Author: Art Diamond

Water Park Entrepreneur Did Not Use “Market Research or Long-Term Planning”

(p. 12) . . ., “someone had tied off the ankles and sleeves of an old janitorial jumpsuit, stuffed it with sand and fabricated a head out of a plastic grocery bag,” Mulvihill writes in his new book, “Action Park: Fast Times, Wild Rides, and the Untold Story of America’s Most Dangerous Amusement Park.” “The makeshift dummy cleared the loop but emerged decapitated.”

. . .

What’s the most surprising thing you learned while writing it?

I knew my father was a risk taker, but I never really understood the size of the risks, and the sheer tenacity and confidence he possessed to take them on. He was fearless.

I look back on the incredible number of crazy ride ideas and the inventors he’d back to develop those ideas, and it just blows you away. Some of them never worked out, but the ones that did were incredible. He didn’t rely on market research or long-term planning; he acted on gut instincts. Contrast it with the bigger parks and all of their exhaustive analysis.

. . .

Who is a creative person (not a writer) who has influenced you and your work?

My father. He was a creative genius and a driven entrepreneur. It’s one thing to have dreams and ideas, it’s another to execute them. He never took no for an answer — whether from an investor, regulator, inspector or government official.

He invented the water park and participation rides where you controlled the action, where you were in control of your own destiny. He was really the precursor to extreme sports and the X Games, only he did it at an amusement park. He wanted to show people something they’d never seen before. He never settled for mediocrity — that was boring. If you’re going to do something, go all out. Shoot for greatness. Do not check the box, blow it up. I’d like to think I’ve led my life embracing that premise.

For the full interview, see:

John Williams, interviewer. “5 THINGS ABOUT YOUR BOOK; Risky Business? That’s Really an Understatement.” The New York Times (Monday, July 13, 2020): C5.

(Note: ellipses, and bold font, added.)

(Note: the online version of the interview has the date July 12, 2018, and has the title “5 THINGS ABOUT YOUR BOOK; ‘Action Park’ Looks Back in Amusement and Terror.” The first couple of sentences and the bold questions are from the interviewer Williams. The unbold answers to the questions are from Andy Mulvihill. [Added later: I just figured out that in this blogging template, within the italics block quotations, bolded text does not appear to be bolded.])

The book discussed in the interview is:

Mulvihill, Andy, and Jake Rossen. Action Park: Fast Times, Wild Rides, and the Untold Story of America’s Most Dangerous Amusement Park. New York: Penguin Books, 2020.

Covid-19 May Shift Restaurants Toward Fewer Workers and More Take-Out, Even in Long Run

(p. B4) Andrew Snow was supposed to be ramping up by now. Mr. Snow, who owns the Golden Squirrel, a restaurant and bar in Oakland’s Rockridge neighborhood, cut his staff of 28 people to two after the pandemic hit.

. . .

Now business is slowing again, as California is averaging about 8,000 new cases a day, about triple the level a month ago. Mr. Snow’s plans to bring back workers over the holiday weekend didn’t come to pass, and he has put further hiring on hold.

“People are scared,” he said in an interview. “The math for having more people doesn’t work out anymore.”

. . .

The longer the pandemic’s disruption, the more likely it is that some jobs will never come back. For instance, a number of restaurants had already switched to counter service, even for fairly high-end meals, to avoid the need for servers who have a hard time affording housing in big cities. Now virtually every restaurant in California is operating around counter service or delivery, and some may not change back.

Mr. Snow, for example, envisions a restaurant where people order at the bar, eat far from other patrons, then leave with a bag of groceries. The Golden Squirrel would have fewer employees, compensating for a less-full restaurant with expanded takeout orders.

“Some of the changes will make us a better business in the future,” Mr. Snow said. “The challenge is getting to that future.”

For the full story, see:

Conor Dougherty. “After Riding a Boom, California Braces for Hard Times.” The New York Times (Monday, July 13, 2020): B1 & B4.

(Note: ellipses added.)

(Note: the online version of the story was updated July 14, 2020, and has the title “California, After Riding a Boom, Braces for Hard Times.”)

