Monthly Archives: January 2013

Revealing the details

The National Archives and Records Administration (NARA) features recurring “Know Your Records” briefings by its officials.  They occur at Archives 1 and Archives 2, both.   Many are available on You Tube.   I addressed the process of selecting videos for upload some time ago.  I have to be honest (because some blog readers may remember it, if for no other reason).  I saw some issues differently than NARA, and said so.

I had the pleasure yesterday of attending a  Know Your Records briefing at A1 yesterday morning.  Neil Carmichael, director of the Indexing and Declassification Review Division in NARA’s National Declassification Center, discussed the life cycle of national security classified federal records.   Neil’s handout slides are valuable both for the clear update on declassification at NARA and for the very interesting historical overview of the handling of classified records in the United States since 1940.

Neil Carmichael NDC division director KYR briefing NARA A1 012913 c

I’ve known Neil since 1994 and have followed the work of his unit with interest for many years.  Not just because I am a historian and former archivist.  But for what I’ve learned about management and leadership.  “Declass,” as it still is known informally, was one of the first NARA units to go through a systematic transformation of its work processes in order to meet a mandate and modernize how NARA operates.  There are many good people who work there on a mission former Agency Services executive Jay Bosanko once called “noble.”  I’ve observed some great camaraderie and teamwork.  Smart thinking.  And good, strong commitment to working the mission.

As Neil noted in his presentation, when members of the public initially hear about the work of a federal agency or department, it often is in a post-decisional document that lays out part of what happens.  Sometimes there was consensus, sometimes not, behind the scenes.

The hard work of government, of deliberating what to do, working through options, considering opposing viewpoints internally at an agency, rarely is known or seen initially.  The details are revealed later.  That is, if records were created and more importantly preserved.  (That last sentence is mine, I’ll take responsibility for it.  Archives basics.  Gotta point them out.  Always.)

As Neil said, at times, some of the deliberative process is recorded in classified materials.  I nodded as I listened.  The work that he and his colleagues do is an important element in informing the public about the work of government.   Accountability.  Civic literacy.  Important results.

“Releasing what we can, protecting what we must” is an appropriate motto for the National Declassification Center at NARA.

I’ve enjoyed writing here about “Declass” and appreciate having the opportunity to do so, once again. Rock on, NDC peeps, may you — and all who work at NARA, top to bottom — do well now and in the future.

Risk and forbearance

As I stood sipping wine and watched the speakers prepare to give remarks during a reception in the dimly lit Rotunda of the National Archives and Records Administration (NARA) last Thursday, a man walked over and stood next to me.  (No, I didn’t drop my glass of wine, I kept a good grip on it.  “Use both hands.”)  I gave him a welcoming look — a friendly glance and nod — as I generally do under those circumstances.  Then I realized who he was.  The man didn’t introduce himself but I recognized him.  Harvard professor Henry Louis Gates, Jr.

Gates is a member of the Host Committee for commemorative events to mark the 150th anniversary of President Abraham Lincoln signing the Emancipation Proclamation.  We stood side by side and listened as AOTUS David S. Ferriero welcomed guests.  A’Leila Bundles, President of the Foundation for the National Archives, spoke as well.  So, too, an official from Verizon, a corporate sponsor of the commemorative events.

The Emancipation Proclamation was on display in the East Rotunda Gallery following the remarks, but only for an hour.  This was the last of three events that David hosted for the showing of the document for the anniversary of its signing.

As the remarks drew to a close, I told Gates how wonderful it had been for me to see the Emancipation Proclamation at the National Archives on New Year’s Eve.   I described my visit and how and why I came to NARA that evening, including my choice to line up with members of the public rather than ask if I could come in the Special Events entrance as a member of the Foundation.  The wait of an hour and a half was well worth it!

I mentioned to Gates my 91 year old Mother, waiting for me at home.  The professor smiled and nodded.  At the time that Gates spoke at NARA about genealogical research in May 2009 on a panel with former Archivist Allen Weinstein and Lonnie Bunch, director of the Smithsonian National Museum of African American History, his father was 91.  Evidently he displayed quite the sense of humor, as Gates recounted!

NARA’s transcript of the panel with Weinstein is here.  During his 2009 appearance at NARA, Gates was asked why the cable television series he was doing on genealogical research featured so many celebrities.  The transcript shows the exchange:

“GATES: I asked Ken Chenault, the CEO of Amex, who is a friend of mine. I asked Stanley O’Neal, former CEO of Merrill Lynch, who is a very good friend of mine. These guys are incog-negro, man. You know, they didn’t want–they said to me, ‘Are you crazy? I mean, one glitch and my money’s gone.’

BUNCH: That’s right.

GATES: So they’re low profile guys. But I really wanted–I wanted entrepreneurs or the CEO’s, but none of them would do it except Linda Johnson.”

A reminder to me of how differently people look at issues, depending on the environment in which they work.  What seems low risk under certain circumstances can seem high risk in others.  One size just doesn’t fit all.  Yet another illustration of why working through issues relating to online communications or records and organizational cultures can be complicated.  Studying forums such as Recmgmt-L showed me that long ago.  Little wonder one of my favorite phrases is one beloved by archivists:  “it depends.”

I enjoyed last week’s reception greatly and not just because I had a chance to speak with David and other NARA officials.  Hmmm.  That moment when I held up my hand in the Vulcan salute as I talked to Ferriero about a NARA issue.  Ha!  Don’t know that that has happened in the Rotunda before.  My laughter as I talked to various people?  That definitely was a repeat occurrence.

My guest was my longtime friend, NARA retiree and volunteer Tim Mulligan.  He worked during his NARA career as a historian archivist with modern military records, specializing in captured  German records.  Tim presently does a lot of research on the U.S. Civil War at various archival repositories.  He also teaches classes on film and history.

I was pleased to hear that Tim knew James McPherson, one of the panelists who spoke later Thursday evening in the McGowan Theater.  The others were James Oakes, Eric Foner, and Edward Ayers.  Annette Gordon Reed was moderator.  I walked over during the reception as Tim talked to McPherson.  After introducing myself, I told McPherson how much I had enjoyed his book lecture at NARA last year on War on the Waters.

I noted that I was especially interested in the themes of boldness and risk aversion that McPherson had covered in his presentation in the McGowan Theater last October.   He has been doing book lectures in various Washington venues, such as the Smithsonian as well as NARA, for many years.

