Category Archives: Leadership

The Quiet Face of Tyranny: How Emil Bove Threatens the Rule of Law

There are monsters among us. They don’t crawl from caves or erupt in public tantrums. No, the most dangerous among them walk calmly through courtrooms and government buildings, armed not with violence but with credentials and legalese. Emil Bove is one such figure—a reminder that authoritarianism often arrives not with a bang, but with a briefcase.

Bove, a former federal prosecutor and now a prominent defender of Donald Trump, argued before the Supreme Court in Trump v. United States that a president could order the assassination of a political rival and be immune from prosecution unless Congress had first impeached and convicted him. Let that sink in. According to Bove, unless Congress acts, a president could unleash the machinery of the state to eliminate his enemies, and the courts would be powerless to intervene.

It is hard to imagine a more grotesque betrayal of the American principle that no one is above the law. Yet Bove didn’t stop there.

In a separate legal context, Bove shockingly instructed that individuals could ignore a federal court order—specifically, a ruling that prohibited the government from rendering hundreds of asylum-seeking men to a prison camp in El Salvador. These were men fleeing violence and persecution, invoking the protections of due process guaranteed under U.S. and international law. But Bove’s message was clear: the courts can be disregarded when inconvenient.

This isn’t legal strategy. This is lawlessness dressed in Armani.

Imagine the consequences if this logic took hold. The courts—our last institutional line of defense against executive overreach—would become ornamental. Their rulings optional. The law itself would be subject to political whim and brute force. And the vulnerable, the voiceless, the targets of state-sanctioned abuse? They would have no recourse. No rights. No hope.

Bove’s contempt for the rule of law reveals the true danger: a legal elite willing to hollow out democracy from the inside, all while claiming to defend it. This is not merely a technical debate among lawyers. This is about whether the United States will remain a constitutional republic, or whether we will slip—quietly, insidiously—into autocracy under the guise of “executive immunity” and “national security.”

In any other era, a lawyer who advised ignoring a court order would be disciplined, sanctioned, maybe disbarred. But in the post-Trump era, such defiance is applauded in certain circles. Bove’s arguments aren’t fringe anymore—they are being mainstreamed in front of the highest court in the land. And the justices, disturbingly, entertained them with far less outrage than the moment demands.

History shows us where this road leads. In Nazi Germany, apartheid South Africa, Jim Crow America—the law was contorted to protect the powerful and persecute the powerless. It always begins with legal justifications for unconscionable acts. Always. Men like Emil Bove provide those justifications. They sanitize the machinery of repression. They make it sound reasonable, even principled.

And they count on us not to notice.

But we must notice. We must resist the temptation to normalize the radical, to accept the obscene as simply another legal argument. We must remember that beneath the surface of constitutional language, Bove is advocating for tyranny: a presidency unbound by law, and a government that ignores the judiciary when it suits its purposes.

There is a reason why we revere the principle of “Equal Justice Under Law.” It is the safeguard of civilization. Without it, we are left with power unchecked, and cruelty unchallenged.

To look at Bove is to see not a villain in the Hollywood sense, but something far more dangerous—a man who knows exactly how the system works and is willing to dismantle it piece by piece. Calmly. Methodically. Legally.

That is why we must be ever-vigilant.

Because when monsters wear suits, when they speak in measured tones and cite precedent as they strip away our liberties, the danger is greater—not lesser. They know how to mask authoritarianism as patriotism, cruelty as strength, and impunity as “executive authority.”

We cannot be passive. We must name the danger. Confront it. Reject it in the courts, in the media, in the halls of Congress, and in the court of public opinion. Emil Bove may be just one man, but he represents a movement of cold, calculated disregard for democratic norms.

It is up to us to remember: when a lawyer tells you the president can murder without consequence, or that you may ignore the courts, they are not defending the Constitution. They are laying dynamite at its foundation.

And if we don’t stop them, history will not be kind to those who looked away.


The Trump Vacuum and the Opportunity of Idealized Design


There’s a strange sort of energy in the air these days. You can almost feel it—the wheels coming off the rickety jalopy that is Trumpism. The man himself, once a master of chaos and distraction, is looking more and more like a washed-up carnival barker whose tricks have lost their shine. The legal walls are closing in, the rallies are less electric, and the “movement” has become less about a future and more about clinging to a bitter, grievance-soaked past.

