A New Sith, or Revenge of the Hope

A New Sith, or Revenge of the Hope
Reconsidering Star Wars IV in the light of I-III

If we accept all the Star Wars films as the same canon, then a lot that happens in the original films has to be reinterpreted in the light of the prequels. As we now know, the rebel Alliance was founded by Yoda, Obi-Wan Kenobi and Bail Organa. What can readily be deduced is that their first recruit, who soon became their top field agent, was R2-D2.

Consider: at the end of RotS, Bail Organan orders 3PO's memory wiped but not R2's. He wouldn't make the distinction casually. Both droids know that Yoda and Obi-Wan are alive and are plotting sedition with the Senator from Alderaan. They know that Amidala survived long enough to have twins and could easily deduce where they went. However, R2 must make an impassioned speech to the effect that he is far more use to them with his mind intact: he has observed Palpatine and Anakin at close quarters for many years, knows much that is useful and is one of the galaxy's top experts at hacking into other people's systems. Also he can lie through his teeth with a straight face. Organa, in immediate need of espionage resources, agrees.

For the next 20 years, as far as 3PO knows, he is the property of Captain Antilles, doing protocol duties on a diplomatic transport. He is vaguely aware of the existence of the princess but doesn't know much about her. Wherever 3PO goes, being as loud and obvious as he always is, his unobtrusive little counterpart goes with him. 3PO is R2's front man. Wherever they land, R2 is passing messages between rebel sympathisers and sizing up governments as potential rebel recruits - both by personal contact and by hacking into their networks. He passes his recommendations on to Organa.

Yoda is out of the picture by this stage, using the Force-infused swamps of Dagobah to hide himself from Vader and the Emperor. Or something. He is meditating on the future and keeping in touch with Obi-Wan via the ghost of Qui-Gon Jin, which as comm systems go has the virtue of being untappable. Obi-Wan, on Tattoine, keeps in touch with Bail Organa and the other Rebel leaders by courier, of which more later.

As Star Wars opens, R2 is rushing the Death Star plans to the Rebellion. R2, not Leia. The plans are always in R2. What Leia puts into him in the early scene is only her own holographic message to Kenobi. Leia's own mission, as she says in the holographic message, is to pick up Obi-Wan and take him to Alderaan - or so she thinks. Actually, her father just wants her to meet Kenobi, which up to this point she never has. There's a reason for that.

Obi-Wan has spent the last 20 years in the Tattoine desert, keeping watch over Luke Skywalker and trying to decide on one of the three available options:
A) If Luke shows no significant access to the Force, then leave him alone in obscurity
B) If Luke shows real Force ability, then consider recruiting him as a Jedi. The rebellion needs Jedi. Now.
But, if Luke shows any signs of turning out like his father, then C) sneak into his house one fine night and chop his head off. With great regret but it'll save a lot of trouble later on.
Knowing this to be the case, Bail Organa (perhaps at the insistence of his wife) has found excuses not to send Leia to Ben for assessment of Jedi potential, largely for fear of option C.

To be fair to all concerned, Leia has shown no overt signs of a link to the Force. Luke on the other hand has. In his home-built hotrod aircraft, with no formal fighter pilot training and no decent instrumentation, Luke can regularly score centre-hits on 2-metre targets in complicated zero-altitude maneouvres. Until he attends the briefing on Yavin, Luke has no way of knowing that hardened combat pilots would consider that nearly impossible. To him it's easy. Obi-Wan, who saw Anakin's performance in the Pod Race, is nervous.

Much of Obi-Wan's behaviour in this film, and Yoda's in the next, can best be understood if they are frankly scared to death of what Luke might become. (Ben is also scared that he himself will make all the same mistakes he made with Anakin.)

Now, with the existence of the rebellion at stake, Bail Organa has finally told Leia to go see Obi-Wan and has sent her along with R2. The original plan would then be for Obi-Wan (with optional Luke and/or Leia in tow) to leave his exile and take the Death Star plans to Yavin, where they can be put to use. R2 (with Leia if Ben doesn't want to take her) would then carry on to Alderaan to maintain the cover story. The original plan does not survive contact with a large Imperial Star Destroyer.

R2 and 3PO bail out in an escape pod, landing in vaguely the right area of Tattoine, where R2's first priority is transport. He arranges to be captured by a group of Jawas and, once on board their transport, he makes a deal with them (possibly using emergency funds stored about his person) to take him where he wants to go. The Jawas refuse to go directly to Kenobi for fear of marauding Sandpeople but they agree to R2's second request : transport to the Skywalker farm. They even get to keep the purchase price if they can sell R2 and 3PO there. The Jawas shake on it and go through with the plan.