As we talked about risk (“damn the torpedoes, full speed ahead!”) I told McPherson I once worked on disclosure review of the Nixon tapes while employed by NARA.   At that time, there was no legal agreement between NARA and Nixon, such as now exists with his estate, deeding back to the government information the Presidential Recordings and Materials Preservation Act and its regulations required to be identified as personal rather than government property.

I explained that as my generation of archivists did disclosure review on the 3,700 hours of Nixon’s then largely secret recorded conversations, the first decision we had to make for every sequence to which we listened was:  “is this governmental and retainable or personal to Nixon and returnable?”  Personal-returnable included information that reflected Nixon’s purely private political associations.  A Supreme Court decision placed that obligation on our shoulders.

I mentioned to McPherson that as I listened to his lecture last fall, I thought about how my colleagues and I handled risk.   Academic training was just a part of it.  Wiring and temperament made a difference, too.  Not everyone is cut out to make timely decisions on disclosure review, especially if they involve retaining or removing information from government custody.  I told McPherson that some people can “pull the trigger” in such work and others find it almost paralyzingly difficult.

I felt comfortable doing it, as did Supervisory Archivist Fred Graboske, on whose behalf I signed supervisory concurrence on staff decisions when he was on vacation or otherwise absent from work.   You know there is risk involved but you note it, absorb its presence, and carry on.   The higher people are in rank in federal service, the more they deal with risk.

The panelists who spoke Thursday evening discussed how Abraham Lincoln came to his decision to issue the Emancipation Proclamation.   There was time for questions and answers at the end of the evening.  As audience members went to the microphones to ask questions, I snapped a photo with my iPhone.  You see Henry Louis Gates sitting in the first row of the theater.  He had waved graciously to me as he passed by my seat on the other side of the room before the start of the program.  A kind gesture I appreciated.

,audience at Emancipation Proclamation panel A1 McGowan 012413

Once again, as I listened to the great discussion in McGowan, I was reminded of how events unfold with uncertainty as to outcomes.  And where leaders can control events and where they must react to forces they have not set in motion.  Records explain some of what happened but not everything.   Michael Beschloss once observed of the possible chilling effect in modern day record keeping that absent good records, history becomes more speculative.  But as Eric Foner observed when a member of the audience asked a speculative question about Lincoln towards the end of Thursday’s panel, historians “are oppressed by the tyranny of facts.”

Nancy F. Koehn, a historian at Harvard Business School, quoted McPherson in a commentary published in Sunday’s New York Times about the Emancipation Proclamation and Lincoln as an executive.  Koehn observed that “Before and after he signed the proclamation, 150 years ago this month, Lincoln confronted a string of military setbacks, intense political opposition and his own depression and self-doubts.”  Her commentary is interesting for its examination of the emotional toll of leadership and the resilience of those who face its burdens the most strongly.  As I read it, I thought back to Thomas Carlyle’s quote about what separates strong souls from the weak.

Koehn looks at how Lincoln held steady during setbacks in 1862 yet decided to take the risky action of issuing an Emancipation Proclamation.  She quotes Ari Bloom, a strategic advisor.

“’Lincoln is striking because he did all this under extremely difficult circumstances,’ Mr.  Bloom said.  ‘Some of his ability to navigate such difficult terrain was about emotional intelligence and the deep faith he nurtured about his vision. But some of it was also about how he gathered advice and information from a wide range of people, including those who did not agree with him. This is important in building a business because you have to listen to customers, employees, suppliers and investors, including those who are critical of what you are doing.’”

Koehn writes that “Throughout the war, Lincoln was able to experience a range of emotions without acting on them rashly or in other ways that compromised his larger mission. This ability offers [a] powerful lesson for modern leaders.”  She describes how Lincoln wrote a letter expressing his distress at Gen. George Meade’s actions during the battle of Gettysburg but never sent it.  “Executives face the challenge of navigating their own and others’ emotions with forethought and consideration. As Lincoln realized, the first action that comes to mind is not always the wisest.”

Rarely do I see historians, archivists, and records managers discuss risk as it affects themselves as managers or those with whom they deal. Is talking about risk seen as risky? Perhaps. I really don’t know why there’s so little discussion of it.  I’d like to see more of it.  Yet I understand why it is difficult.  Pointing to a profession’s value and accomplishments may be easier than discussing hazards and risks.  That certainly was my experience in trying to talk about such issues on Recmgmt-L.

Many Internet forums have a morale boosting vibe for practitioners of professions.   Some of the jockeying for position and status consciousness in mixed groups — the debates about librarians, archivists, records managers I’ve seen on the Archives & Archivists Listserv from time to time — seem to have some undisclosed elements in them, too.  It isn’t a zero sum game, yet some debaters have treated it as if it is, at times.

The vibe on Twitter is a bit different than on the Listservs.  Some people are very reactive and visceral in what they tweet.  Not very strategic or calculated.  But the higher up you are, the better served you are by thinking about the impact of your actions.  Effective leaders understand this.  As Koehn writes of Lincoln and his decision not to send his letter to Meade,

“It is crucial for today’s leaders to practice this kind of forbearance. Much of what leaders experience every day is emotionally difficult. Instantaneous, round-the-clock communication like e-mail, texting and social media often stir up even more turbulence within.”

There is a lot more discussion in my Twitter feed and the blogs I read about the technical aspects of communicating and learning than about how to use tools wisely and with the greatest impact.  But as Koehn reminds us, leadership is about both action and restraint.  And that’s where wisdom comes in to play, even now, with all the new tools in the toolkit.  Perhaps even more so now!

Amadeus: “Er war ein Punker. . .ein Rockidol”

Delayed arrival in Fedland tomorrow, icy conditions forecast.  I’m supposed to be working on a serious thoughtful post.  Pamela Wright, the Chief Innovation Officer at the National Archives and Records Administration led me astray.  She retweeted a link to a mashup marking the birthday today of Wolfgang Amadeus Mozart.  So my post will have to wait.

Here instead is a link to Falco singing “Rock Me Amadeus.”  I loved the 1984 movie, Amadeus.  Fabulous. The trailer is here.  I was just looking last week at some of my childhood drawings, done when I was about 9 years old.  A couple of them depict (well, attempted to depict) Mozart composing and playing music.  One of my childhood drawings even includes a few bars of a Minuet copied from sheet music above a scene of Mozart sitting at a desk, quill pen in hand.  I already was playing violin in my elementary school orchestra then (1960).

