Ineffective Manager Quotes

The most common emotional defense is avoidance (an ineffective coping skill for any stressor) as expressed through denial (e.g., "That wasn't really bad, I barely remember it").

The ego might resist change until a person’s level of discomfort becomes unbearable. A person can employ logic to overcome the ego’s defense mechanism and intentionally integrate needed revisions in a person’s obsolete or ineffective beliefs and behavior patterns. The subtle sense that something is amiss in a person’s life can lead to a gradual or quick alteration in a person’s conscious thoughts and outlook on life. Resisting change can prolong unhappiness whereas implementing change can establish internal harmony and instate joy in a person’s life.

Effective people lead their lives and manage their relationships around principles; ineffective people attempt to manage their time around priorities and their tasks around goals. Think effectiveness with people; efficiency with things.

Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.

Lately...the Peter Principle has given way to the "Dilbert Principle." The basic concept of the Dilbert Principle is that the most ineffective workers are systematically moved to the place where they can do the least damage: management.

Ineffective leadership, is the plight of followers who anoint power to the autocratic persons who's visions are not founded but are rather arbitrary in their nature.

Whether plagues are managed quickly doesn't just depend on hardworking doctors and scientists. It depends on people who like to sleep in on weekends and watch movies and eat French fries and do the fantastic common things in life, which is to say, it depends on all of us. Whether a civilization fares well during a crisis has a great deal to do with how the ordinary, nonscientist citizen responds. A lot of the measures taken against plagues discussed in this book will seem stunningly obvious. You should not, for instance, decide diseased people are sinners and burn them at a literal or metaphorical stake, because it is both morally monstrous and entirely ineffective. But them a new plague crops up, and we make precisely the same mistakes we should have learned from three hundred years ago.

Your Script Here’s what to tell someone or yourself while you’re feeling hopelessly fucked-up. Dear [Me/Family Member/Fuckup I Can’t Help But Care About], I know you feel like [the royal “we”/you/our fuckup son] is on the verge of [insert mistake or potential tragic experience], and life feels like an unholy disaster. The truth is, however, that life often sucks and sometimes I can’t expect to feel other than [insert classier, more dire synonym for “shitty”], especially given issues in the past regarding [bad luck/anxiety/your many addictions and world-record unemployment]. So don’t take it personally and do take credit for whatever good things you were doing, even if they were totally ineffective at fending off this mess. Take pride in doing a good job, regardless of bad [luck/genes/associates/mental pain] and don’t stop.

Let’s form a committee tasked with exploring why committees are so ineffective. Then we’ll stand-back and watch it argue and self-destruct.

As for relegated/delegated responsibility to ensure organizational software licensing compliance, management is still accountable when intellectual property rights are violated. If the safeguarding responsibility is assigned to an ineffective and/or inefficient unit within an organization, IT audit should recommend an alternative arrangement after the risks are substantiated.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

Offering advice without considering the person’s needs can undermine a person’s sense of self-efficacy—the crucial belief that we are capable of managing challenges. In other words, when we are aware that others are helping us but we haven’t invited their assistance, we interpret this to mean that we must be helpless or ineffective in some way—a feeling that our inner voice may latch on to.

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

I’ve seen many managers who shy away from leadership moments (e.g., any moment where the team/project needs someone to take decisive action) and retreat to tracking the efforts of others instead of facilitating or even participating in them. If all someone does is keep score and watch from the sidelines, he might be better suited for the accounting department. When someone in a leadership role consistently responds to pressure by getting out of the fray, he’s not leading — he’s hiding. Ineffective

