Sam and Ally

Coyote as an assurance you will probably never have to work that hard for a meal. Doing advocacy work will inevitably lead to you facing a lot of rocks in your life. In the case of the email above, Jerry is a rock. And Jerry threw a piece of his rock at me. Rocks are relatively easy to deflect. I set up a lot of filters on my gmail to redirect rocks into a quarantine folder e. Rocks are also relatively easy to ignore. Rocks are also expected. Most allies sign up for duty knowing they are going to face rocks.

For every well-intentioned ally there are several louder, terrifying, and destructive queerphobic people. And there is also a sentiment that some self-labeled allies have ulterior motives e. There is all that and more behind this, and every person you talk to will have a different narrative and perspective, but this all goes to say that there is a lot of justification for hard-placing. Emails like the one above tear me apart. I get Google alerts whenever my name, the name of this site, or the non-profit I run pop up on the web, and many times reading those discussions is equally heart-heavy, when I see conversations of this theme popping up.

The long and short of it: Most of the time you can realize that there are rocks and there are hard places and there is also a third thing: The Kobayashi Maru was an unbeatable challenge until Kirk changed the terms or, in the film , ate an apple like a cheating jerk to make it beatable. If instead of focusing on the rocks and hard places, we focus on taking step after step, moving forward slowly, the impossibility fades away.

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Haters, they gonna hate. Ballers, they gonna ball. Shot callers, they gonna call. Yes, it absolutely would be. Everyone has their own story. Focus on the people who are open to your allyship instead. Engage with them, ask questions, learn, be open-minded, and keep moving forward. What I do know with absolute certainty: We can move on without knowing the answer to this question for two reasons:.

One, I know a ton of queer people who are super ally friendly. So if you are trying to learn more about how to be a good ally, to understand the issues and perspectives, and have quality, safe conversations, these people are there. In both value-net games and public interest games, governments establish the rules by which the players operate, acting as rule makers.

But governments also interpret and enforce the rules, effectively acting as referees. Governments may even participate directly as players , for example, as customers in value-net games or as initiators of policy changes in public interest games. Many influence games involve multiple interacting levels of government—local, state, federal, and international.

Actions at one level can influence what goes on at other levels. Understanding these interactions is critical to devising good influence strategies. Many influence games also have both value-net and public interest components. A merger, for example, needs government approval; it may also elicit the opposition of environmental groups. Thus it is often essential to understand and manage linked games.

To diagnose the impact of government on your business, you will need to pinpoint the types of games in which you are involved, the roles governments play in these games, and the multiple levels of government that affect what you do. You may also need to anticipate and shape linkages between value-net games and public interest games. But first we need to digress a bit to define these types of games and to explore the roles that government can play in them.

Games that businesses play with each other in the course of their ordinary activities take place within what Barry Nalebuff and Adam Brandenburger call Value Net. Along the vertical dimension of the Value Net are the company's customers and suppliers.

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Resources such as raw materials and labor flow from suppliers to the company, and products and services flow from the company to customers. Money flows in the reverse direction, from customers to the company and from the company to suppliers. Along the horizontal dimension are the company's competitors and complementors.

A player is your complementor if customers value your product more when they have the other player's product. A player is your competitor if customers value your product less when they have the other player's product than when they have your product alone. Intel, for example, buys raw materials and processing technology from many sources, and sells microprocessors to computer makers such as Compaq and Dell.

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The company competes with chipmaker Advanced Microdevices and complements Microsoft's operating system and applications software. Businesses cooperate to create economic value; they compete to distribute or claim the value that gets created. Consider, for example, a large manufacturer like Ford Motor Company. Ford cooperates with its suppliers to design new vehicles even as it negotiates vigorously with them over the terms on which parts will be supplied. By cooperating to develop new cars, Ford and its dealers and suppliers create a valuable pie of economic value. By negotiating over price, quality and delivery terms, they divide that pie.

The players in the value net continually seek to change the game to create and claim more value. Ford carefully fosters competition among its suppliers and manufacturers critical components in-house to ensure that the company does not become too reliant on a single source for key parts.

Making an Ally of Uncle Sam - HBS Working Knowledge - Harvard Business School

As part of its strategy to change the game, Ford announced in that it would cooperate with General Motors and Daimler Chrysler to create a huge new electronic procurement exchange to leverage electronic transfer of data and reduce procurement costs. Its suppliers were understandably uneasy. Government rule makers and referees shape businesses' ability both to initiate and to defend against these strategies—to play offense or defense in value-net games.

Specifically, the ability to make game-changing moves is constrained by laws and regulations governing competition, antitrust, intellectual property, product approval processes, and technical standards. When governments review applications for mergers and acquisitions or hear legal cases concerning intellectual-property rights or takeover disputes, they are acting as rule makers and referees in value-net games between businesses. Consider, for example, the debate about Napster, the online service for sharing digital and music files.

Napster triggered a firestorm of outrage in the music industry about piracy of music.

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Dre and the heavy metal band Metallica sued Napster for copyright infringement late in But is was unclear how intellectual-property law applied to such an innovation, so Napster's opponents also pursued a legislative remedy and persuaded key senators to hold hearings in the summer of The results of the court case are still undetermined, but in November , Napster took a step toward legitimacy by arranging a deal with media giant Bertelsmann AG to develop a legal version of the music-sharing service. Because governments can influence the outcomes of value-net games, many companies seek to involve rule makers and referees to gain advantage.

Moves to influence government are commonplace when playing defense against others' strategic initiatives. Sometimes businesses appeal to rule makers and referees not to win but to deter weaker players by disrupting or delaying their plans or imposing burdensome penalties. Delay is often a valuable side effect of government involvement in value-net games.