Reuters Kowtows to Beijing Communists By Erasing Tiananmen Square Stories

(p. B3) A financial-information company partly owned by the news organization Thomson Reuters removed articles related to the June 4, 1989, Tiananmen Square massacre from the feeds of its data terminals in China last week. The move came under pressure from the Chinese government, Reuters reported Monday [June 3, 2019].

The data firm that complied with the censorship demands, Refinitiv, is Reuters’s biggest customer. It prevented some articles that included mentions of the pro-democracy demonstrations from appearing on its Eikon software and mobile app in China.

In a statement, Refinitiv pointed to legal realities in China, whose government previously blocked websites from publishing stories it deemed politically sensitive. The Chinese authorities have also denied visas to journalists working for news outlets that have published articles that were critical of the nation’s leaders.

For the full story, see:

Marc Tracy. “Reuters Partner Hides Tiananmen News.” The New York Times (Wednesday, June 5, 2019): B3.

(Note: bracketed date added.)

(Note: the online version of the story has the date June 4, 2019, and has the title “In China, a Reuters Partner Blocks Articles on the Tiananmen Square Massacre.”)

Masks Blocked Covid-19 at Hair Salon

(p. A6) Vigilant mask wearing might have spared nearly 140 people from catching the coronavirus at a hair salon in Missouri, according to a report published on Tuesday [July 14, 2020] by the Centers for Disease Control and Prevention. In May [2020], the people interacted with two hair stylists with confirmed coronavirus infections, but none ended up showing symptoms of Covid-19.

. . .

But policies instructing locals to cover their mouths and noses, put in place by the city of Springfield and by the salon where the stylists worked, Great Clips, appear to have played a substantial role in curbing the spread of disease.

For the full story, see:

Katherine J. Wu. “Report on Hair Salon Affirms Value of Masks.” The New York Times (Thursday, July 16, 2020): A6.

(Note: ellipsis, and bracketed dates, added.)

(Note: the online version of the story was updated July 17 [sic], 2020, and has the title “2 Stylists Had Coronavirus, but Wore Masks. 139 Clients Didn’t Fall Sick.”)

The CDC report mentioned above is:

Hendrix MJ, Walde C, Findley K, Trotman R. Absence of Apparent Transmission of SARS-CoV-2 from Two Stylists After Exposure at a Hair Salon with a Universal Face Covering Policy — Springfield, Missouri, May 2020. MMWR Morb Mortal Wkly Rep 2020;69:930-932.

“Biggest Barrier” to Cell-Cultured Meat Is the “Difficult Regulatory Landscape” Created by Lobbyists

(p. 12) We should try to get beyond our disgust about “lab meat,” argues the journalist Chase Purdy, who is in the rare position of having actually tasted it. In a fast-paced global narrative, Purdy follows the various cell-cultured meat companies that are currently competing to get their product to market first. The front-runners are in Israel, the Netherlands and (no surprise) Silicon Valley.

. . .

Up until now, the biggest obstacle to getting cultured meat on the market has been the sheer expense — hence the “billion dollar burger” of Purdy’s hyperbolic title. When the first lab-grown burger was unveiled in 2013 by a panel including the Dutch food scientist Mark Post, it was estimated to have cost $330,000 for a single five-ounce patty: equivalent to $1.2 million per pound of beef. But that cost is falling, and fast. In 2019 an Israeli firm called Future Meat Technologies claimed that by 2022, it would be able to get cell-cultured meat on the market for as little as $10 a pound.

. . .

Purdy says that the biggest barrier to getting these products to market in the United States is “a difficult regulatory landscape” influenced by meat lobbyists with a strong vested interest in keeping cell-cultured meat off the shelves.

For the full review, see:

Bee Wilson. “Frankenburger.” The New York Times Book Review (Sunday, July [sic] 19, 2020): 12.

(Note: ellipses added.)

(Note: the online version of the review was updated June [sic] 18, 2020, and has the title “Are You Ready to Eat Meat Grown in a Lab?”)

The book under review is:

Purdy, Chase. Billion Dollar Burger: Inside Big Tech’s Race for the Future of Food. New York: Portfolio, 2020.

Covid-19 May Make New York City “Cheaper, Messier, More Diverse”

(p. B1) Cities are remarkably resilient. They have risen from the ashes after being carpet-bombed and hit with nuclear weapons. “If you think about pandemics in the past,” noted the Princeton economist Esteban Rossi-Hansberg, “they didn’t destroy cities.”

