Skip to main content

WHO IS THE ENEMY?

Who is the enemy? Who is holding back more rapid movement to the better society that is reasonable and possible with available resources? Who is responsible for the mediocre performance of so many of our institutions? Who is standing in the way of a larger consensus on the definition of the better society and paths to reaching it? Not evil people.
Not stupid people. Not apathetic people. Not the “system.” Not the protesters, the disrupters, the revolutionaries, the reactionaries. Granting that fewer evil, stupid, or apathetic people or a better “system” might make the job easier, their removal would not change matters, not for long. The better society will come, if it comes, with plenty of evil, stupid, apathetic people around and with an imperfect, ponderous, inertia-charged “system” as the vehicle for change. Liquidate the offending people, radically alter or destroy the system, and in less than a generation they will all be back. It is not in the nature of things that a society can be cleaned up once and for all according to an ideal plan. And even if it were possible, who would want to live in an aseptic world? Evil, stupidity, apathy, the “system” are not the enemy even though society building forces will be contending with them all the time. The healthy society, like the healthy body, is not the one that has taken the most medicine. It is the one in which the internal health building forces are in the best shape. The real enemy is fuzzy thinking on the part of good, intelligent, vital people, and their failure to lead, and to follow servants as leaders. Too many settle for being critics and experts. There is too much intellectual wheel spinning, too much retreating into “research,” too little preparation for and willingness to undertake the hard and high risk tasks of building better institutions in an imperfect world, too little disposition to see “the problem” as residing in here and not out there. In short, the enemy is strong natural servants who have the potential to lead but do not lead, or who choose to follow a non-servant. They suffer. Society suffers. And so it may be in the future.

Comments

Popular posts from this blog

FUNCTIONS OF THE HOLY SPIRIT

Function of the Holy Spirit. This list of the 70 Functions of the Holy Spirit come from her research. He leads and directs. (Matthew 4:1; Mark 1:12; Luke 2:27; 4:1; Acts 8:29; Romans 8:14) The Holy Spirit speaks – in, to and through. (Matthew 10:20; Acts 1:16; 2:4; 13:2; 28:25; Hebrews 3:7) He gives power to cast out devils. (Matthew 12:28) He releases power. (Luke 4:14) The Holy Spirit anoints. (Luke 4:18; Acts 10:38) The Holy Spirit “comes upon” or “falls on”. (Matthew 3:16; Mark 1:10; Luke 2:25; 3:22; 4:18; John 1:32,33; Acts 10:44; 11:15) He baptizes and fills. (Matthew 3:11; Mark 1:8; Luke 1:15,41,67; 3:16, 4:1; John 1:33; Acts 1:4-5; 2:4; 4:8,31; 6:3,5; 7:55; 10:47; 11:24; 13:9,52; 1 Corinthians 12:12) He gives new birth. (John 3:5,8) He leads into worship. (John 4:23) He flows like a river from the spirit man. (John 7:38-39) He ministers truth. (John 14:17; 15:26; 16:13) He dwells in people. (John 14:

SETTING A DIRECTION VS PLANNING AND BUDGETING

Since the function of leadership is to produce change, setting the direction of that change is fundamental to leadership. Setting direction is never the same as planning or even long-term planning, although people often confuse the two. Planning is a management process, deductive in nature and designed to produce orderly results, not change. Setting a direction is more inductive. Leaders gather a broad range of data and look for patterns, relationships, and linkages that help explain things. What’s more, the direction-setting aspect of leadership does not produce plans; it creates vision and strategies. These describe a business, technology, or corporate culture in terms of what it should become over the long term and articulate a feasible way of achieving this goal. Most discussions of vision have a tendency to degenerate into the mystical. The implication is that a vision is something mysterious that mere mortals, even talented ones, could never hope to have. But developing

ON BUHARI, NEW YORK TMES WROTE

Four months after seizing power, Nigeria’s military leaders appear to be suffering an erosion of popular support. Last Dec. 31, Maj. Gen. Mohammed Buhari led a group of young officers in a coup against the civilian Government of President Shehu Shagari, saying the takeover was necessary to save Nigeria, Africa’s richest and most populous nation, from economic collapse. The military intervention appeared at the time to enjoy enthusiastic support from a broad range of Nigeria’s population. Many intellectuals argued that the corruption and incompetence of the Shagari administration had made drastic action both necessary and inevitable. Traders, merchants and people in the streets welcomed the soldiers and looked forward to a quick improvement in their standard of living. Growing Disappointment Recently, however, there seems to be growing disappointment with both the military Government’s approach and pace. Since coming to power, this Government has not found a sing