The 1980s!  I loved Falco’s tribute to the film of Amadeus and Mozart.  “Er war ein Punker. . . ein Rockidol.”  Yeah, Mozart “hatte Flair.”  Oh, and those streaks of color in Falco’s hair, um, wig.  Reminds me of, well, you know what.  And that whole 80s vibe.   So thanks, Pam.  My serious post can wait.  Fun!  We all need some, sometimes.

Take it away, Falco!

Service, beyond the day

I’ve been thinking a lot about the period of my youth, the 1960s and 1970s, in recent days.  I graduated from high school in 1969, got my first college degree in 1973.  Richard Nixon was President.

A national day of service.  Volunteering.  When I was in high school during the 1960s, volunteerism – organized service – was not a part of the picture the way it is now.

There are many ways to volunteer our time. Not just on a Day of Service, in soup kitchens, food drives, and other efforts.

No two eras are the same.  Nor are any two workplaces, even when professions are related.  Sometimes, it’s hard for busy people to see intricate chains of dependency or how various dots connect.

I value people who show empathy and intellectual curiosity.   We don’t have to “bowl alone.”  Not do we need to be “Together Alone,” as Sherry Turkle puts it, struggling with how to relate to each other, struggling with self-reflection, expecting more from technology and less from each other.   The Internet and Social Media can be used humanistically.

I agree with the advice I once read on leadership, “Networking is so important. You have to look for opportunities to get involved and it’s absolutely critical to get out of your comfort zone.”  Not just engaging with others in similar situations, although that is very important.  Raising consciousness in others matters, too.

We can engage, share experiences, open windows to reveal worlds others haven’t experienced.  Our own.  Those of others.  Through our commitment to the life cycle of records, from creation through providing access to the public.  And to history.  In narratives.  In exhibits.  Civic literacy.  It matters so much.   Yes, those of us lucky enough to be employed are busy with our own careers or jobs.  But we still can set some time aside to reach out, virtually and physically, outside our own workplaces and assigned tasks.

We’re all different due to how we react to parental and peer influence, life experiences, internal wiring. I didn’t vote for George McGovern (Richard Nixon got my vote in 1972).  But I never use the term McGovernik, as Newt Gingrich did to criticize the Clintons.  I respect McGovern, who died last fall.  And I long ago changed to become an Independent, unaffiliated with any political party.

Is it possible to do that with someone for whom you didn’t vote, given the chance?  Of course.  If you’re not inclined to look at things solely through a political prism.  And if you’re empathetic and curious about people.  Time provides perspective, too, for some, although not  for others.  It’s so easy to fall into traps:  self pity, self-justification, defensiveness, legacy burnishing.  Perspective is comforting.   Those who can’t truly avail themselves of it are missing a key tool for coping with life.

I often read myself to sleep.  Right now, I’m reading David Maraniss’s book about Barack Obama’s youth and college days.  It led me to put up a call for deeper discussion of issues about which I care.  That takes knowledge and willingness to listen.  We need more of both.

I tweeted a reply comment about historical perspective Thursday night, as I thought about my parents who fled war torn Europe as displaced persons after World War II.  But I deleted it because it felt too caustic to me.  I tried to think about how the person to whom I was replying might feel and why s/he might have tweeted the original comment.  I decided we just were on “different pages.”

I fell asleep that night thinking about Washington, what people bring to it, and the public memorials around the National Mall.  Among the buildings that house decision makers are memorials to mark World War I (a small, relatively obscure one), World War II, the Korean War, and the Vietnam War.

Capitol on January 17, 2013

I’ve been walking around the city a lot on my lunch breaks, watching the Inaugural preparations, listening to music and thinking.  The closer the date of the Inauguration, the more barriers went up along some of the sidewalks in the area near the Capitol.  I often resist being herded down a chute, intellectually.  You catch some of that in some of my more cryptic tweets although there are many other reasons why I occasionally break my pattern of tweeting cheerful or supportive remarks by going negative.  But I don’t mind not being able to step on and off the curb as I usually do during my walks.  Security.  It’s necessary.

Constitution Avenue January 18, 2013

Engagement can be challenging for me because I sometimes follow my instincts and sometimes over think issues.  Situational awareness is an element in how I go.  You’re seen me recently blog about trust zones, people, and technology.

Last week, I commented on a blog post about a former President, then read follow up comments by others.  Just as I was prepared to join in with follow up to respond to comments from others, the blog author put up a comment which led me to fall silent.

Had there been a lot of stake, I would have acted and commented.  This time, I didn’t.  I’ve based my entire career on issues of evidence and what is and is not supportable in records  But I wasn’t familiar enough with the blog to know why the author responded, without himself knowing what archival materials might or not reveal, as he did.  He was part of a group with which I’m largely unfamiliar so I didn’t know their roles and relationships.

I so highly value situational awareness, I sometimes back away to study a site some more, if I think there are in-group conditions with which I’m not familiar.  Yet I’m very intellectually curious, and fascinated by why people act as they do, how they interact, what binds people together.   Tricky stuff, because some people and groups are easier to read than others.  “What lies beneath” can be pretty complicated!

One of the joys for me of reconnecting with the National Archives and Records Administration (NARA) has been getting to know more and more people.  Officials who work at my former employing agency.  Guests I meet at the receptions I attend.  One such guest is Dave Hugel, a former Marine combat photographer who served in Vietnam.

A retired lawyer, Hugel writes a lot about Vietnam these days, a project on which I encouraged him when we chatted at NARA on December 5, 2012.  It was one year to the day since I introduced my former boss at NARA, Vietnam veteran Fred Graboske, to AOTUS David S. Ferriero, at a holiday open house in 2011.

Fred, who after leaving NARA’s Nixon Presidential Materials Project served as Chief Archivist at the Marine Corps Historical Center, is one of many people historian Edward Drea thanked in his book, McNamara, Clifford, and the Burdens of Vietnam, 1965-1969.  One of the best book lectures I attended at NARA last year was one in which Drea was part of a panel on Robert McNamara.  I still don’t have a good camera but did snap a picture of Graboske and Hugel in October 2012 at NARA.  We had a very interesting conversation.

Fred Graboske, Dave Hugel, October 25, 2012

It turns out we all had known the late Ed Simmons, a Marine Corps General trained in journalism who in retirement worked on history and archival matters.  He was an advisor to me early in my career as a federal historian.  I liked his insightful, practical advice on matters such as to how to get maximum candor from oral history subjects.  Simmons talked about government public relations efforts, knowledge gathering, and how people act individually and in groups.

