It’s the height of the summer vacation season. A time when air travel–and airline arrogance–are at their annual height.
Consider the following real-life scenario:
- You’re vacationing in Denver and must return to San Francisco for an urgent-care medical appointment
- You’re disabled but nevertheless arrive at the airport on time.
- The airport–in violation of the Americans With Disabilities Act–doesn’t have anyone assigned to help disabled passengers get onto departing planes.
- As a result, you arrive at the gate–just as the plane takes off.
- The airline informs you that if you want to board a plane, you’ll have to pay for another ticket.
- You can’t afford to buy another ticket–and your urgent-care appointment is tomorrow.
What do you do?
In this case, the stranded passenger–a friend of mine–called me: Bureaucracybuster.
First, I instinctively called the airline company. And that meant starting at the top–the president’s office.
I punched the name of the airline–and the words, “Board of Directors”–into Google. This gave me several websites to click on to obtain the information I needed.
I started dialing–and quickly hung up: I had just remembered the day was a Sunday. Nobody but cleaning crews would be occupying the airline’s executive offices that day.
I had to start all over.
Next, I decided to call Denver Airport and find an official who would help Rachel onto another flight–without charging her for it.
I didn’t know where to start, so I decided that starting anywhere was just fine. As I was routed from one person to another, I would develop a sense of who I needed to reach.
Some of those I reached seemed genuinely concerned with Rachel’s plight. Others gave me the “that’s-life-in-the-big-city” attitude.
One of the latter felt I wasn’t deferential enough in my tone. He threatened to notify the chief of airport security.
“Go ahead,” I said. “I once worked for the United States Attorney’s Office. I’ll be glad to talk with him.”
He backed off–just as I had assumed he would.
Usually the best way to deal with threats is to directly confront the person making them.
(A friend of mine, Richard St. Germain, spent part of his 11 years with the U.S. Marshals Service protecting Mafia witnesses.
Witness being protected by deputy U.S. marshals
(Many of them didn’t like the places where they were to be relocated under new identities. “I’m going to complain to the Attorney General,” some of them would threaten.
(St. Germain would reach for his office phone, plant it before the witness, and say, “Call him. I’ll give you his number.” The witness always backed off.)
Eventually I reached the Chief of Airport Operations.
I outlined what had happened. He didn’t seem very sympathetic. So I decided to transfer the problem from Rachel to the airport.
Without raising my voice, I said: “It isn’t her fault that your airport was in non-compliance with the Americans With Disabilities Act and she missed her flight because there wasn’t anyone to assist her.”
Suddenly his tone changed–and I could tell I had definitely reached him.
No doubt visions of federal investigations, private lawsuits and truly bad publicity for his airport flashed across his mind. And all this had been achieved without my making an overt threat of any kind.
He said he would see to it that she got onto another flight without having to buy a second ticket.
I called Rachel to give her the good news. But a few minutes later she called me back, almost in tears.
The airline official at the departure gate was giving her a bad time: “If we have to choose between you and another passenger who has a ticket for this flight, he’ll go, not you.”
She laid out a series of other scenarios under which Rachel would remain stranded in Denver.
So once again I called the Chief of Airport Operations: “I just got a call from Rachel. She’s being hassled by an official at the gate. Can you please send someone over there and put a stop to this nonsense?”
A few minutes later, I got another call from Rachel–this one totally upbeat. She said that a man who identified himself only as an airport official–but wearing an expensive suit–had visited her at the gate.
When the ticket-taking airline official had protested, he had cut her off. The official had then walked Rachel and her baggage onto an otherwise fully-loaded 777 jet bound for San Francisco.
Soon she was en route to San Francisco for her urgent-care medical appointment the next day.
So if you’re having troubles with an airline:
- Start by calling the highest-ranking airline official you can reach.
- You may be able to find this out by punching the name of the airline in Google
- If the official isn’t available or sympathetic, call the airport.
- Be persistent–but businesslike.
- Don’t let yourself be bullied.
- If you can cite a legal violation by the airline and/or airport, don’t hesitate to do so.
- But don’t make overt threats: the official will get the message
- Don’t hesitate to play for sympathy: “This is a woman has an urgent-care doctor’s appointment….”
Then cross your fingers and hope for the best.


