.

It all seems too big to do much more than stew about. But isn’t awareness that you’re a drunk or an addict (with the MIC as your fear-reducing drug) the first step towards a cure?

Despite new news cycles about virus patients triaged in Idaho hospitals or our kids being afraid to go back to school, I’ve been trying to linger over the SYSTEMIC imbalances (I think the word is right when used here) that the military-industrial-complex has introduced into my life and work because it seems to me that much of my life and work would have been different (and better) these past 20 (or more) years if we’d been working to achieve different priorities as a country—priorities with aspirations like the moon-landing a few years after Eisenhower spoke—instead of whatever shell-game we’ve been playing ever since.

Awareness of how our national treasure and bandwidth are being spent is, I think, the first step towards choosing to spend these scarce commodities more judiciously.

For example, some of us want to de-fund the police to allocate energy and resources to other community priorities. I think it’s far more complicated than that because police departments are (among many other things) just the tip of the MIC iceberg.  All you need to prove it is to see local police departments like ours in Pennsylvania taking to the streets with military grade equipment that they’ve gotten as surplus from our wars in Iraq and Afghanistan.

What we’re fighting, and shouldn’t be fighting, is all around us.

_{Pennsylvania police departments have received more than $6 millionin military ordinance over the past few years.}

I’m writing about this particular cloud today because, eventually, we’ll learn how to manage Covid-19 more effectively and because our 24/7 news cycles suddenly stopped covering the incompetent way that we just evacuated ourselves out of our country’s longest war. Our whole, sad, 20-year experience in Iraq and Afghanistan, from beginning to bitter end, merits enough of our attention to reach at least the beginnings of a judgment—and maybe, several judgments about it.

I think our experience requires following the money and wondering whether the priorities we’ve been financing are really worth as much as we’ve been paying (economically, politically and even spiritually) for them: because in a world of limits, if you’re paying for one thing you’re NOT paying for some thing else—and bearing the opportunity costs.

As I sat down to write to you yesterday, on 9/11, my plan was to acknowledge the cloud I’ve been operating under (that maybe you have been operating under too) for the past month or so and point in a more optimistic direction. I wanted to look back with you from 2050 and glimpse the world that even now we’re beginning to create to meet the demands of a healthier, more sustainable planet. (Instead, I’ll do that next Sunday, in a Part 2-post.) But as you’re suspecting from my shift from the objectives of a military-industrial-complex to those of a carbon-reduced environment, our priorities will need to change as we stumble towards a different and more necessary future.

In the meantime, we’ll start to confront our financial limits, how much we can put on the credit card without a pay-off, what we can and cannot afford. Even in a fear-inducing world, a free society can only afford so much security—and, after all is said and done, HOW MUCH MORE SECURE DO YOU FEEL in the wake of our government’s flushing trillions of your dollars away? If we’re serious about healing our home-planet, we’ll have to “right-size” the military-industrial-complex that purports to protect our corner of it.

There’s simply no alternative.

It will be a messy, polarizing discussion, two steps forward and one back, with gridlock for years at a time (because that’s what a democracy does), but a debate about our biggest most expensive priorities may already have begun at the Kabul airport—and the more voices that join in that debate the better.

Follow where the money’s been spent and where new dollars are going. Priorities are realized with budgets and by those with the wisdom to guide those budgets into accountable actions.

The debate that we’ve been needing to have for at least 60 years may finally be getting started.

(By the way, the illustration up top of a human under a cloud, was created by Simone Golob.)

This post was adapted from my September 12, 2021 newsletter. Newsletters are delivered to subscribers’ in-boxes every Sunday morning and occasionally I post the content from one of them here. You can subscribe by leaving your email address in the column to the right.

An Instant History of the Past Week in Ukraine

March 7, 2022 By David Griesing Leave a Comment

This week, we’ve all seen the pictures of mothers with their children and old people fumbling in distress in Ukraine—to leave the bombing, to find refuge.

Maybe because they cut so close to the bone and because we’ve seen so many similar images from Syria, Greek islands, Afghanistan and Myanmar, our early warning systems kick in and we become numb before they can sink their teeth into us too deeply.

But we’re less likely to shut ourselves down when events fall outside familiar grooves, not “more victims/different country” but something it’s harder to recall seeing: like those clips of Ukrainian men (and more than a few boys) who’d been living safely in Europe but left their families, friends and jobs behind to board buses and trains for their homeland this week, drawn by some quixotic but irresistible impulse, even though they never held rifles before, had been warned away by their country’s on-going destruction, and knew they might never survive their rescue attempts.

We couldn’t take our eyes off uncommon valor like that, or stop wondering what we might do in their shoes.