Seeing 3PO fail to recognise the farm where he worked for 10 years gives r2 a moment's amusement but, as soon as possible, he gets away and heads for Kenobi. Luke and 3PO follow, which may or may not have been part of the plan.

On first seeing R2, Obi-Wan has a twinkle in his eye and calls him "my little friend". Well, he is. However, when Luke wakes up and says that R2 claimed to be owned by an Obi-Wan Kenobi, he blandly says "I don't seem to remember ever owning a droid." Ben has in fact owned several but the remark is aimed at R2 and translates as "You keep quiet. I'm not about to tell him everything just yet." Obi-Wan thinks fast and tells Luke a version of his past that does not involve a father who became a dark lord of the Sith. He wants to examine Luke a lot more closely before he risks telling him the real truth.

Although the Death Star plans need to get to Yavin as soon as possible, Obi-Wan needs to make one more diversion first. If the Empire knows that Leia is a Rebel leader, then they also know about her father and the whole Organa family may need immediate evacuation. Fortunately, before coming to Tattoine, R2 had already arranged transport, which is waiting at Mos Eisley, under the command of the Rebellion's other chief field agent and espionage asset. Chewbacca.

20 years earlier, Chewbacca was second in command of the defence of his planet. He's there in the tactical conferences and there on the front lines and is a personal friend of Yoda's. When he needed reliable people to join the embryonic Alliance, who else would Yoda turn to but his old friend from Kashykk? Given his background, there is no way that Chewie would spend the crucial years of the rebellion as the second-in-command to (sorry Han) a low-level smuggler. Unless it's his cover. In fact, Chewie is a top-line spy and flies what is in many ways the Rebellion's best ship.

The Millenium Falcon may look like a beat-up old freighter but it can outrun any Imperial ship in normal space or hyperspace, hang in a firefight with a Star Destroyer or outmaneouvre a dozen top-of-the-line TIE fighters. It's a remarkable feat of engineering and must have cost a colossal fortune to build. How does Han come to own a ship like that? He only thinks he does, actually it's Chewie's. Half-way through RotS, we see the Falcon landing at the Senate building on Coruscant. If it's the same ship (which of course it is) then it was the personal transport of one of the senatorial delegations - a much more likely source to commission its design. That delegatino must have later joined the Rebellion and given it the use of the Falcon. In fact, if the delegation is the one from Kashykk, then the ship may have belonged to Chewbacca as early as RotS.

Han is Chewie's front man. It's much better, and safer for him, if he doesn't know what's really going on. Chewie used to work with Lando Calrissian in a similar way but Lando wanted to settle down, so Chewie arranged for him to lose the Falcon in a card game to Han Solo, an even better choice as partner. Han and Chewie's working method is pretty much what we see in the cantina scene: Chewie make the contacts and sets up the deals, then turns them over to Han who haggles over the price and gives the final yea or nay. This lets Chewie wander the seamy underside of the galaxy pretty much at will, making contacts, gathering and passing information with no-one was the wiser, especially not Han.

Chewie persuaded Han to do business with Jabba the Hutt so he could make regular runs to Tattoine, where Chewie could pass messages between Kenobi and Organa. When R2's urgent message came through only days before, the only way for Chewie to get back to Tattoine in time was to make the "mistake" that forced Han to dump his cargo to avoid capture. As a down side, this led to Solo's getting a death mark out on him from Jabba the Hutt. Chewie was a bit upset about the need for that but figured they weren't going to be dealing with Tattoine for much longer.

En route to Alderaan, R2 and Chewie play stop-motion chess. This is the latest in a series of games they've played over the year in the back rooms of space stations and cantinas across the galaxy, but this is the first time they've done it in front of their respective straight men, so they put on a big show.

Then it all goes wrong again. Alderaan is gone and the Falcon is caught and brought aboard the Death Star. Only Han, Luke and 3PO don't know just how much trouble they're in but Obi-Wan has a plan and seems confident (but Jedi always do). Soon afterwards, R2 finds Leia in the detention cells and shouts that they have to rescue her, to which Chewie can only agree. If Vader learns he has a daughter, then they're all in deep trouble, so Chewie does his bit to persuade Han to go along with Luke's plan.

Then, on the verge of escape, Vader himself turns up only yards from both of his children, one of whom is leaking Force all over the place. Obi-Wan stages a distraction by letting himself die and go into the Force while the others escape. At this point, Chewie suddenly realises that he's been left in charge, not only of the Death Star Plans and the survival of the Rebellion but of the secret son and daughter of Darth Vader. With the Organas and Kenobi all dead, only Chewie, R2 and Yoda know who Luke and Leia are. And only Ob-Wan knew where Yoda has been hiding. Chewie is stressed out by the responsibility and R2 (who keeps making crude jokes about the whole affair) is being no help at all.

