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Baltimore Residents Away From Turmoil Consider Their Role
BALTIMORE — In the afternoons, the streets of Locust Point are clean and nearly silent. In front of the rowhouses, potted plants rest next to steps of brick or concrete. There is a shopping center nearby with restaurants, and a grocery store filled with fresh foods.
And the National Guard and the police are largely absent. So, too, residents say, are worries about what happened a few miles away on April 27 when, in a space of hours, parts of this city became riot zones.
“They’re not our reality,” Ashley Fowler, 30, said on Monday at the restaurant where she works. “They’re not what we’re living right now. We live in, not to be racist, white America.”
As Baltimore considers its way forward after the violent unrest brought by the death of Freddie Gray, a 25-year-old black man who died of injuries he suffered while in police custody, residents in its predominantly white neighborhoods acknowledge that they are sometimes struggling to understand what beyond Mr. Gray’s death spurred the turmoil here. For many, the poverty and troubled schools of gritty West Baltimore are distant troubles, glimpsed only when they pass through the area on their way somewhere else.
And so neighborhoods of Baltimore are facing altogether different reckonings after Mr. Gray’s death. In mostly black communities like Sandtown-Winchester, where some of the most destructive rioting played out last week, residents are hoping businesses will reopen and that the police will change their strategies. But in mostly white areas like Canton and Locust Point, some residents wonder what role, if any, they should play in reimagining stretches of Baltimore where they do not live.
“Most of the people are kind of at a loss as to what they’re supposed to do,” said Dr. Richard Lamb, a dentist who has practiced in the same Locust Point office for nearly 39 years. “I listen to the news reports. I listen to the clergymen. I listen to the facts of the rampant unemployment and the lack of opportunities in the area. Listen, I pay my taxes. Exactly what can I do?”
And in Canton, where the restaurants have clever names like Nacho Mama’s and Holy Crepe Bakery and Café, Sara Bahr said solutions seemed out of reach for a proudly liberal city.
“I can only imagine how frustrated they must be,” said Ms. Bahr, 36, a nurse who was out with her 3-year-old daughter, Sally. “I just wish I knew how to solve poverty. I don’t know what to do to make it better.”
The day of unrest and the overwhelmingly peaceful demonstrations that followed led to hundreds of arrests, often for violations of the curfew imposed on the city for five consecutive nights while National Guard soldiers patrolled the streets. Although there were isolated instances of trouble in Canton, the neighborhood association said on its website, many parts of southeast Baltimore were physically untouched by the tumult.
Tensions in the city bubbled anew on Monday after reports that the police had wounded a black man in Northwest Baltimore. The authorities denied those reports and sent officers to talk with the crowds that gathered while other officers clutching shields blocked traffic at Pennsylvania and West North Avenues.
Lt. Col. Melvin Russell, a community police officer, said officers had stopped a man suspected of carrying a handgun and that “one of those rounds was spent.”
Colonel Russell said officers had not opened fire, “so we couldn’t have shot him.”
The colonel said the man had not been injured but was taken to a hospital as a precaution. Nearby, many people stood in disbelief, despite the efforts by the authorities to quash reports they described as “unfounded.”
Monday’s episode was a brief moment in a larger drama that has yielded anger and confusion. Although many people said they were familiar with accounts of the police harassing or intimidating residents, many in Canton and Locust Point said they had never experienced it themselves. When they watched the unrest, which many protesters said was fueled by feelings that they lived only on Baltimore’s margins, even those like Ms. Bahr who were pained by what they saw said they could scarcely comprehend the emotions associated with it.
But others, like Lambi Vasilakopoulos, who runs a casual restaurant in Canton, said they were incensed by what unfolded last week.
“What happened wasn’t called for. Protests are one thing; looting is another thing,” he said, adding, “We’re very frustrated because we’re the ones who are going to pay for this.”
There were pockets of optimism, though, that Baltimore would enter a period of reconciliation.
“I’m just hoping for peace,” Natalie Boies, 53, said in front of the Locust Point home where she has lived for 50 years. “Learn to love each other; be patient with each other; find justice; and care.”
A skeptical Mr. Vasilakopoulos predicted tensions would worsen.
“It cannot be fixed,” he said. “It’s going to get worse. Why? Because people don’t obey the laws. They don’t want to obey them.”
But there were few fears that the violence that plagued West Baltimore last week would play out on these relaxed streets. The authorities, Ms. Fowler said, would make sure of that.
“They kept us safe here,” she said. “I didn’t feel uncomfortable when I was in my house three blocks away from here. I knew I was going to be O.K. because I knew they weren’t going to let anyone come and loot our properties or our businesses or burn our cars.”
How Some Men Fake an 80-Hour Workweek, and Why It Matters
Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.
Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.
Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.
Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.
“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”
Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.
The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.
They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.
A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.
Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.
What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.
It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)
A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.
The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.
It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.
High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.
But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.
In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.
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