When poet Stephen Spender recalled similar impulses almost a hundred years ago, it wasn’t a fool’s errand in a jaded eye but the fragrant whispers of a flowering nobility that he captured.

I think continually of those who were truly great.
Who, from the womb, remembered the soul’s history
Through corridors of light, where the hours are suns,
Endless and singing. Whose lovely ambition
Was that their lips, still touched with fire,
Should tell of the Spirit, clothed from head to foot in song.
And who hoarded from the Spring branches
The desires falling across their bodies like blossoms.

What is precious, is never to forget
The essential delight of the blood drawn from ageless springs
Breaking through rocks in worlds before our earth.
Never to deny its pleasure in the morning simple light
Nor its grave evening demand for love.
Never to allow gradually the traffic to smother
With noise and fog, the flowering of the spirit.

Near the snow, near the sun, in the highest fields,
See how these names are fêted by the waving grass
And by the streamers of white cloud
And whispers of wind in the listening sky.
The names of those who in their lives fought for life,
Who wore at their hearts the fire’s centre.
Born of the sun, they travelled a short while toward the sun
And left the vivid air signed with their honour.
(“The Truly Great,” 1928)

It shows how far we’ve come (or fallen) that the perfume of greatness seems so unfamiliar today, but also through the magic of our technology that it somehow got embodied by these heroes on our news screens this week.

Who fights for one’s country these days? Who leaves so much behind to step into the jaws of the beast in a vain or noble attempt to stop it from closing? Observers like us in the West saw and felt what Spender was describing this week.

And we couldn’t take our eyes off of it. It surprised, maybe embarrassed us, as we confronted our own convictions or their shallowness. But while those closest in, the French, Germans or Poles, wondered whether they’d do the same, they also looked to their fears as a world of ordered boundaries was upended. The unthinkable Bear at the door was all too thinkable now.

Exactly one week ago, as a result of the West’s changed perceptions about Ukraine and the heroism of its president and people, several “historic” things happened. I’d call it a kind of awakening. And while it usually takes the perspective of 20 or 50 or even 100 years to decide “what just happened,” I was persuaded—by sharing the perspective of an economic historian from Columbia and his interlocutor—that several developments in recent weeks really did change the historical arc that we’ve been traveling on. We realized certain things, made some momentous decisions as a result, and implemented them with lightening speed and lethal effect. As a result, I’m persuaded that nothing that follows will ever be the same as it was only a few short days ago.

In addition to the obvious pitfalls of writing an “instant history of the past week,” there are some advantages.

Informed historical judgments can place the rush of on-going events in a broader context. They can put characters like Putin, Zelensky and Biden, themes like sanctions, supply chains and energy interdependence, into a story that tries to make sense of its sub-plots.

And you don’t have to buy-in completely to this kind of storytelling. Instead, you can use such explanations as hypotheses to be proven or disproven by whatever happens next on the world’s stage. But this time you bring with you a few suspicions that you’ve almost nailed down.

_{Ukrainian civilians confront a convoy of Russian troops this week in a vain but valiant attempt to turn them back.}

I became interested in the explanations of history in college. Not as a professional interest but as a continuing sidelight that’s has made me follow “the world news” everyday and always wonder what it meant.

I took a course that became three courses about the sweep of historical events and I was hooked: trying to answer questions like “what explains” a Napoleon or a Hitler, or how “the Black Death” in Europe undermined feudalism? (The beginning of an answer to this last one: by helping increasingly scarce laborers to appreciate their economic value.)

I took this interest into what seemed to me the historic events of my lifetime. Globally, it was the end of the Cold War, the recent pandemic. (Why did they happen? What would follow?) And from a more localized, American perspective: the cultural shifts of the Sixties (involving the civil rights of African Americans and women, Earth Day and the environmental movement) and finally, 9/11. It was sometimes possible to see the Before-and-the-After side-by-side because the changes around each one of them were so profound.

A two-part conversation between Ezra Klein, at the New York Times, and Adam Tooze, an economic historian at Columbia, identified similarly transformative moments around the recent invasion of Ukraine. (This paywall-free link is to both a transcript of their exchange and a recording of their conversation.) It was compelling that Part-One of their get-together occurred almost immediately Before and Part-Two immediately After the unprecedented response to the invasion by a startlingly unified West last Sunday. Klein called Tooze back this past Monday to reflect on events that neither of them had predicted just nine days before.

I’ve separated my summary of their observations in Part One from the comments they made in Part Two of their conversation. Taken together, I’d argue that five historic changes either happened or can be confirmed around Russia’s invasion of Ukraine over the past several days.