The intelligent want self-control; children want candy. —RUMI INTRODUCTION Welcome to Willpower 101 Whenever I mention that I teach a course on willpower, the nearly universal response is, “Oh, that’s what I need.” Now more than ever, people realize that willpower—the ability to control their attention, emotions, and desires—influences their physical health, financial security, relationships, and professional success. We all know this. We know we’re supposed to be in control of every aspect of our lives, from what we eat to what we do, say, and buy. And yet, most people feel like willpower failures—in control one moment but overwhelmed and out of control the next. According to the American Psychological Association, Americans name lack of willpower as the number-one reason they struggle to meet their goals. Many feel guilty about letting themselves and others down. Others feel at the mercy of their thoughts, emotions, and cravings, their lives dictated by impulses rather than conscious choices. Even the best-controlled feel a kind of exhaustion at keeping it all together and wonder if life is supposed to be such a struggle. As a health psychologist and educator for the Stanford School of Medicine’s Health Improvement Program, my job is to help people manage stress and make healthy choices. After years of watching people struggle to change their thoughts, emotions, bodies, and habits, I realized that much of what people believed about willpower was sabotaging their success and creating unnecessary stress. Although scientific research had much to say that could help them, it was clear that these insights had not yet become part of public understanding. Instead, people continued to rely on worn-out strategies for self-control. I saw again and again that the strategies most people use weren’t just ineffective—they actually backfired, leading to self-sabotage and losing control. This led me to create “The Science of Willpower,” a class offered to the public through Stanford University’s Continuing Studies program. The course brings together the newest insights about self-control from psychology, economics, neuroscience, and medicine to explain how we can break old habits and create healthy habits, conquer procrastination, find our focus, and manage stress. It illuminates why we give in to temptation and how we can find the strength to resist. It demonstrates the importance of understanding the limits of self-control,

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Dr. Fauci’s strategy for managing the COVID-19 pandemic was to suppress viral spread by mandatory masking, social distancing, quarantining the healthy (also known as lockdowns), while instructing COVID patients to return home and do nothing—receive no treatment whatsoever—until difficulties breathing sent them back to the hospital to submit to intravenous remdesivir and ventilation. This approach to ending an infectious disease contagion had no public health precedent and anemic scientific support. Predictably, it was grossly ineffective; America racked up the world’s highest body counts. Medicines were available against COVID—inexpensive, safe medicines—that would have prevented hundreds of thousands of hospitalizations and saved as many lives if only we’d used them in this country. But Dr. Fauci and his Pharma collaborators deliberately suppressed those treatments in service to their single-minded objective—making America await salvation from their novel, multi-billion dollar vaccines. Americans’ native idealism will make them reluctant to believe that their government’s COVID policies were so grotesquely ill-conceived, so unfounded in science, so tethered to financial interests, that they caused hundreds of thousands of wholly unnecessary deaths.

The failure of reasonable people is appalling; they cannot manage to see either the abyss of evil or the abyss of holiness. With the best intentions they believe that, with a little reason, they can pull back together a structure that has come apart at the joints. In their defective vision they want to be fair to both sides, and so they are crushed between the colliding forces without having accomplished anything at all. Bitterly disappointed that the world is so unreasonable, they see themselves condemned to ineffectiveness. They withdraw in resignation or fall helplessly captive to the stronger party.

The system needs to be managed, not the people. We don’t need to do more things or implement difficult frameworks, methods, or models; we need to learn how to allow people to give their best effort to the company by providing the correct structures. It’s a path of trial and error to find the best way for each company. The Agile principles and mindset can serve as a guide. The tools and practices work sometimes, but not every time. The only way to move forward is through continuous learning. The companies that learn faster than the others will be the winners. HR has the power to design the structures that either support people to perform or make it difficult to contribute in creative and innovative ways. If HR holds onto the old, traditional approach, the consequence will be rigid and fixed organizations chained to ineffective systems and processes. HR can either support or hinder the change toward a more Agile organization, which is why HR needs to go first! By providing different structures and focusing on customer value instead of rules, HR can lead companies through change that no other department is capable of.

But pleas about cost savings don’t get people to change their behavior. Neither do voluntary assessments that are supposed to scare people straight. The people who’d be most scared don’t show up for the assessments, because they know the assessments will tell them things they don’t want to hear. And the people who show up, unless they’re told they’re going to keel over within a year, figure they can make marginal changes and be fine. It makes you wonder whether the conventional corporate drive toward “wellness” isn’t just ineffective, but also a huge missed opportunity. The reigning assumption in the world of HR managers, large insurers, and policy wonks is that changing behavior is hard, so people need to be nudged toward healthy behaviors by making that change seem easy and palatable. “Gamify” it. Give people points for reading informative online articles about nutrition. Count pedometer steps. Make the healthy choices seem just a little bit different than the choices that result in chronic disease. Make the change seem smaller, so that people can follow a bread crumb trail of small adjustments to a better life without really changing their perspective. There are a lot of snazzy mobile apps and candy-colored motivational posters that push this approach. There are a lot of single-serving snacks with low calorie counts, sold as healthier-but-you-wouldn’t-know-it. They’re packed with sugar, so they end up making people hungrier and fatter.