In November 2012, Hugel published an article in VFW Magazine on the Vietnam War Memorial in Washington, dedicated 30 years earlier.  (My mother, sister and I attended the dedication ceremony in 1982.)  Hugel’s article includes reflections on visiting the Memorial from Vietnam veterans such as David Ferriero and Peter Pace, among others.  Well worth a read.

Ferriero first saw the memorial in 1983 when he came to Washington for a conference while working in the libraries at the Massachusetts Institute of Techonology.  He mentions his service aboard the USS Sanctuary AH-17 at the beginning of his most recent post at AOTUS Blog, about Navy “Deck Logs.”

The collaborative effort with NOAA and Oldweather.org that David describes is commendable.  (Check out the site to which he links to see how crowd sourcing is being handled).  That there are pressed flowers between some of the old log books is fascinating and touching.  Given the volume of archival material, it’s going to take some time to get the logs online.  There are a few digital records about the USS Sanctuary out there on other, non-governmental sites.

Gaining insights into the past requires studying records and reminiscences and recollections, both.  That’s one reason I told Dave Hugel I’m glad he’s talking to people and writing about the Vietnam War.  There are a number of sites out there focused on military veterans and their families.  I recently discovered that one of my best friends from my undergraduate days, Deirdre Parke (Holleman), went on to become an attorney in New York specializing in family law, a liaison to The Gold Star Wives of America, Inc. and Executive Director of the Retired Enlisted Association.  I had lost touch with her after we received our B.A. degrees in Washington 1973.

Veterans marching pastNARA, November1988

The photo above shows military veterans marching past the National Archives in 1988, when my late sister and I both still worked for the agency.  Federal service, working in the public sector as a civil servant, is difficult to capture and I’ve seen few insights shared about it online.  Government departments and agencies vary greatly and while there are some common elements, many employees’ experiences are so different.

Understanding how government works in all its components, the military and civil agencies, both, is an important part of civic literacy.  I’d like to see more former employees volunteer their time by sharing their experiences and helping to provide perspective on the Web.    Even within the small group of archivists, records managers and historians with whom I interact in person and on line, I’ve found it challenging to convey the ethos of my generation of archivists and how present and past NARA employees act on their stewardship obligations.

Sometimes, you run in to unexpected reactions.  I remember posting on the Archives & Archivists Listserv about how federal officials, especially in the senior ranks, work very long days and often show great dedication to duty.  I’ve had some bad experiences in federal service, some more recent, some in the past.  But I’ve been lucky to have known and still know some great people.  I mentioned how liking or respecting superiors (or both) leads you to go the extra mile, quietly, not for your own glory or official rewards, but simply to not let them down.

Wanting an endeavor to succeed due to a sense of mission and bonds based on wanting those for and with you work to succeed can be extremely strong motivators.  Instead of thanking me for my insights, a List subscriber harrumphed that her husband works in the private sector and putting in overtime is common.  My point seemingly was lost to filters of which I’m not sure.

Undaunted, I’ve continued writing, at my blog these days more than on Listservs, about federal service as I most respect it, in connection with agencies such as NARA.  I do still participate in other forums, too.  I’d like to put out a call to former federal employees among my readers to think about how they might share their perspectives and experiences by creating web records.  Even taking the time to post comments at others’ blogs–blogs by archivists or historians–is a useful form of engagement.  Any little bit of time volunteered for that is useful and helps heighten awareness.

My mother laughingly observes at times that I hold two jobs, the one by which I support myself and the one I pour my heart into here, writing about NARA.  But rarely do I pull all-nighters.  I write most of my posts over breakfast, although I sometimes start them after coming home from work, only to let them percolate a little overnight.  This one I started on Saturday afternoon, only to wake up Sunday morning knowing how I wanted to go with it.

Why not try it?  I’ve been thinking about that since I saw Archivesnext put up a smart post  about books that might help historians learn about archives and vice versa.  But the federal perspective rarely is captured in such books.  There is so much that academic historians just don’t know about.  Very low levels of situational awareness, in part because they rarely interact on the Web (Facebook, Twitter, blogs) with some of us in public service.

Kate encouraged me on Twitter to “be the change,” to write such a book myself.  Challenging to do while still in federal service, given some of the very complicated things I know and have observed!  But I do believe we definitely need to talk more, to the extent different people, retired and still working, can and are able, about the federal environment as it affects records and history out there.  That there is so much at stake and how destructive ignorance and actions taken due to inadvertence can be is just a starting point.

Situational awareness!  It doesn’t happen on its own.  Yet it is important that people gain insights into public service, given the extent to which they discuss environments with which they are not familiar.  A lot of misconceptions out there, some inadvertent, some perhaps ideological or political.

Working in Washington can be complicated, challenging, sometimes dispiriting, depending on the agency and circumstances.  But it also can be exhilarating, fulfilling, and rewarding to know and work with so many good people.  Or as one of my NARA friends once said of a unit, “noble really.”  Let’s get more of the story out there, not the press release or the version demagogues rely on, but the complex, real world version that shows who people are and why they do what they do.

More Obama style “deep sea diving,” please

If you think from my mentioning President Barack Obama in my title that this is going to be a political post, no worries.   Not how I roll here at Nixonara.   I’m all about humanistic approaches to issues.  This post gets in to the mashup of technology and people issues a bit.

“Presidents face unabated, unfathomable stress. ‘You see it over a term,’ said Ronan Factora, a physician specializing in geriatric medicine at the Cleveland Clinic. ‘It’s a good study of chronic stress on a person’s overall health.'”

The cortisol levels rise.  But “’It’s not intended that people would be chronically exposed to these levels,’ said Sherita Golden, a physician at the Johns Hopkins Medical Bloomberg School of Public Health.”

Leadership.  I’m interested in it in its many facets.  And at many levels.  Presidents.  Departmental and agency heads.  Governors.   Chief Executive Officers.   And on and on.

The above quotes are from a Washington Post feature on how Barack Obama has aged during his first four years in office.  The feature looks at how he and his predecessors have combatted the continuous stresses they face.   Bush, Clinton, Eisenhower, Lincoln.  Yes, doctors do say there is a way to combat the constant stress and its effect on the heart, on the body.  One that makes a lot of sense to me.  There’s a good explanation in the WaPo piece.

The article includes an interesting quote from President George H. W. Bush’s physician, Burton Lee.    “Like appearance, endurance is highly individual; one person crumbles in circumstances where another thrives. Plus, what one person actively avoids, another embraces.  The one thing I noticed is that presidents have very unusual personalities,’ Lee said.   ‘Each is a different person, but for all, there is no easy day.’”

