The August 2009 issue of Down East magazine contains an article about watching whales off the Maine coast. (Interestingly, a recent issue of the New York Times Magazine also had a big article about whale/human interactions).
Some of the Down East material was written by Bret Gilliam, and all the photographs, which are very good, were taken by him. Mr. Gilliam included an analysis of an interaction between some federal officials and the captain and crew of a whale watching boat.
Engine # 3, Brunswick Fire Department.

A Portland, Maine, landmark with an icon of Maine – the “Open” flag, which waves by every roadside souvenir shop, antique emporium, and diner.

Speaking of diners, here’s A Portland waterfront landmark.
Here’s an analogous example from my own experience of how a “bureaucracy” works to carry out the responsibilities the country has assigned to it, while achieving a reasonable outcome.

No whales here.
There is no more relentlessly rigid bureaucracy than the military. In the Army, there are rules all over the place. Why are there so many rules? To save lives and keep soldiers safe, healthy, and relatively happy. Is it wrong to enforce rules that have such a sound purpose? Sure, if you’re unreasonable about it. But assuming the intelligence, common sense, and reasonableness of most soldiers in leadership positions, it’s not such a bad thing to follow the rules.
A long time ago, I worked in the Awards and Decorations office of a large Army training post. For a year and a half, I handled the paperwork for just about every medal that the fort’s various units proposed to award to their outstanding soldiers. One case had an unusual background. Prior to recommending that a certain soldier be awarded a medal for a commendable action, the officers of the sergeant’s unit had begun court martial proceedings against him – for the very same act! Is that any way to run a railroad – or a bureaucracy? As a matter of fact it is.
The soldier being recommended for a medal was a sergeant in a basic training company. Basic training at that time included instruction and practice in throwing hand grenades. Most of the practice consisted of throwing dummy grenades at a pretend enemy bunker. But the training culminated with each young soldier throwing one real, live hand grenade – under very tightly controlled circumstances. With a sergeant personally coaching
On the waterfront.
and helping, each recruit pulled the pin and threw a live grenade over a thick concrete wall. Assuming everything went well, you could hear, but never see, the explosion on the other side of the high wall. If you weren’t throwing, you were safely waiting your turn in a concrete bunker off to the side. If things went really wrong, and the grenade fell on your side of the wall, there was a smaller wall to cower behind for protection. And the sergeant was right there to make sure that you were cowering as safely as possible. (When I had done the same exercise during my basic training, I lived up to my reputation as a nonathlete, and my grenade toss was puny indeed. The grenade made it over the wall, but the sergeant had me crouch down alongside himself, saying, “Well, we’ll probably feel a little dirt on that one.” Sure enough, a handful of dirt clumps rained down on us from the other side of the big wall.”
Back to the story: The sergeant who was to receive a medal had been helping a recruit who apparently had an even worse throwing arm than mine. The young man’s grenade hit the big wall and fell back into the area he and the sergeant were standing in. The sergeant grabbed the trainee, threw him behind the short safety wall, and then threw himself on top of the young man. The
Cundy’s Harbor lawn ornament.
grenade exploded with no harm done, except perhaps some stained underwear. The elaborate safety system had worked just the way it was supposed to, albeit with the quick action of an alert and agile trainer.
One of the sergeant’s main jobs on the grenade range was not just to prevent injury or death, but to prevent any incident that could lead to possible injury or death. The bureaucracy had worked long and hard to devise and carry out a system that would prevent such incidents. It delegated the authority for managing
Cundy’s Harbor: Low Tide revery.
the system to front line trainers like our sergeant. On the face of it, the sergeant had failed in his responsibility because such an incident had occurred. Of course the bureaucracy must investigate such a failure! Lives were at risk. If the sergeant had indeed been negligent in some way, he deserved a court martial. If he was not negligent, then maybe something could be learned from the incident to make the system better and prevent future mishaps. The bureaucrats involved (the sergeant’s military superiors) would, in fact, have been grossly negligent had they not investigated thoroughly. Admittedly, they used the negative framework of preliminary court martial proceedings to do that investigation. But that was the tool they had.
And the system worked. The “bureaucracy” did the job we Americans had hired it to do. After determining that the sergeant had not been negligent, they turned around and proposed that he be recognized as something of a hero. Not only was a common-sense result achieved, but – by doing the “necessary paperwork” – the bureaucracy guaranteed that the sergeant’s award of honor would be untainted by any suspicion of cover-up or organizational incompetence.