That is a mischaracterization of what both I and Carl have said. Go back and read what I've written with regards to objectives. What I am clearly saying is that the lack of setting and communicating the objective is a recipe for failure (or a dishonest way of hiding a very low objective, which would cause a major revolt with the pilot group). You are twisting my words into something I clearly did not say.


I'd have to see just how little that "something" is before I would agree to sign off on it. Sometimes, it is better to take nothing than to torpedo your objective.

Try this analogy. (It may not be perfect, but I think it makes the point.) Let's say I'm a car dealer and I have a car with a sticker price of $28,000. Let's say my dealer cost for that car is $18,000. A customer offers me $500 for the car, take it or leave it. He absolutely will not pay more... that's his final offer. Do I sell the car for $500? Or do I let him walk, and wait for another day and sell the car for a price it should realistically sell for? If I sell the car for $500, I'll have $500 that I wouldn't otherwise have but I'll also do tremendous damage to my value and credibility as a car dealer. Not to mention the fact that I made an incredibly foolish deal that loses a ton of money for me! I'm thinking my salesman on this deal, Mr. Pinneaple Guy, would have a very short career at DAL 88 Driver Motors!

Well, maybe the timing and/or some of the circumstances were different for APA? Maybe some of their tactics were not very effective. It doesn't mean their objective was bad/unachievable and their commitment to their objective was unwarranted and/or inappropriate.