A popular conspiracy theory has it that the SARS-CoV-2 virus was created in a Chinese laboratory.

This idea is, quite plainly, preposterous. The state of the art in genetic engineering is nowhere close to achieving something like this.

It isn’t a stretch to figure out that this finger-pointing exercise is being promoted by people who want to distract us from the obvious true source.

Which is? Check out these three UFO videos recently released by the Department of Defense.

The question we need to ask and answer is why the DoD chose this moment to release them. The answer is, I think, easily discerned. Without these videos, significant portions of the defense budget would be diverted to dealing with the immediate threat the virus poses.

But with these videos, the Pentagon can make a credible case for investing heavily in the advanced weaponry we’ll need to counter an alien attack.

Which is, of course, exactly what the aliens want us to do. Aliens advanced enough to traverse interstellar distances will easily tailor more viruses. The less we invest in pandemic response to instead develop weapons we’ll never have a chance to use, the more the aliens win.

Except that if this were really the Pentagon’s plan it would have released videos that aren’t so grainy and fuzzy. We need to think a few moves ahead to interpret the data.

The cui bono (who benefits?) method of analysis is useful for this analysis.

Who benefits? Zoom benefits! Maybe the virus was designed and produced in its secret laboratories. What, you never heard of these? That just proves they’re secret.

Who, after all, has benefited more than Zoom? Well, Amazon, maybe, but it didn’t need the virus. It’s been taking over the world just fine without it.

But because of social distancing, Zoom’s share price grew from around $70 when the virus first emerged to a recent peak of $170, and that’s in spite of sloppy security practices that otherwise might have caused InfoSec officers around the world to insist on a more hardened alternative.

But, you might object, surely Zoom lacked the financial resources to build and staff a virus engineering lab.

It’s a reasonable objection, but one that’s easily explained: Zoom had co-conspirators. Take, for example, Goody. As a purveyor of products that keep hair under control, Goody must be seeing a dramatic uptick in demand, as people of all genders, with their cutters shuttered, find themselves with too much hair, and in the wrong places.

No, I haven’t been driven to wear a man bun yet, but the handwriting is on the mirror. It’s only a matter of time.

Okay, enough. Fun is fun, but what’s the point?

In spite of their outsized impact on our political dialog, conspiracy theories are promulgated and promoted by only a small minority of our fellow citizens. They’re more loud and irritating than numerous.

What encourages conspiracy theories to thrive is, in contrast, quite common. That’s the desire, whenever anything goes wrong, to find someone or something … no, I was right the first time, to find someone to blame for it.

In our national political dialog the standard of blame is tribalism. Not that many years ago, the standard of blame in IT was Microsoft, and before that IBM.

Now?

Wrong subject. The right one?

Much of the workforce has transitioned to Remote status. In the short term the challenge was ensuring everyone has enough bandwidth and the right access to be productive.

By now, all but the tardiest adopters have made it this far. It’s time to prepare for Stage 2 of the transition to working remotely, which is social dysfunction.

Social distancing is making us safer. It is, however, also making us crabbier, and that’s true even for those of us whose current situation is more inconvenience than serious problem.

With everyone stressed we’re more likely to scrutinize for trivial defects and, having found them, to assign blame. And that’s when things go right. When they go wrong, blamestorming is the entire agenda.

We human beings have a very strong tendency to divide everyone in the world into two groups: Us and Them. We’re the Good Guys; They’re the Bad Guys.

As we increasingly work remotely, the population we each consider to be We will inevitably shrink.

At least it will shrink unless we each, as leaders, adopt active measures to circumvent it.

Because the desire to blame can and will easily overwhelm even the most solid sense of team identity.

Blame the aliens. The ones in the UFOs, that is.

Not everything has changed.

Before Covid-19, conference room meetings consisted of attendees in oval formation, the backs of their laptop screens forming a socially impenetrable barrier. Many of the attendees pretended to be taking notes while actually checking email and otherwise disengaging.

It wasn’t exactly social distancing, but compare this room chemistry with old-fashioned note taking on a pad of paper: No spite fence, no suspicion that half the room is, while physically present, engaged in astral projection, and, for that matter, less temptation to engage in astral projection.

Now we have virtual conference rooms, where many of those attending “multitask” without even having to pretend they’re interested in the conversation. They can just mute their phones and go about answering email and otherwise disengaging while satisfying the need for their presence, which is, as before, more political than essential.

They were invited, they showed up, and so their silo was represented.

What’s the solution? Decide in advance if you’re going to participate. If you are, show up and participate. If you aren’t, Reply All to the invitation list, sending this message: “I have little or nothing to add given the expertise that will already be represented. I trust you to make the best decisions and I promise not to second-guess.”

Or, if you’re the meeting host because you needed it to happen, but don’t have content to contribute from that point forward, let everyone know that your plan is to host but not participate once the pre-meeting schmoozing has finished.

It’s a lot less embarrassing than being asked a question when your mind is exploring an entirely different region of cyberspace.

As long as we’re on the subject, here’s another virtual meeting tip: If you’re the one who’s screen-sharing, make sure the screen you’re sharing isn’t the screen incoming instant messages pop up on. Even by email standards, instant messages tend to be … unfiltered.

And one more: If screen-sharing isn’t important for much of the call, have the designated note-taker share their screen when nobody else needs to share theirs so everyone can see the notes that are being taken in real time.

I’ve been a “remote employee” for the past seven years now. In that time, the phrase has evolved from polite euphemism, to pre-Covid-19 nothing-out-of-the-ordinary, to Covid-19-era new normal.

And yet, not all managers have adapted to the difference between leading and managing a physically present and virtual workforce.

Perhaps you or the managers who report to you are among them. To that end, here are a few more notions to explore:

Out of sight, out of mind. With a physical workforce this was metaphorical. Now it’s literal, too. Not the out-of-mind as in loss-of-sanity-from bouncing-off-the-walls out of mind. Out of mind as in interactions become transactional. The casual conversations needed to build and maintain working relationships easily fall by the wayside when contact has to be intentional because you don’t bump into the people who report to you just by walking around.

The rules of organizational change management (OCM) apply in spades. Especially, every manager should perform a stakeholder analysis to understand how different staff members and groups are likely to be reacting to the steps the business is taking to make it through.

The point of stakeholder analysis is very much the same as the point of personalized marketing messaging: If you understand each person who will receive your messages, you can craft your messages for maximum effectiveness.

Marketers are rarely in a position to truly personalize their messages. The best they can do is divide their audience into groups with similar demographic and psychographic profiles.

That’s true for you if you’re the CEO communicating with the employees of a large enterprise. But if you know every member of the teams that report to you, personalization … or, failing that, being sensitive to how each member will react to what you have to say … is certainly within your grasp.

A final suggestion: Start sending the managers and supervisors who report to you a tip ‘o the week for managing a remote workforce, and especially remote teams.

Some of the above might be useful for getting started.

The answer to the question you undoubtedly want to ask is, of course you can use the above as a starting point. KJR isn’t supposed to be a secret.

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Are you still employed? Has your personal pittance failed to entirely lose its value over the past couple of months?

Us too. Sharon and I decided it’s time to think about those less fortunate than us, which, we concluded, is nearly everyone.

I’m not going to even give hints as to which charities you should donate to. I’ll just say that if you’re like us, little of COVID-19’s personal impact has crossed the threshold separating problems from inconveniences.

If you have been personally affected, I can’t do much more than offer my sympathy. If you haven’t, consider donating somewhere to help those who have.