Meanwhile, the members of Jepsen’s Russian management team were equally annoyed at Jepsen’s apparent lack of competence as a leader. Here are some of the complaints they offered during focus group interviews: 1.​He is a weak, ineffective leader 2.​He doesn’t know how to manage 3.​He gave up his corner office on the top floor, suggesting to the company that our team is of no importance 4.​He is incompetent

Migrations are both essential and frustratingly frequent as your codebase ages and your business grows: most tools and processes only support about one order of magnitude of growth22 before becoming ineffective, so rapid growth makes migrations a way of life. This isn’t because you have bad processes or poor tools—quite the opposite. The fact that something stops working at significantly increased scale is a sign that it was designed appropriately to the previous constraints rather than being over-designed

If you read these stories and think Who has the time? I’d ask you to calculate the cost of distrust and disconnection in terms of productivity, performance, and engagement. Here’s what I know to be true from my experience and what I consider to be one of the most important learnings from this research: Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.

As we explore the strategies for entering foreign markets, it becomes apparent that the differences in legal environments, cultural norms, and business practices require a high level of adaptability and foresight. For instance, what works in one country might be completely ineffective or even illegal in another, making the need for localized knowledge and expertise paramount.

ineffective strategies that you may be using when a disagreement arises between you and someone else:

nearly half the half million were engaged in military occupations other than those of a fighting soldier or officer. And of the more than two hundred and fifty thousand men that this left technically available for active duty in the field, more than a hundred and fifty thousand at any one time were rendered—or managed to render themselves—ineffective through a variety of means and for a variety of causes.

In any event, one must consider the broader implications of a frontal assault on the separation of powers as outdated, ineffective, and unaccountable. The assault calls into question core aspects of the Constitution, and it offers in their place a vision of firm and unified governmental management. What does this approach sacrifice? Ultimately, a number of fundamental values are threatened. At the most basic level, the argument overlooks the importance of deliberation, dialogue, and debate involving the institutions of U.S. government and the public.

Such creativity with statistics is by no means an isolated incident, as revealed by The Climate Change Performance Index[20] published by Germanwatch and Climate Action Network Europe in 2014. Again, the wrong countries were at risk of becoming the top performers, and again, the situation was fixed with creative carbon accounting for nuclear. This particular index went even further than WWF did and declared nuclear electricity to have the same emissions as the dirtiest mainstream electricity, coal power. Given that this was an especially climate oriented index, it is interesting to note that a country could improve its score by replacing nearly emission-free nuclear with practically any mix of fossil fuels. One really cannot make this stuff up. We are sure that similar creative ”indices” are already in preparation somewhere. Using deliberately falsified indices and reports for actual, sensible real world policy is of course impossible, as they simply seek to distort the reality to conform to an ideologically preconceived position. We believe that environmental organizations are in fact never going to tell us which countries have historically cut their carbon emissions the fastest and the most. The leaders in this game are those countries that built a lot of nuclear in the 1980s, like France and Sweden. It is worth noting that these cuts were accomplished with technology from the 1970s, and were achieved completely by accident, as a by-product of energy policy enacted for completely different reasons. There was no active climate policy, but the results were many times better than what Germany has managed with its Energiewende since the early 2000s. It is worth imagining what an active and evidence-based climate policy that pushed aggressively for renewables, energy savings and nuclear could therefore achieve. Image 10 - The best ten years of emissions reductions in four countries. A major part of Germany’s reductions, called “Wallfall”, are due to the country’s unification and the following closure of many of ineffective power plants and industry in eastern Germany. In addition to these countries, also Belgium and Finland have cut their emissions markedly with nuclear power.