But let’s not kid ourselves: while Trump has been busy turning the federal government into a shell of its former self—gutting agencies, stacking departments with yes-men, and driving out career professionals—he’s also unwittingly created a rare opportunity. Nature, as they say, abhors a vacuum. And what we’ve got, right now, is a vacuum the size of Pennsylvania Avenue.

If you’ve ever read Dr. Russell Ackoff—and if you haven’t, now would be a good time—he talks about something called “idealized design.” The gist? When the system you’ve got is broken, don’t just patch the leaks and slap on another coat of paint. Instead, ask yourself: If the current system disappeared overnight, what would you create to take its place? Not what’s possible within the old constraints, but what’s ideal given what we now know.

Well, look around. Thanks to the Trump wrecking ball, a lot of the old constraints are gone—obliterated, really. Agencies like the EPA, Education, even the Post Office, have been hollowed out to the point of absurdity. The courts are in crisis, the CDC is a shell, and the State Department looks like a ghost town. There’s nothing left to “fix.” So, what if we stopped trying to resuscitate the corpse and started imagining a new body politic altogether?

Here’s the opportunity: We get to ask, “What do we want government to look like, now?” Ackoff would tell us to ignore the nostalgic call for a return to the “good old days.” Instead, let’s design forward. A government that’s transparent, accountable, and explicitly built to serve all its people, not just the one percent or the loudest megaphones. What would a Department of Justice look like if it truly prioritized justice? What about immigration—not as a problem to be “solved,” but as a vibrant source of national renewal?

The Trump era, for all its destruction, has left us with a blank page. The lesson is not to cower in fear or yearn for the status quo ante. It’s to seize the moment, roll up our sleeves, and start sketching out the kind of institutions we wish we’d always had. It’s the ultimate act of resistance: refusing to settle for less than the ideal, and demanding a government worthy of the people it serves.

Let’s not waste the vacuum. Let’s fill it—creatively, bravely, and with the best of what we can imagine.


Due Process? Don’t Make Me Laugh.

There’s a reason we supposedly revere the Constitution in this country—at least, that’s what every flag-waving “patriot” keeps screaming about at school board meetings and on Twitter (sorry, “X”). But I’d like to know: When was the last time any of these self-anointed constitutional scholars actually read the damn thing? Or, for that matter, when was the last time anyone in the Trump administration—especially over at the DOJ—acted like the rule of law applied to them?

Let’s talk about due process—that bedrock idea that the government can’t just do whatever it wants to whomever it wants, whenever it wants. We’ve got the Fifth and Fourteenth Amendments, both pretty clear on the whole “life, liberty, or property” thing not being taken away without, you know, a fair shake. But apparently, “due process” is now just a quaint little phrase, like “all men are created equal” or “no taxation without representation”—nice for speeches, but utterly disposable when it gets in the way of locking up immigrants or crushing dissent.

The Trump Playbook: Due Process, Schmue Process

Remember the family separations at the border? Remember “zero tolerance”? Turns out, due process is just another speed bump for the machinery of cruelty. We watched as people, most of whom don’t speak English and know nothing of our legal system, were herded through sham hearings—sometimes via video conference, sometimes with no lawyer at all. Some never saw a judge. Kids, for crying out loud, defending themselves in court. This is what passes for justice in MAGA-land.

And let’s not forget the DOJ, which, under Trump, became less “Department of Justice” and more “Department of Just Us (If You’re White and Rich).” Look at how they handled peaceful protests—send in the troops, gas the crowds, call anyone with a sign an “antifa terrorist” and pretend the First Amendment is just an optional suggestion. The chilling effect on dissent? That’s not “law and order.” That’s authoritarianism with a Fox News chyron.

Ignorance by Design

It’s not just ignorance; it’s willful, performative ignorance. The Trump crowd knows exactly what they’re doing. They count on people not knowing or caring about “due process” until it’s their own ass in the crosshairs. The cruelty is the point. It’s a feature, not a bug.

And let’s be real: this didn’t start with Trump. But under his administration, the gloves came off and the mask slipped. Suddenly, it was okay to say the quiet part out loud: “We don’t want these people here. We don’t want these people protesting. We don’t want these people voting.” Due process? Only if you’re the right kind of person, with the right kind of bank account, skin tone, or political loyalty.

Why It Matters (And Why We Can’t Give Up)

Look, I’m a 77-year-old white guy who’s been lucky enough to scrape by in this system. But the rule of law isn’t just some abstract principle to hang on a classroom wall. It’s the only thing standing between us and the abyss. When we let due process slide—whether for immigrants, protesters, or anyone else—we’re all in danger.

