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 The story is making the rounds, now among those who find it humorous when our deceptive and devious can no longer escape the glare of their inept and horribly misguided agendas, of a canoe race of sorts on the Missouri River.

The way the tale is told, a Japanese company (Toyota) and an American company (General Motors) decided to stage something of a tell-all race after both teams had practiced hard and listened intently to political counsel, both being assured by the Soothsayers themselves their expertise was wise and quite adequate. Oh yes, the Saturday Funnies is expert at recognizing America’s clowns, real and otherwise, and as the “liberal lite” continues to freefall, it was believed this canoe race may be quite telling. And the exercise did not disappoint. MINZY Today A Reader Tomorrow A Leader Poster

Understand, the Saturday Funnies are neither edited nor written by me but … instead … are gathered each week by what comes to our Internet inbox. And, according to the first notice, the Japanese team coasted to a win by a surprisingly hefty margin in the first race.

The Americans, very discouraged and depressed, decided to investigate the reason for the crushing defeat.  A management team made up of senior management was formed to investigate and recommend appropriate corrective measures.

Their conclusion was the Japanese had eight people paddling and one person steering, while the American team had seven people steering and two people paddling. Determining a deeper investigation was warranted, the Americans hired a consulting company and paid them a large amount of money for a second opinion. They advised, of course, that too many people were steering the boat, while not enough people were paddling.

Not sure of how to utilize that information, but wanting to prevent another loss to the Japanese, the paddling team's management structure was totally reorganized to four steering supervisors, two area steering superintendents and one assistant superintendent steering manager.

They also implemented a new performance system that would give the two people paddling the boat greater incentive to work harder. It was called the Rowing Team Quality First Program, with meetings, dinners and free pens for the paddlers.  There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices, and bonuses. The pension program was trimmed to 'equal the competition' and some of the resultant savings were channeled into morale boosting programs and teamwork posters.

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