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 Ignorance, There's No Excuse.
 
 Buncha News
 by Judge Dredd
 
 TELEPHONE SERVICES:  A GROWING FORM OF ?FOREIGN AID'
 
 Keith Bradsher, ?The New York Times?, Sunday, October 21, 1990
 (Business section, page 5)
 
 Americans who make international telephone calls are paying extra to
 subsidize foreign countries' postal rates, local phone service, even
 schools and armies.
 
 These subsidies are included in quarterly payments that American
 telephone companies must make to their counterparts overseas, most of
 these are state-owned monopolies.  The net payments, totaling $2.4
 billion last year, form one of the fastest-growing pieces of the
 American trade deficit, and prompted the Federal communications
 Commission this summer to begin an effort that could push down the
 price that consumers pay for an international phone call by up to 50
 percent within three years.
 
 The imbalance is a largely unforeseen side effect of the growth of
 competition in the American long-distance industry during the 1980's.
 The competition drove down outbound rates from the United States,
 while overseas monopolies kept their rates high.
 
 The result is that business and families spread among countries try
 to make sure that calls originate in the United States.  Outbound
 calls from the United States now outnumber inbound calls by 1.7-to-1,
 in minutes -- meaning American phone companies have to pay fees for
 the surplus calls.  The F.C.C. is concerned that foreign companies are
 demanding much more money than is justified, given the steeply falling
 costs of providing service, and proposes to limit unilaterally the
 payments American carriers make.
 
 Central and South American countries filed formal protests against
 the F.C.C.'s plan on Oct. 12.  Although developed countries like
 Britain and Japan account for more than half of United States
 international telephone traffic, some of the largest imbalances in
 traffic are with developing countries, which spend the foreign
 exchange on everything from school sys ms to weapons.  The deficit
 with Columbia, for example, soared to $71 million last year.
 
 International charges are based on formulas assigning per-minute
 costs of receiving and overseas call and routing it within the home
 country.  But while actual costs have dropped in recent years, the
 formulas have been very slow to adjust, if they are adjusted at all.
 For example, while few international calls require operators, the
 formulas are still based on such expenses.
 
 Furthermore, the investment required for each telephone line in an
 undersea cable or aboard a satellite has plummeted with technological
 advances.  A trans-Pacific cable with 600,000 lines, announced la
 Wednesday and scheduled to go into service in 1996, could cost less
 than $1,000 per line.
 
 Yet the phone company formulas keep charges high.  Germany's Deutsche
 Bundespost, for example, currently collects 87 cents a minute from
 American carriers, which actually lose money on some of the off-peak
 rates they offer American consumers.
 
 MORE CALLS FROM THE U.S. ARE GENERATING A GROWING TRADE DEFICIT
 
 U.S. telephone companies charge less for      1980   0.3   (billions of
 overseas calls than foreign companies         1981   0.5    U.S. dollars)
 charge for calls the United States.  So       1982   0.7
 more international calls originate in the     1983   1.0
 United States.  But the U.S. companies pay    1984   1.2
 high fees to their foreign counterparts for   1985   1.1
 handling those extra calls, and the deficit   1986   1.4
 has ballooned in the last decade.             1987   1.7
 1988   2.0
 1989   2.4 (estimate)
 (Source: F.C.C.)
 
 THE LONG DISTANCE USAGE IMBALANCE
 
 Outgoing and incoming U.S. telephone traffic, in 1988, the latest year
 for which figures are available, in percent.
 
 Whom are we calling?              Who's calling us?
 Total outgoing raffic:           Total incoming traffic:
 5,325 million minutes             3,155 million minutes
 
 Other:      47.9%                  Other:      32.9%
 Canada:     20.2%                  Canada:     35.2%
 Britain:     9.1%                  Britain:    12.6%
 Mexico:      8.8%                  Mexico:      6.2%
 W. Germany:  6.9%                  W. Germany:  5.4%
 Japan:       4.4%                  Japan:       4.3%
 France:      2.7%                  France:      3.4%
 
 (Source:  International Institute of Communications)
 
 COMPARING COSTS:  Price range of five-minute international calls between
 the U.S. and other nations.  Figures do not include volume discounts.
 
 Country            From U.S.*         To U.S.
 
 Britain            $2.95 to $5.20      $4.63 to $6.58
 Canada (NYC to    $0.90 to $2.25      $1.35 to $2.26
 Montreal)
 France             $3.10 to $5.95      $4.72 to $7.73
 Japan              $4.00 to $8.01      $4.67 to $8.34
 Mexico (NYC to     $4.50 to $7.41      $4.24 to $6.36
 Mexico City)
 West Germany       $3.10 to $6.13      $10.22
 
 * For lowest rates, callers pay a monthly $3 fee.
 A.T.&T.)
 
 WHERE THE DEFICIT FALLS: Leading nations with which the United States
 has a trade deficit in telephone services, in 1989, in millions of
 dollars.
 
 Mexico:              $534
 W. Germany:           167
 Philippines:          115
 South Korea:          112
 Japan:                 79
 Dominican Republic:    75
 Columbia:              71
 Italy:                 70       (Source: F.C.C.)
 Israel:                57
 Britain:               46
 
 THE RUSH TOWARD LOWER COSTS: The cost per telephone line for laying
 each of the eight telephone cables that now span the Atlantic Ocean,
 from the one in 1956, which held 48 lines, to the planned 1992 cable
 which is expected to carry 80,000 lines.  In current dollars.
 
