The simple opposition between the people and big business has disappeared because the people themselves have become so deeply involved in big business.
Walter LippmannRead
Football strategy does not originate in a scrimmage: it is useless to expect solutions in a political campaign.
Interpretation
Effective strategies for leadership and decision-making cannot be developed in chaotic or unstructured environments.
Walter Lippmann's quote suggests that formulating a successful strategy, much like in football, requires a well-defined structure and context. Just as teams cannot devise effective plays in the midst of a scrimmage, political campaigns also need thoughtful planning and a clear framework to achieve meaningful solutions amid the chaos of competing interests and pressures.
In practice
During a team meeting on project management, I used the quote to emphasize the importance of planning before execution.
The simple opposition between the people and big business has disappeared because the people themselves have become so deeply involved in big business.
The news and the truth are not the same thing.
There is nothing so bad but it can masquerade as moral.
The tendency of the casual mind is to pick out or stumble upon a sample which supports or defies its prejudices, and then to make it the representative of a whole class.
The private citizen, beset by partisan appeals for the loan of his Public Opinion, will soon see, perhaps, that these appeals are not a compliment to his intelligence, but an imposition on his good nature and an insult to his sense of evidence.
To create a minimum standard of life below which no human being can fall is the most elementary duty of the democratic state.
The fact is, employees cannot make breakthroughs if they can't openly and honestly disagree with their peers and their leader. Indeed, great leaders don't just permit conflict; they actively try to elicit it from reluctant employees as well.
In order to have a winner, the team must have a feeling of unity; every player must put the team first ahead of personal glory.
Comparing the three domains, I found that for jobs of all kinds, emotional competencies were twice as prevalent among distinguishing competencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain.
Guerrilla leaders win wars by being paranoid and ruthless. Once they take power, they are expected to abandon those qualities and embrace opposite ones: tolerance, compromise and humility. Almost none manages to do so.
I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
I'm interested in listening to the people who walk in the door. If your ego and your accomplishments stop you from listening, then they've taught you nothing.
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