Chewie's first problem is what is happening between Luke and Leia. With a psychic link they can feel but don't understand, thrown together in a life-or-death escape, they are looking at each other with a sparky intensity that Chewie gradually recognises as Romantic Tension. He's no expert on human relationships but Chewie is fairly sure that that's Wrong, so he does the only thing he can under the circumstances - he throws Han at her. Han is at first not interested but after a while starts to warm to the idea with an intensity that gives Chewie new worries.

When they reach Yavin, Han decides to take the money and run and Chewie decides to go with him. Looked at in cold light, it's for the good of the Rebellion. Even if Yavin is destroyed, there'll be one agent who knows what's going on who can try and put something back together, but he doesn't feel good about it. When Han decides to turn around and join the attack, Chewie is all for it.

Han and Luke get medals but Chewie doesn't. Actually, Leia offers him one but Chewie turns it down. He got one of those things from Yoda about 20 years ago, but there's no way he can tell her that.

As the film ends, the three founders of the Rebellion are all gone. Bail Organa is dead, Yoda is out of contact and Obi-Wan's ghost can only talk to other Jedi. (So that would be Yoda then.) Thus, the field leadership of the rebellion has just been turned over to the daughter of Darth Vader. Chewie is really hoping that someone with an official rank greater than hers will get here real soon before he has to think really seriously about option C.

© Keith Martin 2005

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Top 5 reasons why “The Customer Is Always Right” is wrong

When the customer isn’t right - for your business

One woman who frequently flew on Southwest, was constantly disappointed with every aspect of the company’s operation. In fact, she became known as the “Pen Pal” because after every flight she wrote in with a complaint.

She didn’t like the fact that the company didn’t assign seats; she didn’t like the absence of a first-class section; she didn’t like not having a meal in flight; she didn’t like Southwest’s boarding procedure; she didn’t like the flight attendants’ sporty uniforms and the casual atmosphere.

Her last letter, reciting a litany of complaints, momentarily stumped Southwest’s customer relations people. They bumped it up to Herb’s [Kelleher, CEO of Southwest] desk, with a note: ‘This one’s yours.’

In sixty seconds, Kelleher wrote back and said, ‘Dear Mrs. Crabapple, We will miss you. Love, Herb.’”

The phrase “The customer is always right” was originally coined by Harry Gordon Selfridge, the founder of Selfridge’s department store in London in 1909, and is typically used by businesses to:

1. Convince customers that they will get good service at this company
2. Convince employees to give customers good service

Fortunately more and more businesses are abandoning this maxim - ironically because it leads to bad customer service.

Here are the top five reasons why “The customer is always right” is wrong.

1: It makes employees unhappy

Gordon Bethune is a brash Texan (as is Herb Kelleher, coincidentally) who is best known for turning Continental Airlines around “From Worst to First,” a story told in his book of the same title from 1998. He wanted to make sure that both customers and employees liked the way Continental treated them, so he made it very clear that the maxim “the customer is always right” didn’t hold sway at Continental.

In conflicts between employees and unruly customers he would consistently side with his people. Here’s how he puts it:

When we run into customers that we can’t reel back in, our loyalty is with our employees. They have to put up with this stuff every day. Just because you buy a ticket does not give you the right to abuse our employees . . .

We run more than 3 million people through our books every month. One or two of those people are going to be unreasonable, demanding jerks. When it’s a choice between supporting your employees, who work with you every day and make your product what it is, or some irate jerk who demands a free ticket to Paris because you ran out of peanuts, whose side are you going to be on?

You can’t treat your employees like serfs. You have to value them . . . If they think that you won’t support them when a customer is out of line, even the smallest problem can cause resentment.

So Bethune trusts his people over unreasonable customers. What I like about this attitude is that it balances employees and customers, where the “always right” maxim squarely favors the customer - which is not a good idea, because, as Bethune says, it causes resentment among employees.

Of course there are plenty of examples of bad employees giving lousy customer service. But trying to solve this by declaring the customer “always right” is counter-productive.

2: It gives abrasive customers an unfair advantage

Using the slogan “The customer is always right” abusive customers can demand just about anything - they’re right by definition, aren’t they? This makes the employees’ job that much harder, when trying to rein them in.

Also, it means that abusive people get better treatment and conditions than nice people. That always seemed wrong to me, and it makes much more sense to be nice to the nice customers to keep them coming back.