History has a funny way of repeating itself. I’ve seen what happens when people obey in advance, shrug their shoulders, and say, “Not my problem.” That’s how you lose a democracy—one ignored constitutional right at a time. If you think they won’t come for you, eventually, you’re not paying attention.

We need to demand better—from our courts, from our government, from each other. And we need to remember: due process is not a privilege. It’s a right, for everyone. If we let them take it away from the most vulnerable, it’s only a matter of time before it’s gone for all of us.

So, to the DOJ, to the administration, and to every would-be strongman with a flag pin and a Twitter account: Read the damn Constitution. And maybe, just once, try following it.


The Secret to Innovation Isn’t Learning More—It’s Forgetting Less

In today’s hyper-connected, information-overloaded world, companies spend billions on training programs, knowledge-sharing platforms, and professional development. The conventional wisdom is simple: the more you learn, the better you’ll perform. But what if the key to innovation isn’t about learning more, but rather about forgetting less?

It might sound counterintuitive, but this subtle shift in perspective can transform how you think about knowledge management and creativity in your organization.


The Forgetting Curve: Your Biggest Knowledge Leak

The problem starts with how our brains work. Research by German psychologist Hermann Ebbinghaus introduced the concept of the “forgetting curve.” Essentially, we forget up to 50% of newly learned information within an hour and as much as 90% within a week—unless we take deliberate action to reinforce it.

This isn’t just an individual issue. Consider the collective implications for organizations where employees undergo training, attend meetings, or share insights. If 90% of that knowledge is forgotten or left unutilized, what’s the point of investing in learning initiatives?

Forgetting is natural, but it’s also a huge leak in your company’s knowledge pipeline. And while many organizations focus on teaching employees new skills or introducing the latest tools, they often overlook the need to help employees retain and apply what they’ve already learned.


The Innovation Gap: How Forgetting Limits Creativity

Innovation thrives at the intersection of knowledge and application. It’s not about the sheer volume of information you have but how effectively you can connect the dots between what you know and what you do.

When knowledge is forgotten, those dots disappear, making it harder to generate fresh ideas, solve problems, or build on past successes. Employees waste time reinventing the wheel, repeating mistakes, or duplicating effort because critical lessons learned have been buried in the sands of time.

The result? A company that feels stuck, constantly chasing the next big thing while failing to capitalize on the wealth of knowledge it already has.


Flipping the Script: How to Forget Less

So, how do you ensure your organization forgets less—and builds a culture of continuous innovation? Here are three actionable strategies:

1. Reinforce Learning Through Spaced Repetition

Spaced repetition is a proven technique for combating the forgetting curve. Instead of a single training session, reinforce critical knowledge over time. For example, follow up on workshops with microlearning modules, quizzes, or discussion groups that revisit key concepts. This repetition strengthens memory retention and ensures that knowledge sticks.

2. Capture Knowledge in Accessible Systems

Don’t let valuable insights evaporate into thin air after a meeting or brainstorming session. Use knowledge management tools to document and organize critical information. Platforms like Notion, Confluence, or SharePoint make it easy to store and retrieve knowledge so that your team can access it when they need it most.

3. Foster a Culture of Knowledge Sharing

Encourage employees to share their learnings and experiences with their peers. This could be through informal lunch-and-learns, internal blogs, or mentorship programs. When knowledge is shared, it’s reinforced—not just for the sharer but for the audience as well.


The Competitive Edge: Retention Over Acquisition

The companies that will thrive in the future aren’t the ones that simply learn the most but the ones that retain and apply their knowledge effectively. By focusing on forgetting less, you can unlock the full potential of your team’s creativity, reduce inefficiencies, and build a culture of innovation that lasts.

Remember, innovation isn’t about accumulating more—it’s about making the most of what you already have. What steps will you take today to help your organization forget less?


At The End Of The Day

I prompted Poe’s chatbot, “Assistant”, with the following. Its response seems almost like it enjoyed doing this.

“Write a corporate pep talk of at least 300 words that sounds reasonable, but is nothing more than corporate gibberish.”


Team:

As we embark on the next fiscal quarter, it’s imperative that we synergize our verticals and double down on our core competencies to truly unlock cross-functional scalability. The paradigm shifts in our industry demand an agile mindset, and we are uniquely positioned to leverage our robust infrastructure to capitalize on emerging opportunities. Now is the time for us to think outside the box, lean into our KPIs, and disrupt the status quo with unprecedented velocity.