. . .

So even as the Covid-19 death toll rises in the nation’s most dense urban cores, economists still mostly expect them to bounce back, once there is a vaccine, a treatment or a successful strategy to contain the virus’s spread. “I end up being optimistic,” said the Harvard economist Edward Glaeser. “Because the downside of a nonurban world is so terrible that we are going to spend whatever it takes to prevent that.”

. . .

(p. B5) Mr. Glaeser and colleagues from Harvard and the University of Illinois studied surveys tracking companies that allowed their employees to work from home at least part of the time since March. Over one-half of large businesses and over one-third of small ones didn’t detect any productivity loss. More than one in four reported a productivity increase.

Moreover, the researchers found that about four in 10 companies expect that 40 percent of their employees who switched to remote work during the pandemic will keep doing so after the crisis, at least in part. That’s 16 percent of the work force. Most of these workers are among the more highly educated and well paid.

. . .

“Everybody agrees on what are the key forces,” said Gilles Duranton, an economist at the Wharton School of the University of Pennsylvania. “The question is which will play out, and where are the tipping points?” One of the big remaining questions is whether remote work will prove sustainable. The productivity increases captured in the surveys examined by Mr. Glaeser’s team might prove fleeting.

. . .

Consider life in a reconfigured New York City. Rents are lower, after the departure of many of its bankers and lawyers. There are fewer fancy restaurants, but probably still many cheaper ones. People with lower incomes, including the young, can again afford to live in town. City services may be reduced, but if a fifth or more of workers aren’t going to the office on any given day it will be easier to get around.

Mr. Duranton argues that the cities that will be devastated by Covid-19 are the ones that have been falling for a long time: the Rochesters and the Binghamtons, which lost their sustenance once the manufacturing industries that supported them through much of the 20th century folded or moved away.

But for a city like New York, he said, Covid-19 offers an opportunity for redemption. “New York was running into a dead end, turning into a paradise for the rich,” he said. “Culturally dead.” Moving back to a cheaper, messier, more diverse equilibrium may carry a silver lining.

For the full story, see:

Eduardo Porter. “If Workers Opt Out, Star Cities May Dim.” The New York Times (Tuesday, July 21, 2020): B1 & B5.

(Note: ellipses added.)

(Note: the online version of the story has the same date as the print version,s and has the title “Coronavirus Threatens the Luster of Superstar Cities.”)

The study co-authored by Glaeser and mentioned above is:

Bartik, Alexander W., Zoe Cullen, Edward L. Glaeser, Michael Luca, and Christopher Stanton. “What Jobs Are Being Done at Home During the Covid-19 Crisis? Evidence from Firm-Level Surveys.” Harvard Business School Division of Research Working Paper #20-138, (July 2020).

China’s “Great Firewall” Is the New Symbol of a New Cold War

(p. A11) At the United Nations Humans Rights Council in Geneva, 53 nations — from Belarus to Zimbabwe — signed a statement supporting China’s new security law for Hong Kong. Only 27 nations on the council criticized it, most of them European democracies, along with Japan, Australia and New Zealand. Such blocs would not have been unfamiliar at the height of the Cold War.

China has also wielded its vast economic power as a tool of political coercion, cutting off imports of beef and barley from Australia because its government called for an international investigation into the origins of the pandemic. On Tuesday [July 14, 2020], Beijing said it would sanction the American aerospace manufacturer Lockheed Martin over recent weapons sales to Taiwan.

. . .

A backlash against Beijing appears to be growing. The tensions are particularly clear in tech, where China has sought to compete with the world in cutting-edge technologies like artificial intelligence and microchips, while harshly restricting what people can read, watch or listen to inside the country.

If the Berlin Wall was the physical symbol of the first Cold War, the Great Firewall could well be the virtual symbol of the new one.

What began as a divide in cyberspace to insulate Chinese citizens from views not authorized by the Communist Party has now proved to be a prescient indicator of the deeper fissures between China and much of the Western world.

For the full story, see:

Steven Lee Myers and Paul Mozur. “Caught in ‘Ideological Spiral,’ U.S. and China Drift Toward a New Cold War.” The New York Times (Wednesday, July 15, 2020): A11.