Lee explained “. . . the mental intrusions — the sense that someone needs something from the president every moment of every day — are as insidious as the germs. ‘It’s just a phenomenally demanding job,’ he said. ‘You never get one minute off.’”

Unmentioned is the fact that in addition to dealing with challenging issues and knowing, as Eisenhower told John F. Kennedy, “no easy matters will come to you,” presidents operate in an environment which has some toxic elements.  Yes, I’m thinking of the more negative aspects of politics, an area which, as David Gergen has pointed out, is not ignoble in and of itself.

The extent to which people react politically to events appears to affect discussions of some archival and historical issues at times.   I saw it in some forums during the Bush years in what I then called “but Clinton did” syndrome.    And a blog which might have become a platform for thoughtful insights into how government operates at the highest levels passed that up for other purposes.    But it is possible to look at the issues as systemic or structural ones, and leave out the politics.

The web presents many opportunities for enhancing civic literacy.  At its most basic.  And at its deepest.   Except for a few cultural heritage institutions, I’ve seen how hard it is to use it effectively for that.  It takes certain sensibilities that I rarely see, for any number of reasons.  Sometimes the sensibilities are there, latent or hidden, but there are constraints.  Sometimes the limitations are self imposed.

I recently started reading one of my Christmas books, David Maraniss’s Barack Obama:  The Story.   I’m at the point in the book right now where he is an undergraduate at Occidential College in California.  One of Obama’s fellow students characterized conversations that he and some of those in his circle had as “deep sea diving.”  Maraniss describes it this way:  “Choose a subject and go deep, with no diversions or tangents.”  Obama’s “preferred classes” were political science and literature; Maraniss notes that he signed for a number of advanced classes.  As a freshman, he sometimes was placed with upperclassman.

Political science and literature.  An interesting combination.  From a young age, I’ve enjoyed reading good literature as well as non-fiction.   I still remember riding the two buses I used to take to my first federal job (a summer job while I was an undergraduate) and reading Fyodor Dostoevksy’s The Brothers Karamazov and Crime and Punishment at the age of 20.   Some things don’t change.  There are times I still think I am the nerdiest Federal employee, ever!  The weirdest Former Archivist?  I won that title long ago, ha.

In a comment at Nixonara, one of my blog readers, Dejah, once observed of the value of reading about the lives of others, in fiction and non-fiction,

“I like your advice Maarja and I think that’s why I’ve been drawn to biography and French Revolution novels lately. It truly does help to read other strong personalities’ struggles and how they overcame them in order to gain a little perspective. And in most cases, history seems to show it’s what you do after the conflict that matters, not necessarily if it turned out in your favor.”

Some of his professors remember Obama as a smart but pretty quiet student who didn’t speak a great deal in the classroom.  A listener.  Occidental College had a learning philosophy described as “Listen, analyze, decide.”  Those who knew him said this suited Obama’s temperament.

“In any discussion. . . .Obama would listen to everyone else before bringing up his point of view. . . .’He listens and he listens and he listens, rather than respond immediately to the first thing that’s out there.  It’s like, “Let’s let it percolate for a little.  Let’s let it simmer.  He reads people really well.  He doesn’t use the same play for every person.  He has different plays in his playbook.  He adjusts to the situation.'”

Maraniss writes of a fellow student who said of the young Obama that among his fellow students, outside the classroom, “Barry liked to ask a lot of questions. . . . some of the prolific talkers seemed to be just trying to show off. . . . but Barry was not like that. ‘He was earnestly trying to get at the heart of what we were talking about.'”  Another student found Obama to be someone who “understood ‘the nuances of the world’ and could comprehend complex patterns.”   He also showed empathetic qualities (Obama’s mother had emphasized the need to try to “walk in someone elses’ shoes”).

Historians value perspective.  We need to understand both the person and what shapes his character and actions and the environment in which he works.  That’s why I read so much about presidents of both political parties.   That takes care of the retrospective part of gaining insights.  What about the prospective?  That’s where it gets challenging.

Yes, there are a lot of new Social Media and technology tools out there.  But you can’t just mash them up with old style hierarchical, linear and bureaucratic thinking.   (Fedland has a tendency to do that.)  Or create new silos to replace old ones.  Seen that happen, time and again.   Many “growth opportunities” as a result.

I’ve said it before.  I’d like to see more former federal officials speak up publicly about the way Washington works.  Those of us on the front lines would benefit from it.  There are limits to which we can discuss many issues publicly.  I think about that at times as I watch my Twitter feed.  But just when I get discouraged (as I do at times), I find useful information where I least expect it.  In this case, it was in doing a search of a law site.

Richard W. Painter, a former Bush administration ethics counselor, provided useful perspective when he wrote in 2009 about the operation of the Office of Political Affairs (OPA).   Archivists and records managers may remember questions that arose during Karl Rove’s tenure in the political advisor post about the handling of email messages.

Painter proposed changes in the way OPA works based on his view of legality and conflicts in commitment as well as interest.  What he says is interesting, because the Presidential Records Act requires retention of records relating to governmental activity but exempts purely political records from legally mandated federal retention.  This is based on the same thinking that required return to President Nixon of “purely personal” information in the White House records that largely were seized in place when he resigned from office.   Many of the battles that surrounded the Nixon presidential records with which I worked as an employee of the National Archives and Records Administration (NARA) centered on the scope of “personal-returnable” information.

Painter explained of the political work done during a presidential administration,

“The first problem with this political work is its legality. The Hatch Act prohibits government officials from engaging in political activity using official titles or at government expense. Most government officials may not participate in political activity while on government property or during working hours. An exception in the Hatch Act regulations, however, allows senior political appointees to do so provided they do not use their official titles or incur additional expense for the government.

This exception permits some people to do both official and political work in the same office, provided they purport to distinguish between the two. Numerous gadgets–BlackBerries, cell phones, computers — are thus provided by the DNC or RNC (depending upon which party controls the White House) to OPA staff and some other Administration officials. Calls coming from White House officials on DNC cell phones and emails sent on DNC BlackBerries are, legally, not coming from the White House at all. They are merely ‘personal capacity’” communications by persons who happen to be White House staff.

These distinctions are more theoretical than real. When OPA staff members make phone calls or send email, everyone knows where they work. When they speak at campaign events, everyone knows who they are. The same is true when other White House staff members and political appointees from the agencies are recruited by OPA to work for political campaigns. Calling this partisan political activity ‘personal’ rather than ‘official’ is a legal fiction.”