 Our mission is clear: we must amplify our operational bandwidth while maintaining a laser-sharp focus on customer-centric deliverables. This is not just about meeting expectations—it’s about exceeding them at every touchpoint. By fostering an ecosystem of innovation and embedding a culture of excellence into our DNA, we can achieve a seamless alignment between our strategic objectives and ground-level execution.

 Remember, success in today’s dynamic landscape is not a linear journey. It’s about embracing iterative growth, harnessing actionable insights, and pivoting proactively when faced with volatility. Let’s not forget the power of collaboration—our ability to break down silos, ideate collectively, and drive end-to-end solutions will define our trajectory as market leaders.

 I urge each of you to take ownership of your deliverables and approach challenges with a growth mindset. Let’s circle back to our organizational north star and ensure that every touchpoint in our value chain is optimized for maximum impact. The low-hanging fruit is ours to harvest, but we must also keep an eye on the blue-sky opportunities that will future-proof our success.

 In closing, I want to reiterate that our greatest asset is you—the people who make this organization thrive. Together, let’s move the needle, operationalize our vision, and deliver unparalleled value to our stakeholders. The sky is not the limit—it’s just the beginning. Let’s make it happen!


The Crisis of Leadership: Toxic Masculinity, Bullying, and the Betrayal of Accountability

The meeting on February 28, 2025, at the White House, bringing together Donald Trump, J.D. Vance, and Volodymyr Zelenskyy, serves as a stark illustration of the political, economic, and social chaos that toxic leadership has wrought on the United States. On one side of the table sat Trump and Vance, embodying the very traits that have plunged America deeper into division and dysfunction—traits of toxic masculinity, bullying, gaslighting, and victim-shaming. On the other sat Zelenskyy, a leader of integrity and composure, whose professionalism only magnified the disgrace of his American counterparts. This juxtaposition was more than symbolic; it was a glaring indictment of the corrosive leadership that continues to undermine the United States and its standing in the world.

Toxic masculinity, as personified by Trump and echoed in Vance’s rhetoric, has become a cornerstone of American political dysfunction. Their performative bravado and obsession with power over progress perpetuate a culture where collaboration is seen as weakness and empathy is dismissed outright. Trump’s tenure has been a masterclass in this destructive ethos, where bluster replaces leadership and domination replaces diplomacy. Vance, once a self-styled critic of Trump’s excesses, has since become a sycophantic disciple, mimicking his mentor’s disdain for nuance and complexity. Together, they exemplify a system that rewards aggression over thoughtfulness, leaving the American people to bear the brunt of their failures. This toxic culture has seeped into every corner of American life, from policymaking to public discourse, eroding the very foundations of democracy.

Bullying has become an accepted strategy in their political arsenal, weaponized to intimidate opponents and silence dissent. Trump’s long history of personal attacks, from mocking disabled reporters to belittling political adversaries, has set a precedent for cruelty as a form of governance. Vance, too, has adopted this playbook, using inflammatory language to marginalize those who challenge his agenda. This normalization of hostility has turned public discourse into a battlefield, where the loudest and most caustic voices drown out reasoned debate. The result is a nation more divided than ever, unable to agree on even the most fundamental truths. Meanwhile, Zelenskyy, facing a war in his homeland, demonstrates the strength that comes from uniting people rather than tearing them apart. His calm resolve in the face of existential threats is a sobering reminder of how far American leadership has fallen.

Gaslighting, a hallmark of Trump’s reign, continues to sow confusion and distrust among the American public. From denying election results to dismissing the severity of crises like COVID-19, Trump has repeatedly manipulated reality to serve his own ends. Vance, despite his past critiques of Trump’s dishonesty, has embraced this strategy, casting doubt on credible institutions and experts. This deliberate distortion of truth not only erodes public confidence but also paralyzes meaningful action. When leaders deny facts and vilify those who challenge them, they create an environment of apathy and hopelessness. Zelenskyy, by contrast, has faced unimaginable challenges with honesty and transparency, fostering trust among his people and the global community. His leadership underscores the moral bankruptcy of those who would rather gaslight than govern.

The culture of victim-shaming perpetuated by Trump and Vance is perhaps the most insidious aspect of their toxic leadership. Rather than addressing systemic injustices, they shift blame onto the very people harmed by them. Whether it’s dismissing the struggles of marginalized communities or ridiculing survivors of abuse, their rhetoric perpetuates cycles of oppression and inequality. This refusal to take accountability emboldens abusers and undermines efforts to create a more just society. Zelenskyy’s leadership stands in stark contrast; he has consistently championed the resilience and dignity of his people, refusing to vilify the vulnerable even in the face of extraordinary challenges.