3: Some customers are bad for business

Most businesses think that “the more customers the better”. But some customers are quite simply bad for business.

Danish IT service provider ServiceGruppen proudly tell this story:

One of our service technicians arrived at a customer’s site for a maintenance task, and to his great shock was treated very rudely by the customer.

When he’d finished the task and returned to the office, he told management about his experience. They promptly cancelled the customer’s contract.

Just like Kelleher dismissed the irate lady who kept complaining (but somehow also kept flying on Southwest), ServiceGruppen fired a bad customer. Note that it was not even a matter of a financial calculation - not a question of whether either company would make or lose money on that customer in the long run. It was a simple matter of respect and dignity and of treating their employees right.

4: It results in worse customer service

Rosenbluth International, a corporate travel agency, took it even further. CEO Hal Rosenbluth wrote an excellent book about their approach called Put The Customer Second - Put your people first and watch’em kick butt.

Rosenbluth argues that when you put the employees first, they put the customers first. Put employees first, and they will be happy at work. Employees who are happy at work give better customer service because:

• They care more about other people, including customers
• They have more energy
• They are happy, meaning they are more fun to talk to and interact with
• They are more motivated

On the other hand, when the company and management consistently side with customers instead of with employees, it sends a clear message that:

• Employees are not valued
• That treating employees fairly is not important
• That employees have no right to respect from customers
• That employees have to put up with everything from customers

When this attitude prevails, employees stop caring about service. At that point, real good service is almost impossible - the best customers can hope for is fake good service. You know the kind I mean: corteous on the surface only.

5: Some customers are just plain wrong

Herb Kelleher agrees, as this passage From Nuts! the excellent book about Southwest Airlines shows:

Herb Kelleher […] makes it clear that his employees come first — even if it means dismissing customers. But aren’t customers always right? “No, they are not,” Kelleher snaps. “And I think that’s one of the biggest betrayals of employees a boss can possibly commit. The customer is sometimes wrong. We don’t carry those sorts of customers. We write to them and say, ‘Fly somebody else. Don’t abuse our people.’”

If you still think that the customer is always right, read this story from Bethune’s book “From Worst to First”:

A Continental flight attendant once was offended by a passenger’s child wearing a hat with Nazi and KKK emblems on it. It was pretty offensive stuff, so the attendant went to the kid’s father and asked him to put away the hat. “No,” the guy said. “My kid can wear what he wants, and I don’t care who likes it.”

The flight attendant went into the cockpit and got the first officer, who explained to the passenger the FAA regulation that makes it a crime to interfere with the duties of a crew member. The hat was causing other passengers and the crew discomfort, and that interfered with the flight attendant’s duties. The guy better put away the hat.

He did, but he didn’t like it. He wrote many nasty letters. We made every effort to explain our policy and the federal air regulations, but he wasn’t hearing it. He even showed up in our executive suite to discuss the matter with me. I let him sit out there. I didn’t want to see him and I didn’t want to listen to him. He bought a ticket on our airplane, and that means we’ll take him where he wants to go. But if he’s going to be rude and offensive, he’s welcome to fly another airline.

The fact is that some customers are just plain wrong, that businesses are better of without them, and that managers siding with unreasonable customers over employees is a very bad idea, that results in worse customer service.

So put your people first. And watch them put the customers first.

UPDATE:
This post has spawned a great discussion here and one some other websites.
Digg
“One of the consistent back up statements of “The Customer is Always Right” is the amount of dollars it costs to replace a customer. It costs more to replace a customer than to retain one most times. However, it also costs a lot more to recruit, hire, and train a new employee than it does to keep one happy.”

Kinkoids Unite - a site for Kinko’s workers
“In my region, when an employee is mentioned in a customer complaint, he/she has to apologize to all 11 center managers in a conference call whether they were wrong or wronged.”

AdultDVDTalk (huh?)
“Unfortunately though, most companies in the customer service arena no longer even teach the basics of customer service. They just assume that it is a common-sense thing. Having spent 20 years interviewing job applicants, I can also say that there is no such thing as common sense! Just take a look at the high school and college grads showing up for job interviews in jeans and tee-shirts or chewing gum…or my favorite was the young lady who excused herself to answer her cell phone and carry on a brief but totally unnecessary conversation!”

Reddit
“On a very, very small number of occasions in my various service roles over the years, I’ve asked customers to leave the establishment because they were incorribly belligerent, hostile and abusive, and flat-out refused to accept any attempt to satisfy them. In these cases, the people were shopping for a fight rather than a commodity.”