He addressed questions from commenters in a follow up post,

“There is no intent in my proposal to remove politics from the White House or from the Executive Branch. Good policy decisions must be politically informed decisions, or the policy will go nowhere (e.g. 1993 Clinton health plan). The President needs good political advisors. The question I present is whether these advisors and other political appointees ought to work only for the President as chief executive of the United States or also for the President as head of a political party. Should they wear one hat or two?

The point about the email of Karl Rove and others is precisely the type of thing I am talking about. Wear two hats and have two email accounts, two Blackberries, two cell phones, two fax machines, two sets of lawyers etc. means you will have many problems. It does not matter how hard you try to keep the official and the political party work separate, One will always spill over into the other. Put away the political party gadgets and stick to official work, and life will be easier. The political party will be an outside constituency, and an important one, but you will not work for the political party as well as for the government.”

These are complicated questions.  I’m glad Painter tackled them.  He provided insights from inside that I hadn’t seen elsewhere, while events were unfolding.    As I pointed out in a series of posts around this time last year, there’s an “Open Washington” and a “Hidden Washington.”  Out of office, Painter can point publicly to some aspects of the latter which he never could have discussed at a blog while working as a federal official.

Information sharing.  There are many platforms.  Some are being used more effectively than others.

I’m all for the National Archives working with Wikimedia.    Does that sound suck up?  Maybe it does.  I don’t care.  Because it isn’t.   So many people turn to Wikipedia. I’ve previously mentioned at my blog that the National Archives is smart to look at where people go to get information and to make sure it is a presence there, as well.   Not just  NARA.  Other archival repositories, too.  I wasn’t surprised when I read in a Tuesday report in a University of Michigan newsletter that NARA’s Ford Presidential Library now has a Wikipedian in Residence.

I looked with interest at WikiProject: Gerald Ford and even clicked on the link to one of the Ford wiki listed “Good” articles on Dick Cheney.   The linked Cheney article on Wikipedia includes a section on the disputes officials in the Office of the Vice President had with NARA’s Information Security Oversight Office.   Can any of my readers spot an error that jumped out at me in Fedland as I read the section in the linked Cheney Wikipedia article on “Disclosure of Documents?”

No worries.  I’m not anti-Wikipedia, in fact, I use it myself all the time as a starting point for some types of inquiries.  Just curious if anyone else can spot the error in the two paragraphs on document disputes, one of which involved the National Archives.  Check out the Disclosure of Documents section in the Cheney article.  Hint:  the error occurs in one sentence.  So look at what is there. (Yes, I know, there is contextual information that is missing, as well.  It may or may not be available in secondary sources.  Someone may add it in later.  I’ll check back!)  Comment here if you do spot the error I found in one sentence.  Or email me if you prefer.

At the end of the records life cycle, there have been great strides in knowledge and information sharing on the Web.   More and more archival repositories are putting some primary sources online.  And Wikipedia represents crowd sourcing of information drawn from secondary sources.   There are opportunities to do more.

As I look at the relative self segregation of archivists, records managers, and historians, I see too many silos, still.  (Timothy Burke recently touched on the disconnection of professionals in an essay on digitization, intellectual property, and professionalization.)  I’ve been thinking about that again since I engaged with some historian friends on Facebook during the recent American History Association conference.

Some forms of Social Media are great for blasting out inquiries and sifting through reactive, quick responses.   Been there, done it, on both the asking and answering sides.   And web surveys have their place as well.  But there also are situations that require us to keep quiet for a bit.  To listen, analyze, decide.   We also need to keep in mind which mechanisms, platforms, and choices may result in information asymmetry, either due to skewed self selection in engagement or due to Federal message discipline.   We need more “deep sea diving” about archival and record keeping issues.   And we need listening, real listening, as well as talking.

“He listens, and he listens, and he listens.”  Not bad advice for many of us, if we have the time and temperament for it!  But in the world of archives, records, and history, we also need more voices speaking, in order to go really deep.  The issues are important.  And engagement can be good on many levels.  What the Washington Post article says about presidents can apply to some of us of lower ranks, as well.   “. . . human minds literally seek reasons to live. ‘Many people, as they get older, deeply care about future generations and the world’s survival,’ . . .’“If they have a chance to make a difference, that keeps people healthy.”

“Telling the truth” in and about Washington

That it can be difficult to discuss ethics issues with the powerful is one of the more interesting aspects of working in Washington.  “Speaking truth to power” can be complicated.  Ethics is just one area that requires having difficult conversations.  There are many others.  And there are many types of truth.  Some things are clear, others are fuzzy.

There’s truth that you can anchor on statutes and regulations by pointing to what is required for compliance.  Legal and regulatory compliance is based in something concrete.  To take just one narrow example, what laws and regulations require of an audited entity forms the basis of performance auditing.  Auditors consider criteria, cause, conditions, effect.  Hard data, not soft.  Examinations of complex psychological elements are handled by people in other disciplines.  Looking deeply into why as well as how and what usually is done retrospectively by historians, political scientists, and people in related fields.

There’s truth as a reflection of what happened and how to display it in museum displays.  How much of the truth captured in archival records to reveal lies at the heart of the debates over exhibits in federal entities that are financially supported by private sector money.  Many different factors influence this, not just the funding of the exhibit by money provided by a former president’s foundation.

The purpose of the exhibit makes a difference (stakeholders may see that purpose differently).  Is it linked to celebration?  Or intended for learning, as a means of advancing civic literacy?  Who is the intended audience?  Most exhibits are aimed towards the general public, which in the presidential libraries, in their early days especially, includes a high proportion of those who voted for a president.

Exhibits are affected by timing, as well.  In most (not all) of the presidential libraries, the process of the family and associates working with federal archivists begins right after the president leaves office.  As Benjamin Hufbauer has pointed out, after a certain point, exhibits sometimes move to a “mature” phase of dealing with how governance works.  This usually shows in the extent to which difficult or controversial topics are addressed or avoided.  The more comprehensive and objective the presentation, the greater the level of maturity.

Truth in exhibits was an element in the presentation that former Nixon Presidential Library director Tim Naftali recently gave at the American Historical Association.  Equally interesting to me in the process of working through legacy issues is what a president’s family and associates reveal about themselves and the world they inhabit.   People are different.  The intersection of politics and policy making affects them in various ways.

