recentpopularlog in

jerryking : institutional_change   6

No Racial Barrier Left to Break (Except All of Them) - The New York Times
JAN. 14, 2017 | NYT | By KHALIL GIBRAN MUHAMMAD.

The future is no longer about “firsts.” It is instead about the content of the character of the institutions our new leaders will help us rebuild....The U.S. can’t create a more just nation simply by dressing up institutions in more shades of brown. Now there must be an effort to confront structural racism.....for African-Americans, Obama's travails are proof positive that MLK's contention that the content of one’s character would be the perfect antidote to racism is necessary but--by itself--insufficient to heal the gaping wounds of racial injustice in America.....in a post-assimilation America where there is no racial [occupational] barrier left to break, [African] Americans must turn to confronting structural racism and the values of our institutions....Obama's pedigree and character couldn’t protect/save him from the Tea Party revolution, Republican obstructionism, police brutality, voter suppression and Islamophobia.... individuals, no matter how singular, cannot bend the moral arc of the universe....In a post-assimilation America, recognize that institutions are far more powerful than individuals, no matter how many people of color can be counted in leadership. Structural racism is immune to identity politics....history matters. Black people in charge of, or embedded in, institutions that have not atoned for their history of racism can make it easier for those institutions to ignore or dismiss present-day claims of racial bias. That’s because the path to leadership has often meant accepting institutions as they are, not disrupting them.....people of color can inherit or perpetuate structures of inequality. Many institutions of government, finance and higher education were built on the backs of enslaved African-Americans and remain haunted by that history. Diversity and inclusion policies, therefore, should grow out of truth and reconciliation practices as well as strategic hiring plans. Intentional transformation, even reparations, one government agency, one company, one college at a time moves us past the denial and the empty promises....In post-assimilation America, people of color must continue to pursue leadership roles as the demographics of the nation inexorably change. But they must also reject their personal achievement as the core measure of progress and instead use history as a tool to measure systemic change.
Obama  legacies  institutions  farewells  history  obstructionism  GOP  Tea_Party  MLK  leaders  systemic_discrimination  systemic_racism  institutional_change  identity_politics  structural_change  African-Americans  Georgetown_University  assimilation  institutional_path_dependency 
january 2017 by jerryking
Blair’s problem is that it’s 2014, not 2004 - The Globe and Mail
ADAM RADWANSKI
The Globe and Mail
Published Thursday, Jul. 31 2014,

There is good reason that the heads of most major police forces are lucky to last a decade on the job, as Chief Blair has, let alone beyond it. Over the years, the mandate from civilians will inevitably change, as old challenges are addressed and new ones arise. And for a variety of reasons, the loss of public trust to inevitable controversies and the difficulty of maintaining support among police rank-and-file among them, a chief who comes in driving one agenda is not often willing or able to pivot to a different one....But partly because the city has on the whole become safer, the police board’s criteria for a suitable chief have changed. As governments at all levels tighten their belts, there is a growing push to rein in police costs that have mostly been given a free pass – climbing, in Toronto, to more than $1-billion annually.

As the board has pushed him to find savings, Chief Blair has aggressively resisted. Had he not done so, it is unlikely he would have been able to keep his force behind him for as long as he has. But that just adds to the impetus to bring in someone new.

So, too, does the perception that having in recent years been surrounded by a tight circle of confidantes, Chief Blair is too set in his ways to seriously consider structural changes that could improve efficiencies – merging or even eliminating certain units, for instance, or replacing officers with civilians for office tasks.

The desire for institutional reform helps explain why there is speculation that the board, which may have unusual latitude in choosing his successor given the city’s lack of a functional mayor, will bring in a fresh set of eyes from outside the force. Executive-leadership skills will probably count for more than previously, and having climbed up through the ranks for less.

To his civilian overseers, in other words, Chief Blair looks like yesterday’s man.
Bill_Blair  Toronto  mayoral  cost-cutting  fresh_eyes  institutional_change  civilian_oversight  police  police_force  policing  Toronto_Police_Service  Toronto_Police_Services_Board  structural_change 
july 2014 by jerryking
‘The Bright Continent,’ by Dayo Olopade - NYTimes.com
By LYDIA POLGREEN APRIL 11, 2014

“The Bright Continent” resists broad-brush solutions when imposed from outside, and is largely dismissive of the role of governments in transforming the continent. But transformation tends to come when people push powerful institutions to change.
Africa  books  book_reviews  Ghana  Nigeria  cosmopolitan  entrepreneurship  institutional_change  institutions 
june 2014 by jerryking
Op-Ed Columnist - Leading With Two Minds - NYTimes.com
May 6, 2010 | New York Times | By DAVID BROOKS. Five years
ago, the United States Army was one sort of organization, with a certain
mentality. Today, it is a different organization, with a different
mentality. It has been transformed in the virtual flash of an eye, and
the story of that transformation is fascinating for anybody interested
in the flow of ideas.

The process was led by these dual-consciousness people — those who could
be practitioners one month and then academic observers of themselves
the next.

It’s a wonder that more institutions aren’t set up to encourage this
sort of alternating life. Business schools do it, but most institutions
are hindered by guild customs, by tenure rules and by the tyranny of
people who can only think in one way.
David_Brooks  U.S._military  organizational_change  institutional_change  dual-consciousness  institutions  critical_thinking  strategic_thinking  U.S._Army  introspection  self-analysis  self-awareness  transformational  mindsets  idea_flows 
may 2010 by jerryking
Change Lies in Iran's Institutions - WSJ.com
JUNE 30, 2009 | Wall Street Journal | By GERALD F. SEIB. Look
first at the military. Iran essentially has two different military
forces -- or, perhaps more accurately, two and a half.

It has a traditional military, the descendent of the Shah of Iran's
imperial army, which is in charge of defending Iran's borders and
maintaining a traditional military infrastructure.

But the force that has the real power is Iran's Revolutionary Guard
Corps. The Revolutionary Guard is a parallel military organization set
up after the 1979 revolution to ensure that clerical leaders would have
at their disposal a force with unquestioned loyalty and a check on
traditional military officers, who were suspect because of their roots
in the Shah's regime.

During the long and grinding Iran-Iraq war, the Revolutionary Guards
also developed a kind of junior offshoot, the Basij militias, to bring
more idealistic and fearless young men to the war front.
Iran  institutional_change  Gerald_Seib  Basij  Revolutionary_Guards  fearlessness 
july 2009 by jerryking

Copy this bookmark:





to read