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NICHOLAS KACHMAN ON THE CULTURE OF RESISTANCE AND FAILURE AT GENERAL MOTORS. Nicholas Kachman worked as an engineer at General Motors for 35 years. During that time, he witnessed what he calls a culture of resistance and failure – resistance to life saving auto safety and pollution control regulations that caused the automaker to fail in the marketplace. interview last month. “You go to school to learn all of the disciplines. And you take tests to see if you understand chemistry or physics. And it is all with the goal of solving problems, making things better, improving humanity. GM was paying billions of dollars over the years for PhDs and math degrees and regular engineers. And GM was telling them –  develop reasons not to do something.” “That was one of the greatest reasons why GM went bankrupt. It was a terrible loss of talent and a waste of money. I know engineers at the corporate level that have a file full of letters that say why certain regulations are not reasonable and why we can’t meet these standards. That is a horrible waste. Instead of solving problems. And for every pollution problem that was finally solved, GM made money at “It was a waste to discharge chromium in water and materials out the stack, pollution in the plant where it was hurting the employees. Every pollution regulation made money for GM in the long run.” “From the 1950s, when Roger Smith said – we are not going to have government tell us what to do, all the way through the 1990s, they “Let’s take the foundry. They were handling 100 million gallons of water a day. When they finally faced the water pollution laws, they made up a chart and found out they could get by with one million gallons a day. That means less pollution, less energy, fewer pumps, “The biggest thing was paint. They usually told management that in the painting systems in all of the 40 or some plants – only about 50 percent of the paint went onto the cars. The California pollution laws forced GM to test the efficiency of the painting operations – and we