PART ONE OF THE KLEIN/TOOZE CONVERSATION (FRIDAY FEBRUARY 25)

1. A Western-Liberal illusion was shattered.

Once Russian military forces crossed the Ukrainian border and invaded its sovereign neighbor, it was no longer possible to believe that the benefits of international peace, finance, law, trade and cultural exchange would outweigh national grievances and territorial imperatives that lingered from a previous age. No invading army had crossed a national border for 50 years. It could no longer be assumed that the mutual advantages of a global “community,” following an ideological Cold War with the West, would constrain either Russia’s desire to expand its sphere of influence against the constraints of NATO along its eastern flank or China’s claims on Taiwan or over the South China Sea to the beaches of Japan, the Phillipines and Vietnam.

Russia’s seizing of Russian-speaking Crimea and support of “breakaway “republics” in the Donbas region of Ukraine had not been enough to dispel the West’s illusion that all nations shared its dream of global prosperity and harmony. Neither had China’s subversion of Hong Kong, in violation of its 50-year treaty with the UK, or trade sanctions imposed by the Trump administration. But those rose-colored glasses finally shattered when Russia marched into Ukraine.

Tooze and Klein saw foreshadowing from Russia and China around 2008, after Russia had recovered from the economic devastation following the fall of the Soviet Union in the 1990’s and China pivoted from the Beijing Summer Olympics to the rise of a Xi Jinping. Back then, both China and Russia started chaffing publically about the dominance of the global framework that had been established by the U.S. and Europe a half century before. After the Russian invasion 10 days ago, the West could no longer operate on the assumption that free trade, open communications, and the greater prosperity of home populations would make Russia and China “just like us,” freer, more open and democratic. The world is divided again, less because of communist ideology and more because of national aspirations that cannot be denied.

2. Russia and China effectively used the West’s open, global framework of trade and finance to build “war chests” that could enable them to resist the West’s dominance within their geographical “spheres of influence.”

Since its near financial collapse in the 1990s, and particularly after the sanctions that followed its seizure of Crimea in 2014, Russia used its access to the international banking system to build its financial reserves through its energy and natural resource sales, reduce its dependence on foreign currencies like the dollar or Euro, and make itself more impervious to external interference, including economic sanctions. (Adam Tooze discusses the financial games that Russia played at length if you want to read more about them.) For its part, China also used free trade and access to a global financial system to enrich and strengthen itself at the West’s expense. Once again, wrapped in the illusion described above, the West was slow to appreciate the negative consequences that came with what it believed was “its benevolent dominance.”

3. Supply-chain security involving critical materials becomes a central feature of every country’s defense policy.

As a consequence of #1 and #2, the interdependence of energy and semi-conductor markets (to take just two examples), impose limits on Western sanction regimes and make the future take-over of a country like Taiwan (which leads the world in the production of semi-conductors) even more fraught. Only a couple of years ago, few observers in the West were concerned about these supply constraints and the necessity of home-grown accessibility to critical products and resources.

These three changes in Western perception all hardened with the invasion of Ukraine. Nevertheless, as recently as last weekend most observers believed that the invasion would quickly overwhelm its resistance, that Europe would continue to tolerate unpredictability around Russian energy supplies, and that Russia’s economic interdependence with Europe (i.e. the benefits of prosperity all-around) would continue to keep Europe safe and secure.

As a consequence, the West’s initial responses to the invasion—which had been telegraphed for weeks—“meant to sanction Russia, to cause pain to the country and particularly to its ruling class, but not to crack its economy, not to cause undue harm to their own economies, which are interwoven with Russia’s,” as Klein described it.

Then last Sunday, perhaps after viewing a week of Ukraine’s brave civilian resistance, watching its nationals return to fight, its grandmothers face tanks, and listening to the eloquent pleas of its president to NATO, the EU and the US, the West was ready to make even more fundamental departures with its past.

_{Throughout the invasion, Zelensky has maintained regular video contact with the people of Ukraine and the world outside, bolstering not only Ukrainian morale but also summoning Western solidarity and resolve that had never existed before.}

PART TWO OF THE KLEIN/TOOZE CONVERSATION (ON MONDAY MARCH 1)

4. The West declares economic war against another nation for the first time since World War II.

Last Sunday, the EU and US announced economic sanctions on Russia’s Central Bank and virtually all of its other financial institutions in a bid to bring the country to its economic knees as the punishing cost for its invasion of Ukraine. It’s an economic war that’s not only been brought to Russia’s leader and the oligarchs behind him. It’s an economic war that is likely to have devastating and long-lasting consequences for the Russia’s 145 million people. Adam Tooze:

[W]e are now applying Iran-style treatment to not just a nuclear power, [but to] the number two nuclear power in the world, the old Cold War antagonist, in the middle of an active shooting war in which we are taking sides [and] in which they are not making the progress they expect. And we are threatening by this means to deliver a devastating blow to their home front. I mean, panic in the streets, total disruption of the ordinary lives of tens of millions of Russians.