Tackling the truth of image is not just something that is done retrospectively.   It affects some officials every day.  How we handle truth is an element in insight and foresight as much as hindsight.  Consider the saying that what people believe or perceive matters as much as what is intended or actually is the case.   Perceptions and, yes, misperceptions, unfortunately, can have a major impact on some areas of management and leadership.

I’ve known federal officials who dismiss negative feedback as resulting from malcontents and outliers.   The extent to which leaders operate from defensive positions varies.  To some extent, I understand why some retreat and try to explain away negatives.  Washington is a very complicated place to work.  A lot can get in the way of pure problem solving.

Still, there are federal officials who take all feedback very seriously and face up to the need to deal with the full range of how their actions look to others.   You have to be a strong soul to do it.  Yes, there are some out there.  Not many.  But some.

To use feedback well, you have to look beyond what you intended and consider how it comes across.  That’s hard.  I’ve had to do it, on a small scale.  I admire those who can do that at higher levels.  We’ve all had those conversations in the virtual or physical world where someone says, “You’re just this” or “you’re doing this because” and you think, “Say what?”   Sometimes the perception is completely unfair.  At other times, there are clues for needed course correction.

So “telling the truth” can be complicated for many reasons.  One of the most interesting places to study issues of truth is the White House.  Much of what I write here at my blog about Washington stems from my own experiences and from the thousands of hours of Richard Nixon’s tapes that I screened for disclosure while working for the National Archives.and Records Administration (NARA).  As I read what former Bush White House ethics lawyer Richard W.  Painter wrote at a law blog in 2009, I wondered, “are there records that capture the concerns he is describing here?”  That remains to be seen.  What he wrote about in his essay were difficult issues.  That is not surprising, given his field of specialty.

I found Painter’s article because links on Twitter to a law site with current articles about prosecutorial decisions led me to do a search to see if any of the blogging lawyers ever had discussed presidential records or NARA.  At least one had.

Painter, now a professor of corporate law at the University of Minnesota, served in the Bush White House from 2005 to 2007.  Soon after Bush left office, he wrote at a law blog about a dispute officials in Vice President Dick Cheney’s office had with representatives of NARA’s Information Security Oversight Office (ISOO) over reviews of handling national security classified records.  This was the dispute which led Maureen Dowd to write of ISOO director Bill Leonard, who along with other NARA officials worked through the Cheney issues, “archivists are the new macho heroes of Washington.”

Painter looked at how Cheney handled his Halliburton stocks, then turned to other issues, including the dispute with the National Archives.

“The Vice President’s staff at times spent too much time arguing about who had the power to tell who to do what – separation of powers and executive power issues — instead of who should do what. For example, there was a dispute with the National Archives over whether its regulations for handling of classified information applied to the Office of the Vice President (OVP). Because OVP has both legislative and executive branch functions these are fascinating constitutional questions for a law review article, but OVP’s spat with the National Archives did not address the issue that most Americans care about, which is whether proper procedures for handling classified information are being followed.

This was particularly worrisome when there was in fact a controversy over whether classified information about a CIA agent was leaked and the OVP had some connection with that controversy. I was the person charged in November 2005 with giving ethics lectures, together with Bill Leonard from the National Archives, to the entire White House staff on handling of classified information and other ethics matters (this is I believe the only time I was written about widely in the newspapers). From an ethics lawyers’ perspective it does not help to have some people arguing about whether the rules technically apply to them.”

As to the issue of the information about the agent, Painter stated bluntly that

“Scooter Libby got a good deal from the President; a full pardon would have been too much. Perjury traps are not that difficult to avoid if one uses an old strategy called telling the truth. I regret that we did not include in White House ethics lectures a warning ‘do not lie under oath’ but such should be self evident, particularly after the previous President nearly lost his job over perjury or near perjury on a relatively minor matter.”

I followed the Libby situation with interest because I’ve been a federal witness who had to give sworn testimony in civil litigation.  The plaintiff’s (yes, plaintiff’s) lawyers called me to testify in Professor Stanley Kutler’s 1992 lawsuit against NARA for release of Nixon’s Watergate tapes.  I was gagged to some extent, becaue I couldn’t reveal the extent of the Nixon abuses of governmental power covered in still undisclosed records with which I had worked while employed by NARA.  I covered how I viewed my obligations as a federal official in a post in 2011, “Holding Your Head High.”  I don’t think my experiences are that relatable for most of my readers but I still share them, for what it is worth.  Why not?

As I read Painter’s essay and got to the point where he said perjury traps are not that difficult to avoid, I expected he would refer to the type of advice lawyers sometimes give.  Avoid direct answers by saying, “I do not recall,” “I have no recollection,” or some such phrase.

It tells you something about Washington that my eyes lit up when I saw Painter simply write instead, “do not lie under oath.”  I didn’t lie in my testimony.   But telling the truth isn’t always an easy road to walk.  And not just under oath in litigation!  Still, worth doing if you hold the views on stewardship that I do.   Scary at times?  Yeah.  Sure.  You just have to work your way through it and do  what feels right.

So, what about the records that disclose how officials govern?  I’ll take up the question of the Presidential Records Act and the Federal Records Act in another post.  In one of his posts, Painter offers his views on how to change the operation of the White House Office of Political Affairs, which Karl Rove headed.  He focuses on practical solutions that he thinks would make it easier for everyone concerned.  And elsewhere, in essays I’ll link to in a future post, he offers additional thoughts on Karl Rove and email retention.

So stay tuned.  There’s much to be learned from the fact that what Painter offers is much more illuminating than I found in any discussions of Rove’s email at the Recgmnt-L and the Archives & Archivists Listserv.  Not surprising, however.  He dealt with power players and clearly has developed insights into executive psychology.   That interests me, as I’ve spent many decades studying those at the top, through in-person contacts and through records.

Very few (if any) records managers with whom I’ve tried to discuss the psychology of record keeping have displayed deep insights into the unacknowledged forces that affect the creators of records.  (One of many reasons I eventually stopped trying to air out such issues on Recgmnt-L.)  That stems from whom they deal with and how they work, among other things.  And archivists focus on the end of the records life cycle, not the beginning.  The creators of records can seem remote to them except in what they reveal in the information that is preserved.

Where you’ve stood matters.  So does whether you learn and what are the lessons.  Sometimes, proximity combined with insightfulness leads to thoughtful analysis.  Painter shows that in some of his essays.  Most importantly, Painter no longer works for the government and is free of message discipline.  Does that matter?  Yeah.  It does.  Matters a lot.

