US Politics
Description
Collection
Title:
US Politics
Date:
4/6/1999
Text:
One fine day Robert VanHook offered us:
RVH> The timing of the merger deal between Hanger and NovaCare has
nothing to do with the consolidation of the O&P organizations in
the National Office.
As a young man I took an interest in politics partially because John F.
Kennedy, for whom I was too young to vote, reminded those of us
listening that the Greek word for 'fool', literally translated, meant a
person who did not take an interest in their affairs-of-state.
RVH> Economic forces were at work. The fact that the merger may take
place during the second quarter -- just before the vote on
consolidation -- appears to be happenstance.
Right. As I grew up a bit, I learned that in politics, as in so many
other facets of life, timing is nearly everything, and quite often
determines outcome. And I learned it is nearly impossible to separate
economics from politics. Sorta like a socket from a stump.
RHV> As a business member of the consolidated organization, the merger
will actually diminish the direct influence of the merged company.
Reading the rationale carefully:
RHV> Under the consolidation plan, up to two companies would have
directors seats on the Board, but only if there were two or more
companies with 200 or more facilities. The proposed merger would
leave only one company with more than 200 facilities, so they would
have only one seat on the Board. So, the merger means that the big
company would have 1 or 5 business seats on the Board, instead of
2 of the 5.
Mathematically, correct. I mean, if boards (I've served on a few)
conducted their business strictly on quantitative factors, this would be
a truism. One person, one vote. It all sounds really neat-o in
principle. The reality, however, is often quite different. As Mao Tse
Tung once said, Divergence in theory and practice matter.
RHV> Since the merged company will have a reported 950 certified
practitioners, one could assume that as individuals they will have
a significant representation, just as practitioners employed by
Hanger and NovaCare do now in the Academy.
One company--one vote. But that one vote belongs to a 600 pound gorilla,
and anyone over the age of twelve knows the difference. The gorilla
sitting there can intimidate, persuade through a variety of factors, and
have influence far beyond what neat little numbers reflect. If I am on a
corporate board and control 40% of the stock and you are on the board
with 10%, rest assured I will be a big gorilla and you will be a
chimpanzee.
RVH> For AOPA, the merger means there will be one less active company
member -- NovaCare.
But that one company remaining, if it includes approximately 625 patient
care facilities and 950 certified practitioners in 42 states, will be
that gorilla.
Simple reflections on monkey business from an amputee.
Wayne Renardson
RVH> The timing of the merger deal between Hanger and NovaCare has
nothing to do with the consolidation of the O&P organizations in
the National Office.
As a young man I took an interest in politics partially because John F.
Kennedy, for whom I was too young to vote, reminded those of us
listening that the Greek word for 'fool', literally translated, meant a
person who did not take an interest in their affairs-of-state.
RVH> Economic forces were at work. The fact that the merger may take
place during the second quarter -- just before the vote on
consolidation -- appears to be happenstance.
Right. As I grew up a bit, I learned that in politics, as in so many
other facets of life, timing is nearly everything, and quite often
determines outcome. And I learned it is nearly impossible to separate
economics from politics. Sorta like a socket from a stump.
RHV> As a business member of the consolidated organization, the merger
will actually diminish the direct influence of the merged company.
Reading the rationale carefully:
RHV> Under the consolidation plan, up to two companies would have
directors seats on the Board, but only if there were two or more
companies with 200 or more facilities. The proposed merger would
leave only one company with more than 200 facilities, so they would
have only one seat on the Board. So, the merger means that the big
company would have 1 or 5 business seats on the Board, instead of
2 of the 5.
Mathematically, correct. I mean, if boards (I've served on a few)
conducted their business strictly on quantitative factors, this would be
a truism. One person, one vote. It all sounds really neat-o in
principle. The reality, however, is often quite different. As Mao Tse
Tung once said, Divergence in theory and practice matter.
RHV> Since the merged company will have a reported 950 certified
practitioners, one could assume that as individuals they will have
a significant representation, just as practitioners employed by
Hanger and NovaCare do now in the Academy.
One company--one vote. But that one vote belongs to a 600 pound gorilla,
and anyone over the age of twelve knows the difference. The gorilla
sitting there can intimidate, persuade through a variety of factors, and
have influence far beyond what neat little numbers reflect. If I am on a
corporate board and control 40% of the stock and you are on the board
with 10%, rest assured I will be a big gorilla and you will be a
chimpanzee.
RVH> For AOPA, the merger means there will be one less active company
member -- NovaCare.
But that one company remaining, if it includes approximately 625 patient
care facilities and 950 certified practitioners in 42 states, will be
that gorilla.
Simple reflections on monkey business from an amputee.
Wayne Renardson
Citation
“US Politics,” Digital Resource Foundation for Orthotics and Prosthetics, accessed November 6, 2024, https://library.drfop.org/items/show/211553.