Today, every American going to the grocery store or looking for a used car is worried about price inflation. But in one fell swoop, the Western sanctions implemented by a united West on Sunday launched “a full out economic war” with far more profound “inflationary” consequences for every person who relies on the ruble to live day-to-day. Coupled with the EU’s unprecedented decision to send military arms to Ukraine (and Germany’s reversal of its earlier refusal to do so), Tooze accurately analogized these counterstrikes to the aggressive American posture immediately before it entered World War II (with its Lend Lease program in support of its European allies). Indeed, it was enough of a body-blow that Putin put his country on nuclear alert immediately thereafter. One result is that a nuclear war, unthinkable just a week ago, is today more of a possibility than it has been for over 35 (and maybe 60) years, depending on how you calculated the Soviet threat level in 1985 and 1960.

It doesn’t take boots on the ground to go to war today. While the West is struggling mightily to avoid a larger conflagration, the economic war it has launched is real and its consequences deep and possibly irreversible. And instead of taking weeks or months to mount, this kind of war began almost instantaneously, impacting a global network of trade, insurance and currency exchange fine-tuned to global disruptions that are far more modest than this invasion.

But another way to assess the damage is from the perspective of the average Russian. According to one report this week, “the fall of the ruble since Russia invaded Ukraine could add 4 to 5 percentage points to Russian inflation, which [already] stood at 8.7% in January.” That’s another order of magnitude reduction in what Russians could buy with their rubles a little more than a week ago. Tooze again:

[T]here is serious reason to worry about lower middle class Russian households [in particular]. They’ve been squeezed hard over the last five, six, seven years. Their incomes have not been going up. They’ve been piling up debt. One of the first things that happened today is the interest rates went to 20 percent. So that’s going to immediately bite into your income. So there is a serious risk here of major economic and social fallout.

We’re talking the destabilization of an entire economy from the ground up.

While it will take the Russian economy some time to “devalue” itself, the impacts on its citizens will escalate in the coming weeks and months with particularly grave consequences for these same lower-income folks who, until now, have been the bulwark of Putin’s “democratic” support. Couple that blow to its citizenry with the escalating costs to the country of an invasion (that was supposed to be over by now) and of fighting a Ukrainian insurgency (if it ever succeeds), and Russia could soon be flirting with the same economic bankruptcy that it faced after the Cold War. And from what Tooze, Klein and others seem to be saying, China either can’t or won’t come to Russia’s rescue.

So however much it is obscured by the daily blizzard of “news” and our other diversions, for the first time in most of our lifetimes, we in the West are on “war-footing,” and have no way of knowing where this confrontation will go next.

A final Before-and-After event also happened last Sunday.

5. The defeated countries in World War II—Germany and Japan—are either bolstering (or considering bolstering) their military capabilities for the first time since they were pacified 75 years ago.

In this regard, Germany announced (in some shame over its lack of preparedness) that it is authorizing an unpredented increase of $110 billion in its defense budget. Moreover, for the first time since its creation, the EU (as a unanimous block of 28 nations) has authorized the delivery of $500 million in weapons to a country that’s not an EU member. This is on top of armaments and military supplies provided by the US and NATO. (The icon of St. Javelin, up top, is Ukraine acknowledging one of America’s most appreciated military contributions, namely the Javelin anti-tank missile.)

Moreover, as China engages in saber-rattling in the South China Sea, Japan is also actively contemplating its rearmament. With these developments, the so-called Pax Americana that was promised after the Cold War but already wobbly before Sunday, was surely dead thereafter.

Five developments that have likely changed the course of modern history.

After the terrible loss of blood and treasure in Afghanistan by many of these same Western countries—economic losses that have yet to be quantified for those of us in these democracies who have covered them—it (sadly) appears that we are off to the same bloody and costly races again, with hardly a pause to take a decent breath.

Of course, the consequences are not only to where the West spends its money but also to where it doesn’t (either because of massive new defense expenditures or the lack of available band-width to consider anything other than national security concerns). For example, how do we also fight a war against global warming and biodiversity loss and on behalf of a habitable planet? Is this battle now, somehow secondary to our survival?

What really happened over the past seven days is that half (or more) of the world suddenly changed its priorities—and it’s not at all clear that in that flash, enough of the citizens of the West have even noticed.

This post was adapted from my March 6, 2022 newsletter. Newsletters are delivered to subscribers’ in-boxes every Sunday morning and occasionally I post the content from one of them here. You can subscribe by leaving your email address in the column to the right.