Web X.0, People 1.0

Trust zones.  So important.  When I talk about joy at my blog, it usually involves the National Archives and Records Administration (NARA).  Even if I could write about my own workplace, which I can’t, it wouldn’t be the source of the type of delight I’ve expressed here since the middle of 2011.   My joy comes instead from things outside it, things I cherish.

If you look at how my blog has evolved over the last two years, two things are striking.  One was my delight when the Big Dude, aka AOTUS David S. Ferriero, reached out and started me on a path of reconnection with the National Archives in May 2011.  I got it.  Immediately.  That shows in how I reacted on May 14, 2011 by offering some advice at my blog on how to transform NARA (“The Big Dude Broke Out of Captivity.”)   Among the advice I offered was this:  ‘Reward the messenger, don’t shoot him or her.  The chief has to have good antenna and a discerning eye and ear.”

Two is how I sometimes noted at my blog during the rest of 2011 that I had concerns about this or that.  But that I was sure David wouldn’t mind my blogging about whatever topic I was tackling that day.  I’ve stopped stating that.  Why?  It’s a given.  I don’t need to provide those assurances to myself at my blog.  Yes until no.  I know that Ferriero is the real deal.

From time to time I go back and re-read some of the American Library Association Emerging Leaders series of interviews on Leadership Lessons.  I focus on the people issues.   More than anything, they are the key to “getting it right.”

The tools change.  Of course.  They matter, sure.  But people are people.  I’m calling this morning’s post Web X.0, because technology evolves fast.  People.  Not so much.  Not only that, they are so different in their needs and experiences, you really have to start with knowing that you don’t know everything in any endeavor involving behavioral change.  Continual learning.  Resisting calcification.  Keeping an eye out for the behaviors that result in orthodoxy.

Open leadership–“having the confidence and humility to give up the need to be in control while inspiring commitment from people to accomplish goals”–isn’t easy. So many things can get in the way.  Perceptions. Misperceptions. Formal rewards systems. Informal rewards systems. Perceptions of rewarded behavior. Conflicts between stated message and perceived metamessage.

The need for a leader’s designated officials to justify their worth to him can result in their becoming vested in their prior actions and choices.  Managing up is pervasive in most organizations I’ve observed.  Truth telling can be very difficult.  Honesty isn’t always rewarded.  People can tell what the boss’s pet projects are, what he’s most vested in.  Sometimes they become cheerleaders–a very different role from being supporters.  Or, worse yet, enablers of behaviors about which they have concerns  but which they don’t believe they can voice.  Asymmetry can be difficult to spot.  And calcification can set in quickly.

And then there’s the whole bureaucracy thing.  I made my first appearance at AOTUS blog under David’s first post, “No Small Change,” writing about bureaucracies.  I quoted from an oral history interview with Roy L. Ash.  I rarely comment at Ferriero’s blog these days because I am way too long form in my writing.  I can reduce my thoughts to a single paragraph and occasionally do so in comments I submit there.  But mostly I write here.

My first comment at AOTUS blog drew on an interview that we at NARA’s Nixon Presidential Materials Project had done with Roy L. Ash.  That my generation of archivists did some oral histories while Nixon still was alive rarely is mentioned, for any number of reasons.  I don’t spend much time speculating on why that it is, it doesn’t matter.  I merely remind my readers from time to time that there are some useful nuggets in observations some of the interview subjects made.

One that always has stayed with me because I study management and leadership so closely is the interview we did with Ash.  He was a Nixon era director of the Office of Management and Budget.  Ash previously had worked at Litton Industries.  I noted at AOTUS blog in April 2010:

Ash explained that when he worked in private industry, “my Litton experience was one of maintaining a highly entrepreneurial environment that was just one step short of anarchy.”  Litton, an organization with some 120,000 employees. had no formal organization chart, “deliberately,” Ash said.   “Organization charts tend to focus people’s attention on their territorial rights, not on their opportunities to range across the board, if they want to.”

Yet he saw constraints other than hierarchies and territoriality in the public sector, as well. “In a pure venture capital environment, you know that up to half of your ideas are going to fail.  But you know that the other half are going to more than make up for the half that failed, on a profit basis.  Government doesn’t get that same credit for the half that fails versus the more than half that succeeds.  The scorecard is different . . .I can point out a lot of my mistakes in business, but I also can point out how those were overwhelmed with some other successes.”

He added, “But I wouldn’t have been forgiven those mistakes, had I been in Government.”

Scorecards.  Something few people talk about.  But definitely a factor.  It’s why I sometimes write about autofill solutions and check off the box behaviors in Washington.  I’ve talked about that a lot at my blog, especially during the period from January to mid-March 2012.

A year ago, in February 2012, I wrote about “Openness, Closure, Orthodoxy, Stereotypes.”  As often is the case, an essay by history professor Timothy Burke was the catalyst.  I linked to a post in which he expressed frustration at how moves towards openness become excuses for new closure, instead.  I’ve noticed on my dashboard that while some of my links get clicks, few people look at what Burke writes.  Yet people issues lie at the heart of everything we do, whether we work in archives, as records managers, or historians.

Communications, up and down the line, depend much more on understanding those around you than on the tools you use.  You have to make fine distinctions among those providing input, data, or opinions.  Situational awareness is critically important.  Feedback, really honest feedback, matters.

I wrote a year ago of officials appointed by agency heads to lead change initiatives, “It is hard to parachute in and advise an organization on messaging and collaboration.  Your first job is to get internal stakeholders to trust you and to tell you what you need to know.  It takes time to form bonds of trust–that is, assuming they develop.”

What inhibits useful, actionable feedback that leads to meaningful change?  Any number of things.  Unfamiliarity with the group being targeted. Or just taking the easy way out: imitating instead of innovating.  The desire to jump on the bandwagon, to do what is popular.   Join the chorus.  The unorthodox can very quickly morph into the orthodox.

A year ago I observed, “Change quickly can become fetishized or, more cynically, viewed as the way to curry favor with the powers that be.  Whatever the motivation, the outcome is the same:  calcified thinking even within a culture that strives to reward innovation, flexibility, and adaptation.”

I often share my perspective here on what I’ve learned over decades of public service.  Very little of it would fit in to the traditional Washington press release. But David Ferriero and I are fine.  That that hasn’t changed since May 2011 is a mark of change at NARA.  “No small change.”  Sometimes, actions do speak louder than words.