After sweating it out on death row for a decade, Ray Harris managed to get his sentence reduced to life imprisonment due to ineffective assistance of counsel. That same year, Vaughn’s boss Mick agreed to represent Harris pro bono and persuaded the Superior Court that Harris’s first attorney was so incompetent that his client deserved a new trial.

surroundings, if unchecked can lean towards being paranoid. Being paranoid is just as ineffective as not being aware at all. The goal is to enjoy life to the full whilst at the same time being more aware of what’s going on around you. I believe that the one cannot exist without the other, i.e. you can’t truly squeeze the most out of life if you are paranoid

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions. People are quite flexible, in that they can be trained to succeed at quite different things. An employee of IBM, for example, can quite readily change the way he or she works, in order to work successfully in a small start-up company. But processes and values are not flexible. A process that is effective at managing the design of a minicomputer, for example, would be ineffective at managing the design of a desktop personal computer. Similarly, values that cause employees to prioritize projects to develop high-margin products, cannot simultaneously accord priority to low-margin products. The very processes and values that constitute an organization’s capabilities in one context, define its disabilities in another context.

Many of the Abbott disciplines trace back to 1968, when it hired a remarkable financial officer named Bernard H. Semler. Semler did not see his job as a traditional financial controller or accountant. Rather, he set out to invent mechanisms that would drive cultural change. He created a whole new framework of accounting that he called Responsibility Accounting, wherein every item of cost, income, and investment would be clearly identified with a single individual responsible for that item.4 The idea, radical for the 1960s, was to create a system wherein every Abbott manager in every type of job was responsible for his or her return on investment, with the same rigor that an investor holds an entrepreneur responsible. There would be no hiding behind traditional accounting allocations, no slopping funds about to cover up ineffective management, no opportunities for finger-pointing.

Jewish intellectual and cultural activities also flourished under the monarchs. The Jewish astronomer Abraham Zacuto won an appointment to a chair in astronomy and astrology at the University of Salamanca, the oldest and most respected university in Spain and normally closed to Jews. His astronomical studies contributed to the voyages of discovery of Columbus and Vasco da Gama, among others. He personally consulted with Columbus and advised the monarchs on the advantages of the voyage. In 1497 Zacuto created the first mariner’s astrolabe. Astrolabes that allowed for measurements of latitude by sighting the pole star at night had long been in use. Such astrolabes, however, became ineffective near or below the equator and could not be used at night. Zacuto’s astrolabe allowed for measurements to be made using the position of the sun. The device he designed was the first one small and sturdy enough to be used abroad ships. He personally handed one to Vasco da Gama, who used it on his first voyage to India.5 After the expulsion Zacuto would become court astronomer to the king of Portugal. The twentieth-century Portuguese monarch Manoel II said of him: “Truly the great astrologer . . . gave grand, enormous service to Portugal, his knowledge. Zacuto’s science served not only the Portuguese, but also Spain, beginning with Columbus, who possessed a copy of Almanach Perpetuum.”6 Zacuto managed to evade the 1497 Portuguese mass conversions of Jews. He and his son escaped to North Africa, where they reached Tunis in 1504 after twice being imprisoned by pirates. He died in 1515 in Jerusalem, where he had taught in a rabbinical seminary.7

Much of the recent thinking in software engineering management stems from the realization that industrial-age command-and-control management structures are ineffective when applied to skilled labor and high-value business problems.

Jeffrey Pfeffer and I found that many ineffective companies suffer from this disease, which we call the “smart talk trap.”17 This a syndrome where companies hire, reward, and promote people for sounding smart rather than making sure that smart things are done. In such organizations, talking somehow becomes an acceptable—even a preferred— substitute for actually doing anything. Inaction is bad for any company. But it is especially devastating when innovation is the goal, because so many ideas need to be tried to find a few that might work.

Focus on one thing at a time whenever possible. You might think of an organized person as juggling many things at once, but actually it’s been proven more efficient to handle things one at a time. A recent Wall Street Journal article discussed how managing two important mental tasks at once reduces the brainpower available for either task. So, while people think they are saving time by multitasking, they are actually doing both tasks ineffectively.

And so, as much as the the Civil Rights Act served to erect a dam against Jim Crow policies, it also opened the flood gates for new racist ideas to pour in, including the most racist idea to date: it was an idea that ignored the White head start, presumed that discrimination had been eliminated, presumed that equal opportunity had taken over, and figured that since Blacks were still losing the race, the racial disparities and their continued losses must be their fault. Black people must be inferior, and equalizing policies - like eliminating or reducing White seniority, or instituting affirmative action policies - would be unjust and ineffective. The Civil Rights Act of 1964 managed to bring on racial progress and progression of racism at the same time.