(Note: ellipsis added.)

(Note: the online version of the story was updated July 23 [sic], 2020, and has the title “Caught in ‘Ideological Spiral,’ U.S. and China Drift Toward Cold War.”)

Increase in Remote Work May Increase Quality and Diversity of Hires, Increasing Firm Innovation

(p. B1) A few years ago, Mr. Laermer let the employees of RLM Public Relations work from home on Fridays. This small step toward telecommuting proved a disaster, he said. He often couldn’t find people when he needed them. Projects languished.

“Every weekend became a three-day holiday,” he said. “I found that people work so much better when they’re all in the same physical space.”

IBM came to a similar decision. In 2009, 40 percent of its 386,000 employees in 173 countries worked remotely. But in 2017, with revenue slumping, management called thousands of them back to the office.

. . .

As long ago as 1985, the mainstream media was using phrases like “the growing telecommuting movement.” Peter Drucker, the management guru, declared in 1989 that “commuting to office work is obsolete.”

. . .

(p. B4) Apart from IBM, companies that publicly pulled back on telecommuting over the past decade include Aetna, Best Buy, Bank of America, Yahoo, AT&T and Reddit. Remote employees often felt marginalized, which made them less loyal. Creativity, innovation and serendipity seemed to suffer.

Marissa Mayer, the chief executive of Yahoo, created a furor when she forced employees back into offices in 2013. “Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people and impromptu team meetings,” a company memo explained.

. . .

At the beginning of the year, the unemployment rate was low and workers had some leverage. All that has been lost, at least for the next year or two. Widespread remote work could consolidate that shift.

“When people are in turmoil, you take advantage of them,” said John Sullivan, a professor of management at San Francisco State University.

“The data over the last three months is so powerful,” he said. “People are shocked. No one found a drop in productivity. Most found an increase. People have been going to work for a thousand years, but it’s going to stop and it’s going to change everyone’s life.”

Innovation, Dr. Sullivan added, might even catch up eventually.

“When you hire remotely, you can get the best talent around and not just the best talent that wants to live in California or New York,” he said. “You get true diversity. And it turns out that affects innovation.”

For the full story, see:

David Streitfeld. “Working From Home Has a Checkered Past.” The New York Times (Tuesday, June 30, 2020): B1 & B4.

(Note: ellipses added.)

(Note: the online version of the story has the date June 29, 2020, and has the title “The Long, Unhappy History of Working From Home.”)

Book Advice from Ayaan Hirsi Ali: Hayek’s Constitution of Liberty

(p. 6) Do you and your wife, the activist and writer Ayaan Hirsi Ali, share similar taste in books? What books has she recommended to you, and vice versa?

Very similar, so books frequently cross the bedroom from one nightstand to the other. A good example was Hayek’s “The Constitution of Liberty,” her favorite work of political philosophy, which she urged me to read.

. . .

Which books do you think capture the current social and political moment in America?

I shared the widespread enthusiasm for J. D. Vance’s “Hillbilly Elegy” last year, but the must-read book for Trump’s election and presidency remains Charles Murray’s astonishingly prescient “Coming Apart.” I wish the contemptible “students” who disrupted his lecture at Middlebury College earlier this year — not one of whom I’ll bet had ever read a word of his — would read “Coming Apart” and then look in the mirror and realize: “Oh God, I’m a member of that loathsome coastal cognitive elite that is completely out of touch with middle America.”

. . .

Disappointing, overrated, just not good: What book did you feel as if you were supposed to like, and didn’t? Do you remember the last book you put down without finishing?

. . . To give an example of a book I found overrated, Thomas Piketty’s “Capital in the Twenty-First Century” was both conceptually unsound and tediously executed.

For the full interview, see:

“BY THE BOOK; Niall Ferguson.” The New York Times Book Review (Sunday, January 14, 2018): 6.

(Note: ellipses added, bold in original. Bold questions are by the anonymous NYT interviewer. Unbold answers are by Niall Ferguson.)

(Note: the online version of the interview has the date Jan. 11, 2018, and has the same title as the print version. The last question and answer quoted above, appeared in the online, but not in the print, version. Neither version gives the name of the interviewer.)