 1956           $557,000
 1959        436,000
 1963        289,000
 1965        365,000
 1970         49,000
 1976         25,000
 1983         23,000               (Source, F.C.C.)
 1988          9,000
 1992  5,400  (estimate)
 
 CRY AGAINST THE TYRANNY OF VOICE MAIL
 
 Michael Schrage, Los Angeles Times Syndicate; Published in ?The Boston
 Sunday Globe?, October 21, 1990, page A2.
 
 Watson!  Come quickly!  I need you!
 
 "The party you are trying to reach -- Thomas Watson -- is unavailable
 at this time.  To leave a message, please wait for the beep.  When you
 are finished with the message, press the pound sign.  To review your
 message, press 7.  To change your message after reviewing it, press 4.
 To add to your message, press 5.  To reach another party, press the
 star sign and enter the four digit extension.  To listen to Muzak,
 press 23.  To transfer out of phone mail in what I promise you will be
 a futile effort to reach a human, press 0 -- because we treat you like
 one."
 
 Who hasn't made a perfectly innocent phone call to an organization
 only to be ensnared in a hideous Roach Motel of a voice mail system?
 No matter if you call a Fortune 500 behemoth or the local mall, the
 odds are increasing that you will listen to a machine before you talk
 with a human.
 
 In 1985, barely a thousand corporate voice mail systems were sold in
 the United States.  By the end of this year, the industry expects to
 sell more than 30,000 systems.  Depending upon their designs, you
 might never talk with a human -- no matter how desperately you'd like
 to.  So ask not for whom the voice mail networks, it networks for
 thee.
 
 "Based on my personal experience, five percent of these systems are
 superbly designed, 20 percent are poorly to abysmally designed, and
 the rest fall in between," says sociologist James E. Katz, who studies
 the human impact of telecommunications systems for Bellcore, the
 research arm of the regional Bell operating companies.
 
 What superb voice mail design means, of course, is in the ear of the
 holder.  Some people would rather chat withthat won't
 interrupt than with the human that almost certainly will.  Some people
 would rather dictate their thoughts; others want the comfort and
 courtesy of a voice that's not prerecorded.
 
 But that's not the real question.  Far more interesting is what these
 systems say about the organizations that use them.
 
 Just as the design of the office or a tacit employee dress code speaks
 volumes about an organization's culture, so do the telecommunications
 networks it offers to the outside world.  The well-designed system
 conveys a pleasant blend of efficiency and warmth.  The
 "technobnoxiousnetwork" reveal the mix of self-importance and
 incompetence that permeates too many companies.
 
 The new technology rewrites telephone etiquette even as is it
 generates new frontiers of rudeness.  You might believe that the
 secretary lost the message; you're skeptical if they say the voice
 mail system crashed.  The network becomes as much a crutch as a
 communications tool.  Come on!  Are you really always in meetings or
 are you using  ice mail as a shield to deflect the unexpected call?
 
 Voice mail creates new classes of interaction in the professional
 world.  (It also creates the ominous specter of voice mail hackers --
 telephone intruders who break into systems to eavesdrop on messages or
 surreptitiously plant  em.)  While many of these new classes are a
 boon to organization effectiveness, they can also signal a subtle but
 insulting contempt of outsiders.
 
 The irony here is that voice mail is one of those rare technologies
 that made the reverse migration from the home to the office.  For all
 their initial awkwardness, answering machines were designed to make
 life easier for all parties concerned.
 
 The overwhelming reason why most companies buy voice mail systems
 isn't to make life better for people calling in, but rather to make
 intra-company communications more efficient at lower cost.
 
 "What we're seeing is the hollowing of the organization social
 system," says Rensselaer Polytechnic's Langdon Winner, author of
 "Autonomous Technology," an influential critique of technological
 innovation.  "Instead of complementing the way people communicate in
 organizations, the technology is designed to replace it."
 
 That, says Winner, creates a very different kind of social system --
 one where people would rather transfer you to the technology than deal
 with you themselves.  Why?  Because that is the value that the
 organization is trying to reinforce.
 
 "I think it's regrettable that so many organizations fail to
 adequately consider the needs of the customers when they install these
 systems," says Bellcore's Katz.  "They mainly consider the internal
 needs of the company so outsiders get turned off to the whole
 experience when the call in and try to talk to someone."
 
 While becoming "lean and mean" is a touchstone of American management
 these days, I'm not certain that all this leanness and meanness was
 supposed to be inflicted on the organization's customers.  Indeed,
 voice mail illustrates one of the seeming paradoxes of business
 practice: How do you become more cost-effective while, at the same
 time, offering customers greater value and better service?
 
 Sure, technology is supposed to give you both -- but only if it is
 designed and implemented with  re and thought.  The nasty implicit
 message embedded in most voice mail systems is: "We're too busy to
 have anyone talk with you.  Let us treat you like a data entry device
 and don't forget to press the pound key after you shut up.  If we have
 the time, we may even get back to you."
 
 I don't think there's much question that most voice mail systems do an
 excell t job of coordinating internal communications and boosting
 group productivity.  But does it come at the price of alienating
 potential customers?
 
 Professionally, I like the eas        and versatility that voice mail offers
 -- when I'm using it.  Personally, I'm sick and tired of playing
 telephone tag with machines instead of people.
 
 The poor quality of so many voice mail systems underscores one of the
 most painful truths of technology: We would rather use these new media
 to make life easier for ourselves than o make it easier for others.
 In the short run, that may make us more "productive."  In the longer
 run, what we'll discover is that people would rather not call us any
 more.
 
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