Managers shouldn’t use the moral imperative of a tour of duty to force an employee to stay in an onerous position, especially if the poor fit is the result of flawed management decisions. The goal of the tour of duty is to build trust with honest communication and to create longevity on a voluntary basis, not to lock employees into roles they dislike or lock up companies with ineffective employees.

Angela’s background is allegedly in business management, which is ironic, as she’s the most ineffective manager I’ve ever had the misfortune to work for, and I worked for a few during the years I spent travelling.

The philosopher Martha Nussbaum has written at length about this, classifying strategies of crime management as either ex ante or ex post. Ex ante methods are those that aim to prevent criminal acts; ex post methods are those employed in response to acts that have already been committed. Incarceration is definitively an ex post strategy, one that Nussbaum views as utterly ineffective at reducing crime. If the goal is fewer offenses, Nussbaum asserts, then the focus of our efforts and our investments must be on deterrence—on preventing criminal acts before they occur. And deterrence requires that we look rigorously and honestly at how constructive policies that target nutrition, education, employment, and social welfare work to prevent crime.

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The Jefferson political style, though, remained smooth rather than rough, polite rather than confrontational. He was a warrior for the causes in which he believed, but he conducted his battles at a remove, tending to use friends and allies to write and publish and promulgate the messages he thought crucial to the public debate. Part of the reason for his largely genial mien lay in the Virginia culture of grace and hospitality; another factor was a calculated decision, based on his experience of men and of politics, that direct conflict was unproductive and ineffective. Jefferson articulated this understanding of politics and the management of conflicting interests in a long, thoughtful letter to a grandson. “A determination never to do what is wrong, prudence, and good humor, will go far towards securing to you the estimation of the world,” he wrote to Patsy’s son Thomas Jefferson Randolph.67 Good humor, Jefferson added, “is the practice of sacrificing to those whom we meet in society all the little conveniences and preferences which will gratify them, and deprive us of nothing worth a moment’s consideration; it is the giving a pleasing and flattering turn to our expressions which will conciliate others and make them pleased with us as well as themselves. How cheap a price for the good will of another!” Jefferson went on: When this is in return for a rude thing said by another, it brings him to his senses, it mortifies and corrects him in the most salutary way, and places him at the feet of your good nature in the eyes of the company.68 But in stating prudential rules for our government in society I must not omit the important one of never entering into dispute or argument with another. I never yet saw an instance of one of two disputants convincing the other by argument. I have seen many, on their getting warm, becoming rude, and shooting one another. Conviction is the effect of our own dispassionate reasoning, either in solitude, or weighing within ourselves dispassionately what we hear from others standing uncommitted in argument ourselves. It was one of the rules which above all others made Doctr. Franklin the most amiable of men in society, “never to contradict anybody.

Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time trying to manage ineffective and unproductive behavior. What this means is that we must find the courage to get curious and possibly surface emotions and emotional experiences that people can’t articulate or that might be happening outside their awareness. If we find ourselves addressing the same problematic behaviors over and over, we may need to dig deeper to the thinking and feeling driving those behaviors.

For underemployed or temporarily employed workers it is very difficult to organise on the job. The jobs are unstable, the possibilities of mass struggle are minimal (the worker-boss ratio being low or, in the case of self-managed or ‘alternative’ jobs, reaching 1/1), and sabotage is ineffective in the case of intellectual work and in the absence of expensive capital goods. All this pushed the struggle immediately on the level of the ‘general’ circulation of capital, on the level of ‘society’, of ‘humankind’. As it is not possible for them to attack any specific capital from the inside, the struggle has to be launched from the outside.

If you have to spend your time motivating people, you're not a leader, you're an ineffective manager.

Overreaction” also comes from the experience that people have had with loss in the past. When old losses haven’t been adequately dealt with, a sort of transition deficit is created—a readiness to grieve that needs only a new ending to set it off. We see this when people overreact to the dismissal of an obviously ineffective manager or leader or to some apparently insignificant change in policy or procedure. What they are actually reacting to is one or more losses in the past that have occurred

been eliminated, presumed that equal opportunity had taken over, and figured that since Blacks were still losing the race, the racial disparities and their continued losses must be their fault. Black people must be inferior, and equalizing policies—like eliminating or reducing White seniority, or instituting affirmative action policies—would be unjust and ineffective. The Civil Rights Act of 1964 managed to bring on racial progress and progression of racism at the same time.

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