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to participate in the great decisions of government. There was, Lippmann brooded, no “intrinsic moral and intellectual virtue to majority rule.” Lippmann’s disenchantment with democracy anticipated the mood of today’s elites. From the top, the public, and the swings of public opinion, appeared irrational and uninformed. The human material out of wh
... See moreMartin Gurri • Revolt of the Public and the Crisis of Authority in the New Millennium
“Leaders must be able to master four major tasks. Firstly, they need comprehensively to grasp the overall strategic situation in a conflict and craft the appropriate strategic approach–in essence, to get the big ideas right. Secondly, they must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organiza
... See moreand against approaches
Martin Gurri • Revolt of the Public and the Crisis of Authority in the New Millennium
ERIC SCHMIDT Former Chairman, Google/Alphabet
David M. Rubenstein • How to Lead: Wisdom from the World's Greatest CEOs, Founders, and Game Changers
if the diagnosis is that Iran’s president, Mahmoud Ahmadinejad, is “another Hitler,” war might be the logical implication. However, if he is “another Moammar Gadhafi,” then strong pressure coupled with behind-the-scenes negotiation might be the chosen guiding policy.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
The federal government has become the domain of hedgehogs, urgently needed people but profoundly insufficient. It is wisdom that is lacking, and there is no civil service code for the wise.
George Friedman • The Storm Before the Calm: America's Discord, the Coming Crisis of the 2020s, and the Triumph Beyond
The requirements to adapt to unexpected circumstances tests both organization and system, revealing weaknesses that are partly structural and partly functional, whose full potential for disaster may not previously have been noticed.