That we’re living in a post-factual world isn’t in serious doubt. What remains to be resolved is the recursive question as to whether evidence that the world is post-factual should be allowed into debates as to whether the world is post-factual.

If you need evidence, (don’t worry — in spite of immense provocation I’m going to make no mention of Donald Trump, on the grounds that hitting the side of a barn does not demonstrate marksmanship) … I say, if you need evidence:

  • When “proving” the horrors of authoritarian government, which are you more likely to cite — a list of Joseph Stalin’s atrocities, or George Orwell’s 1984?
  • When attempting to demonstrate the nightmarish consequences of a social welfare state, do opponents find a social welfare hellhole to make their point, or do they bring up Aldous Huxley’s Brave New World?
  • The Republican party’s most influential economic policy wonk, Paul Ryan, has ideas so deeply rooted in Ayn Rand’s Atlas Shrugged, that for years he gave copies to his interns to get them on board with his thinking.
  • While political liberals have no obvious equivalent work of fiction to cite, there is Harry Potter and the Millennials (Anthony Gierzynski and Kathryn Eddy, Johns Hopkins University Press, 2013). Its authors persuasively demonstrate that J.K. Rowling’s series had a strong liberalizing influence: Her audience embraced her protagonists’ widely tolerant pluralism, skepticism of authority and the press, and aversion to violence and torture as acceptable means to even worthwhile ends … not because of any social theory, but because of how the good guys, bad guys, and bumblers in between behaved in the books.
  • Closer to home, it’s pretty clear that Spencer Johnson’s Who Moved My Cheese has had far more impact on how business executives think about organizational change than any formulation that actually, for example, works.
  • And closer yet to home, Gene Kim’s and Kevin Behr’s The Phoenix Project did more to persuade most industry thinkers that DevOps is real, practical, and important than any real-world DevOps projects.

Not that this is a new phenomenon. If you think otherwise, a title: Uncle Tom’s Cabin.

Fiction as proof has inestimable value for the persuader. As characters, events, and, in some fantasy and science fiction, the laws of physics must all bow down and behave according to the author’s whims, in fiction it’s possible to “prove” whatever the author wants to prove. As an example: in The Moral Hazard of Lime Daiquiris, Dave Kaiser and I proved that hiring only seriously ugly employees is a winning business strategy. Nothing to it. All we had to do was … oh, wait, maybe if I don’t tell you you’ll buy a copy.

It isn’t that fiction has no valid role to play in shaping opinion. Because of the way we humans go about the business of thinking, fiction is often the best way to illustrate an idea, especially in an era of limited attention spans. But illustration and demonstration are two very different matters. What makes fiction dangerous is how easily it can nudge an unwary reader across the line that separates the two.

Persuasion through fiction is, to be fair, nowhere near as nasty as persuasion through the utterly vicious disregard for decency shown by the trolls, fake news sites, unrepentant and repeated lies, and conspiracy theories amplified and bounced around the Twitter-verse by Tweet ‘bots.

But given what’s been published on the subject of post-factualism, you might think it’s limited to audiences that read this crap and accept it uncritically because, if its members have even heard the phrase “confirmation bias,” they think it’s something that only the idiots who disagree with them are afflicted with.

While that might be what we’re descending into, I don’t think it’s where post-factualism starts. I think it starts with conflating fact and fiction.

And if you think this is just one of Bob’s occasional social commentary rants, it’s worth pointing out that the world of business is far from immune. Google “Comet Ping Pong pizzeria” if you don’t believe me.

Consider: If a pizza joint with ping pong tables can be the target today, your company could just as easily be in the crosshairs tomorrow.

Which leads to a suggestion: If you don’t already have a social media listening post set up, set one up. Make sure it’s set to monitor darker sources and detect darker material than your average “Your product sucks!” Facebook post.

Meanwhile, don’t wait until a bunch of crazed conspiracy theorists start accusing your organization of violating the Don’t Be Creepy rule.

The time to plan is before you need to respond, not when you’re under attack.

Somewhere in the business you support is a manager who needs to do things more effectively. The alternatives:

  • Shovel a request into the IT request queue.
  • Ask Clyde, who’s “good with PCs” to do something magical with Excel.
  • Bring in a local IT services company to build a system that helps do things more effectively.
  • Find some inexpensive off-the-shelf software that will help do things more effectively, then badger IT into allowing its installation.
  • Contract with a SaaS vendor whose software will help do things more effectively and don’t tell IT anything about it.
  • Sigh a great sigh and give up on making things happen more effectively.

The first bullet is The Right Way To Do Things.

The remaining bullets are all some form of end-user computing (EUC) or the dreaded shadow IT.

Except for the last bullet, that is. The Great Sigh is a key reason entrepreneurships are able to beat, or at least hold their own against their giant competitors.

Let’s add a dimension to this mess exciting array of alternatives: The backbone and hub of your enterprise technical architecture is one of the major commercial ERP suites. What the manager needs would, most logically, be implemented as a customization to one of the ERP suite’s modules.

Nope. Can’t have that. So option #1 — the right way to do things — is off the table, leaving only end-user computing (EUC), Shadow IT, or sighing deep sighs on the table for our sadly un-mythical manager to choose from.

Compared to the rest of the population, KJR’s readers are, disproportionately, metrics nerds, so let’s add a nerdy metrical dimension as well.

The metrics your average business manager cares about in this situation are, in descending order of importance:
1. Cycle time: Start the stopwatch the moment the manager first develops a reasonably clear idea of what’s needed. Stop it when the software is in production and the manager’s employees are doing things the new way. More than anything else, managers want this cycle time to be short.
2. Quality: No, not being bug free, although that’s nice too. Quality isn’t just the absence of defects. It’s also adherence to specifications – whether the software does what the manager needs it to do. By this definition, the plain-vanilla version of the ERP suite’s module is a low-quality solution. It doesn’t do what the manager needs it to do, because if it did, the manager wouldn’t be submitting the request. Q.E.D.
3. Fixed cost: This is the initial spend – how much the manager will have to pay for the solution. This matters because above a certain amount the software becomes a capital acquisition, which means the manager would have to go through the company’s CapEx approval process … a governance process that makes the IT request queue seem downright friendly and inviting in comparison.
IT’s priorities, presumably reflected in your company’s IT request governance, are quite different, usually along the lines of:

1. Financial Value: Amortize the fixed project costs over some reasonable number of useful years of software service. Add the expected cost of ongoing maintenance. Subtract from the business benefits that will come from doing things the new way. Divide by total cost to turn the result into a percentage. (Yes, yes, multiply by 100. Don’t be pedantic. Oh, I forgot — you’re a metrics nerd too. Okay.)

If the result is a positive number, rank it against all the other requests that have to compete for IT’s time and attention.

2. Political Value: Don’t be shocked. Also, don’t be outraged. The Financial Value undervalues a lot of what are, in polite company, called “intangible benefits.” (In less polite company they’re called “warm fuzzies”; also, “Don’t be ridiculous!”)

As minor matters like customer satisfaction usually fall into the intangibles bucket, there’s often value in political value — for someone standing up for what matters most, even if it’s hard to put a number to it.

3. Strategic Value: Some projects are part of the strategic plan — they advance the strategy. Others aren’t part of the plan but they are consistent with strategic intent. There are no others — any manager worth his or her salt knows how to write the obligatory two-paragraph account of how their pet project fits into the company strategy.

Compare the two sets of priorities and it should be clear why, for most managers, and especially for smaller efforts, EUC and shadow IT are the preferred ways to go.

Doing things the so-called right way might make a manager a good corporate citizen.

But EUC and shadow IT are what get the annual bonus.