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THE GOOD NEWS IN THE ASHLEY MADISON SCANDAL
In Bureaucracy, Business, Law Enforcement, Social commentary on August 26, 2015 at 9:50 amIt’s the nightmare-come-true for corporate America.
Name-brand companies, trusted by millions, hit with massive data breaches.
And with a series of keystrokes, the most sensitive financial and personal information of their employees and/or customers is compromised.
Among those companies:
Click here: Data Breach Tracker: All the Major Companies That Have Been Hacked | Money.com
And as of July 15, Ashley Madison joined this list.
Ashley Madison is, of course, the notorious website for cheating wives and husbands.
Launched in 2001, its catchy slogan is: “Life is short. Have an affair.”
One of its ads featured a photo of a woman apparently kneeling at the feet of a bare-chested man, her hand passionately clawing at his belt. Next to her was the caption: “Join FREE & change your life today. Guaranteed!”
Ashley Madison claims to have more than 37 million members. And now, untold numbers of them may find their lives changed forever.
Its hackers were enraged at the company’s refusal to fully delete users’ profiles unless it received a $19 fee.
Referring to themselves as “The Impact Team,” they stated in an online manifesto: “Full Delete netted [Avid Life Media, the parent company of Ashley Madison] $1.7 million in revenue in 2014. It’s also a complete lie.
“Users almost always pay with credit card; their purchase details are not removed as promised, and include real names and address, which is of course the most important information the users want removed.”
On July 20, Avid Life Media defended the service, and said it would make it free.
The hackers demanded: “AM [Ashley Madison] AND EM [Established Men] MUST SHUT DOWN IMMEDIATELY PERMANENTLY.
“We have taken over all systems in your entire office and production domains, all customer information databases, source code repositories, financial records, emails.
“Shutting down AM and EM will cost you, but non-compliance will cost you more.”
The hackers threatened to “release all customer records, including profiles with all the customers’ secret sexual fantasies and matching credit card transactions, real names and addresses, and employee documents and emails.”
Avid Life Media assured its customers that it had hired “one of the world’s top IT security teams” to work on the breach:
“At this time, we have been able to secure our sites, and close the unauthorized access points. We are working with law enforcement agencies, which are investigating this criminal act.”
This statement gives new meaning to the phrase, “Closing the barn door after the cow has gotten out.”
And it raises the question: Why wasn’t this “top IT security team” hired at the outset?
After all, its database is a blackmailer’s dream-come-true. Yet apparently its owners didn’t care enough about the privacy of their customers to provide adequate security.
On August 18, the hackers began releasing their pirated information.
As usual during a corporation’s data breach, Ashley Madison issued a reassuring statement: “We are working with law enforcement agencies, which are investigating this criminal act.
“Any and all parties responsible for this act of cyber-terrorism will be held responsible.”
Eight of those customers (so far) have decided to hold Ashley Madison responsible. They have filed lawsuits against the company in California, Georgia, Minnesota, Missouri, Tennessee and Texas.
They seek class-action status to represent Ashley Madison’s 37 million users.
The lawsuits claim negligence, breach of contract and privacy violations. They charge that Ashley Madison failed to take reasonable steps to protect the security of its users, including those who paid the $19 fee to have their information deleted.
If they win–and force the owners of Ashley Madison to pay up big-time–this could set a precedent for lawsuits by other victims of such data breaches.
An October 22, 2014 “commentary” published in Forbes magazine raised the highly disturbing question: “Cybersecurity: Does Corporate America Really Care?”
And the answer is clearly: No.
Its author is John Hering, co-founder and executive director of Lookout, which bills itself as “the world leader in mobile security for consumers and enterprises alike.”
Click here: Cybersecurity: Does corporate America really care?
“One thing is clear,” writes Hering. “CEOs need to put security on their strategic agendas alongside revenue growth and other issues given priority in boardrooms.”
Hering warns that “CEOs don’t seem to be making security a priority.” And he offers several reasons for this:
“Sales figures and new products are top of mind,” writes Hering. “Shoring up IT systems aren’t.”
The key to sharply reducing data breaches lies in holding greed-obsessed CEOs financially accountable for their criminal negligence.
Only then will their mindset of “We don’t care, we don’t have to” be replaced with: “We care, because our heads will roll if we don’t.”
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