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 FIRST RULE OF BUREAUCRACIES
In Bureaucracy, History, Law Enforcement, Politics, Social commentary on July 23, 2015 at 12:02 pmAfter spending years of his life sexually abusing boys entrusted into his care, Jerry Sandusky will likely spend the rest of his life as a prison inmate.
On October 9, 2012, a Pennsylvania judge sentenced the 68-year-old former Penn State assistant football coach to at least 30 years in prison. And he may spend as many as 60 years behind bars.
Following his conviction on June 22, 2012, he had faced a maximum of 400 years’ imprisonment for his sexual abuse of 10 boys over a 15-year period.
Jerry Sandusky (middle) in police custody
After the sentencing decision was announced, Penn State University President Rodney Erickson released a statement:
“Our thoughts today, as they have been for the last year, go out to the victims of Jerry Sandusky’s abuse.
“While today’s sentence cannot erase what has happened, hopefully it will provide comfort to those affected by these horrible events and help them continue down the road to recovery.”
No doubt Erickson–and the rest of Penn State–waned to move on from this shameful page in the university’s history. And the university desperately tried to sweep the sordid scandal out of sight of the ticket-paying public–-and of history.
Among the steps it took:
So what remains to be learned from this sordid affair?
A great deal, it turns out.
To begin at the beginning:
In 2002, assistant coach Mike McQueary, then a Penn State graduate assistant, walked in on Sandusky anally raping a 10-year-old boy. The next day, McQueary reported the incident to head coach Joe Paterno.
“You did what you had to do,” said Paterno. “It is my job now to figure out what we want to do.”
Joe Paterno
Paterno’s idea of “what we want to do” consisted of reporting the incident to three other top Penn State officials:
Their idea of “what we want to do” was to close ranks around Sandusky and engage in a diabolical “code of silence.”
As former FBI Director Louis J. Freeh summed up in an internal investigative report compiled at the request of Penn State and released on July 12, 2012:
“Four of the most powerful people at the Pennsylvania State University–-President Graham B. Spanier, Senior Vice President-Finance and Business Gary C. Schultz, Athletic Director Timothy M. Curley and Head Football Coach Joseph V. Paterno–-failed to protect against a child sexual predator harming children for over a decade.
“These men concealed Sandusky’s activities from the board of trustees, the university community and authorities.
Louis J. Freeh
“They exhibited a striking lack of empathy for Sandusky’s victims by failing to inquire as to their safety and well-being, especially by not attempting to determine the identity of the child who Sandusky assaulted in the Lasch Building in 2001.
“… In order to avoid the consequences of bad publicity, the most powerful leaders at the University….repeatedly concealed critical facts relating to Sandusky’s child abuse from the authorities, the University’s Board of Trustees, the Penn State community, and the public at large.
“The avoidance of the consequences of bad publicity is the most significant, but not the only, cause for this failure to protect child victims and report to authorities.”
If there is a fundamental truth to be learned from this sordid affair, it is this:
The first rule of any and every bureaucracy is: Above all else, the institution must be protected.
And this holds true:
During the 48-year reign of FBI Director J. Edgar Hoover, agents had their own version of this: Do not embarrass the Bureau.
Those who did were fired ot shipped to Hoover’s version of Siberia: A posting in remote Butte, Montana.
Within the Catholic Church, countless Catholic priests abusing young boys entrusted to their protection were repeatedly protected by their high-ranking superiors.
In private industry, whistleblowers who report rampant safety violations in nuclear power plants are often ignored by the very regulatory agencies the public counts on to prevent catastrophic accidents.
Imperfect institutions staffed by perfect men obsessed with power, money and fame–-and fearful of losing one or all of these–-can never be expected to act otherwise.
And those who do expect ordinary mortals to behave like extraordinary saints will be forever disappointed.
So how can we at least minimize such outrages in the future?
“Eternal vigilance is the price of freedom,” warned Thomas Jefferson. And it remains as true today as it did more than 200 years ago.
Add to this the more recent adage: “Sunlight is the best disinfectant.”
The more we know about how our institutions actually work–-as opposed to how they want us to believe they work–-the more chance we have to control their behavior.
And to check their abuses when they occur.
Which they will.
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