Ayann Hirsi Ali’s favorite political philosophy book, mentioned above, is:

Hayek, Friedrich A. The Constitution of Liberty. Reprint ed. Chicago: University of Chicago Press, 2011 (1st ed. 1960).

“There’s No Wolf Warrior Coming to” Rescue the “Little Pinks”

(p. B1) When China came under attack online, Mr. Liu was one of the legions of Chinese students studying abroad who posted in its defense. He condemned the pro-democracy protests in Hong Kong, which he saw as an effort to split a uniting China. After President Trump called the coronavirus the “Chinese virus,” Mr. Liu turned to Twitter to correct those who used the term.

“I was a real little pink,” he said, using a somewhat derogatory term for the young, Communist-red Chinese nationalists who use the internet as a patriotic battleground to fight those who disparage China.

Then Mr. Liu, 21, discovered that the country he had long defended didn’t want him back.

. . .

Mr. Liu and many other countless Chinese people stranded overseas are, for the first time, running afoul of one of their country’s bedrock political prin-(p. B5)ciples: National interests come before an individual’s needs.

. . .

“Can you imagine what it was like when one day someone told you what you believed firmly wasn’t actually true?” Mr. Liu said.

. . .

“In the real world, there’s no wolf warrior coming to my rescue,” a Chinese student in Japan posted on Weibo.

. . .

While the students were outspoken in their anonymous social media comments, they were more reserved in interviews. Mr. Liu, for example, focused his frustration on China’s aviation regulator, which recently backed down after U.S. officials challenged its limits on foreign airlines. Ms. Leng, of Troy University, said she understood the regulator’s motivations.

But some admitted to what might be a new feeling: fear. The student from Japan who invoked “Wolf Warrior 2” said she feared retribution by the Chinese government if she spoke to me.

Then she invited me into a WeChat group of nearly 500 Chinese students exchanging information about flights, visas, schools and frustrations. They told one another not to give news interviews, not even to the Chinese media, for fear of government punishment.

When they sometimes couldn’t help curse the government or the policy, someone would quickly warn that they had better shut up or risk losing their WeChat accounts or even being invited for a chat once they’re back in China.

One student, after being warned, posted an emoticon of the 12 core socialist values that every Chinese citizen is supposed to live by, posting it five times in a row, as if pledging his loyalty to the surveillance state.

“I grew up under the red flag and received the red education,” Mr. Liu said to me. “But what can I say now?”

For the full story, see:

Li Yuan. “THE NEW NEW WORLD; Little Pinks’ Rethink China After Being Trapped Abroad.” The New York Times (Tuesday, June 30, 2020): B1 & B5.

(Note: ellipses added.)

(Note: the online version of the story has the date June 24, 2020, and has the title “THE NEW NEW WORLD; Trapped Abroad, China’s ‘Little Pinks’ Rethink Their Country.”)

Musk Pivots Tesla to Be Less Automated and to Do More In-House

(p. B2) Mr. Musk became deeply interested in improving and automating the car-building process after painful struggles to increase production of the company’s first SUV, the Model X, in 2016.

In a rare public acknowledgment of error, Mr. Musk conceded in 2018 that he went overboard with his automation attempts for the Model 3. That mistake snarled the company’s efforts to ramp up production in 2017 and 2018—a dark period that shook investor confidence in his ability to execute on his vision for Tesla to evolve from a niche luxury brand into a mainstream electric-car company.

. . .

The factory expansion is a further acknowledgment by Tesla that some of its founding assumptions were off. The original business plan for the company, founded in 2003, was to create a car company resembling more of a personal technology company, rather than a traditional auto maker, by outsourcing vehicle assembly much like how gadgets were made.

But that effort was eventually abandoned as Mr. Musk began to realize the importance of controlling more of a company filled with complex logistics and manufacturing nuances.

He has since brought in-house more of his supply chain than is normal for a car maker, including seat manufacturing, and developed greater expertise in battery cell manufacturing.

For the full story, see:

Tim Higgins. “Tesla Races To Boost Vehicle Production.” The Wall Street Journal (Friday, July 24, 2020): B1-B2.

(Note: ellipsis added.)

(Note: the online version of the story has the date July 23, 2020, and has the title “Tesla Prepares for Hiring Boom as Elon Musk Targets Manufacturing Expansion.”)