I recently came across a poster proclaiming the following
Viking Laws
• Be Brave and Aggressive
   • Be Direct
   • Grab All Opportunities
   • Use Varying Methods of Attack
   • Be Versatile and Agile
   • Attack One Target at a Time
   • Don’t Plan Everything in Detail
   • Use Top Quality Weapons
• Be Prepared
   • Keep Weapons in Good Condition
   • Keep in Shape
   • Find Good Battle Comrades
   • Agree on Important Points
   • Choose One Chief
• Be a Good Merchant
   • Find Out What the Market Needs
   • Don’t Promise What You Can’t Keep
   • Don’t Demand Overpayment
   • Arrange Things So That You Can Return
• Keep the Camp in Order
   • Keep Things Tidy and Organized
   • Arrange Enjoyable Activities Which Strengthen the Group
   • Make Sure Everybody Does Useful Work
   • Consult all Members of the Group for Advice
     I have no idea whether there is a shred of historical accuracy to these laws but even if they were just made up for tourists, I like them. I think they summarize many good points that we all should reflect on whether we call ourselves Vikings, oceanographers, engineers, biologists, government servants, or any other type of professional within the OES.
     The first group of laws tells us to be brave and aggressive. There are opportunities all around us even in tough economic times. The key of course is to recognize those opportunities and have the vision, energy, and courage to develop them into something profitable. In the last issue I asked for your ideas for what opportunities you saw around you and I received one response that you will find in this issue. The invitation is always open for you to share with the rest of the community your vision of undeveloped ideas, improvements, or technologies.
     The only law in this list that makes me hesitate before embracing it is the one that says to not plan everything in detail. I am by nature a detailed planner and I believe in the virtue of thinking things through before plunging ahead. I think, however, that what this law should say is to not plan in too much detail; i.e., allow room in your plan for failures, unexpected developments, etc. There is a quote sometimes attributed to Napoleon and sometimes to General Eisenhower that says “No battle plan survives first contact with the enemy.” The point here is to be ready for the unexpected and be light on your feet, quick to maneuver when you encounter dynamic, real world conditions. A good risk plan prepares you for this and makes you versatile and agile. Another view of this is to say that the value of planning is not in the plan itself but rather in the thinking process that is involved with creating the plan.

Image from Ridpath, John Clarke. History of the World. Cincinnati: The Jones Brothers Publishing Company, 1919

The virtues summarized in the “Be Prepared” category are numerous. As ocean engineering professionals, our weapons are sensors and instruments, computers, tools, ships, and sensor platforms. Using top quality equipment and keeping it in good condition makes perfect sense. Keeping in shape intellectually is just as important. The Oceans conferences are an excellent way to do that; not only because we can learn from others, but by preparing and presenting papers to our peers we exercise and sharpen our skills. We also find good battle comrades by networking with other OES professionals.
     In a general sense, we are all merchants; we all provide some kind of goods or service and we all have clients in one form or another. The Viking laws pertaining to merchants seem to jump off the page as being both obvious and fundamentally important. Our markets are dynamic and we have to stay focused on what our clients will find most valuable. Developing cool technology that nobody wants is a hobby that few can afford. We also have to resist the temptation to oversell or misrepresent our capabilities. The last point in that grouping about arranging things so you can return reminds me of how we should deal with each other directly, honestly and fairly. We tend to be each other’s clients, vendors, collaborators, etc. because we do business with each other. We are sometimes partners, sometimes competitors, sometimes masters, and sometimes servants. It is wise to apply the golden rule and treat our business associates as we would want to be treated ourselves so that we can return someday. We want to make a bed that we can sleep in.
     The last grouping of Viking laws provides good advice on how to keep the camp in your own organization, taking care of your employees and colleagues. This of course comes back to a belief that the organization exists because you can accomplish more as a group of fulfilled, motivated, self-actualized, contributors than you can as a group of unaffiliated individuals.
     Do any of these laws resonate especially well with you? If so, write to me and tell me about it and how you think it applies to your situation or others that you have witnessed. What are the lessons we can learn from?

Jim Gant
j.gant@ieee.org