The Happy Hour - The Mooring 20s

It’s easy to think of the flu as an immutable fact of winter life, more inconvenience than calamity. But each year, on average, it sickens roughly 30 million Americans and kills more than 30,000 (though the numbers vary widely season to season). The elderly, the poor, and people of color are all overrepresented among the casualties. By some estimates, the disease’s annual economic cost amounts to nearly $90 billion. We accept this, when we think about it at all, as the way things are. Except that this past year, things were different: During the 2020–21 flu season, the United States recorded only about 2,000 cases, 17,000 times fewer than the 35 million it recorded the season before. That season, the flu killed 199 children; this past season, as far as we know, it killed one.

Masks, in theory, are one of the simplest pandemic-times interventions to hold on to. They are “the low-hanging fruit,” says the Emory University immunologist Anice Lowen, because, unlike shutdowns or restrictions on indoor gatherings, they don’t disrupt our daily routines. In an ideal world, several epidemiologists told me, people would mask in crowded indoor spaces during flu season—if not all the time, then at least when case counts are on the rise. If that became the norm, Marr told me, “we would see huge reductions in colds and flus. No question.”

Until the advent of sewer systems and water treatment, Marr said, people accepted deadly waterborne diseases as a basic fact of life. These days, the idea of drinking dirty water strikes most as repulsive, even as we resign ourselves to breathing filthy air and contracting seasonal respiratory viruses. But now, Marr said, “we’ve seen we don’t have to live that way.” By better ventilating our buildings—which to this point have largely been optimized for energy efficiency, not air quality—she said, we could do for air what we have done for water.

Perhaps the most important insight NASA has gleaned from studying team dynamics—in space and on Earth—is the preciousness of one trait in particular: a sense of humour. Studies of crews overwintering at the South Pole show that a confined group needs people to fulfil various roles, including leader, storyteller and social secretary. But the most important task by far is that of the clown, a person who is funny and also wise enough to understand each member of the group and defuse tensions. Laughter, as much as courage, will sustain astronauts on their long quest to Mars. 

Successful teams for space missions will require constant tweaking. You cannot dispatch perfect crew members and expect them to remain that way for years. In repeatedly testing participants in HERA, researchers found that certain skills within a team, such as creative thinking and problem-solving, tend to decline about halfway through a mission. The reason? Probably living in a low-stimulation environment, eating the same foods and looking at the same people and the same dark sky every day. Knowing that a team’s performance can be dynamic—however good it might be at the start—crews on Mars missions will have to find ways to keep firing up each other’s imaginations.

So what have these models and experiments revealed? Conflict within a team is not always a bad thing. Happy teams are not necessarily the most productive. “If we’re going to draw an arrow of causality, it’s stronger to reword the statement as ‘a productive team is a happy team’,” says Leslie DeChurch, a psychologist at Northwestern University. “Nothing builds cohesion in a team like excellence.”

A couple days after the keynote, I had a rare on-the-record conversation about Apple silicon with senior worldwide marketing VP Greg Joswiak (aka “Joz”), senior hardware engineering VP John Ternus, and senior hardware technology VP Johny Srouji. I had been asking Apple to put me in touch with Srouji for years. His title only hints at his status as the chip czar at Apple. Though he’s begun to appear on camera at recent Apple events, he generally avoids the spotlight. An Israeli-born engineer who previously worked at Intel and IBM, Srouji joined Apple in 2008, specifically to fulfill a mandate from Steve Jobs, who felt that the chips in the original iPhone couldn’t meet his demands. Srouji’s mission was to lead Apple in making its own silicon. The effort has been so well executed that I believe Srouji is secretly succeeding Jony Ive as the pivotal creative wizard whipping up the secret sauce in Apple’s offerings.

“When you’re a merchant vendor, a company that delivers off-the-shelf components or silicon to many customers, you have to figure what is the least common denominator—what is it that everyone needs across many years?” he says. “We work as one team—the silicon, the hardware, the software, the industrial design, and other teams—to enable a certain vision. When you translate that to silicon, that gives us a very unique opportunity and freedom because now you’re designing something that is not only truly unique, but optimized for a certain product.”