Compounding this crisis is the complicity of women who support leaders like Trump and Vance, enabling their toxic behavior and policies. Their subservience to patriarchal norms legitimizes the very power structures that oppress them. This dynamic is a critical but often overlooked factor in America’s current turmoil. By propping up men who embody toxic masculinity, these women reinforce the cycles of inequality and dysfunction that plague the nation. Zelenskyy’s leadership, grounded in mutual respect and shared purpose, offers a stark alternative to this corrosive dynamic.

As the meeting unfolded, the contrast between Trump and Vance’s bluster and Zelenskyy’s quiet professionalism could not have been more glaring. While Zelenskyy sought solutions to a war that threatens global stability, Trump and Vance seemed more interested in posturing and self-aggrandizement. Their presence was a reminder of everything wrong with American leadership: the prioritization of ego over ethics, power over people, and division over unity. In Zelenskyy, we see a leader who understands the gravity of his responsibilities, who values truth and accountability, and who inspires rather than alienates. In Trump and Vance, we see the embodiment of a toxic culture that has brought America to the brink.

It is time to reckon with the consequences of this toxic leadership. The United States cannot afford to continue down a path where aggression, dishonesty, and victim-shaming are rewarded while integrity and collaboration are dismissed. We must demand better from our leaders and ourselves. The contrast between Trump, Vance, and Zelenskyy is a stark reminder of what is at stake: the very soul of our democracy and the future of our nation. Let this meeting serve as a wake-up call, not just to those in power but to every American who believes in a better, more just future.


Paine’s Nightmare

We’re about to find out just how many “summer soldiers and sunshine patriots” have managed to ascend to positions of power and influence in our country.

I fear such knowledge is going to be deeply disappointing and demoralizing. I will be surprised if even half of elected Democrats rise to the occasion. I hope I’m wrong.


Why Are People Giving In?

In his book, “On Tyranny: Twenty Lessons From The Twentieth Century”, the very first lesson Timothy Snyder presents us with is “Do not obey in advance”.


Yet this is precisely what the mainstream media (including MSNBC and even Comedy Central) are doing wrt the “candidacy” of Rapey McEarGotNicked. They’re cravenly removing shows that might “offend” Trumplethinskin, ostensibly in the forlorn hope that if he wins they’ll obtain or retain access to him during his admin, er reign as King of the World.

Another admonition from Snyder; “Be calm when the unthinkable arrives.” Unfortunately, if my admittedly unscientific analysis is correct, this is what far too many of us are doing on the daily. I say this because of a couple of things.


One – Facebook provides a range of reactions for posts and comments. These are “Like”, “Love”, “Care”, “Ha Ha”, “Wow”, “Sad”, and “Anger”. I see lots of people reacting to news of Mango Mussolini’s outlandish “positions” (especially Project 2025) with “Sad” rather than “Anger”. Being sad is debilitating. Being angry is energizing. It can, and should, lead to dogged determination to resist, whereas being sad leads to fear, anxiety, and panicked paralysis.

Two – On Threads which, despite being a META product like FB & IG, doesn’t provide for a range of reactions, I consistently read comments by people who are afraid or uncomfortable. Hardly any are angry at what’s going on with the Treason Weasel’s “campaign”.


What we face with the prospect of another Trump Presidency is objectively horrendous, yet many seem to be paralyzed and incapable of doing anything other than complaining and expressing their fear for the future.


Maybe I’m off base here, but I believe they are doing what Professor Snyder is admonishing us against, i.e. obeying in advance or, to put it more succinctly, giving up.


WE NEED TO DO BETTER. Only 112 days remain for us to educate and fire up the electorate, especially the large chunk of people who don’t ordinarily vote.


PS – I’m a 77-year-old, straight, cis gendered, white male who lives in SoCal, is retired, and has enough retirement income (thank you Social Security & Medicare) to squeak by almost no matter what happens. Nevertheless, I care about my fellow meat sacks and, especially, my two adopted girls. For this reason I will not obey, either in advance or afterward. There’s just too much at stake.

Hasta la victoria siempre. ¡Venceremos!


Deming and Rocketdyne

Sometime in late January of 1987, almost one year to the day after the Space Shuttle Orbiter Challenger was destroyed as it ascended to orbit, I was assigned by the temp agency I was using at the time to begin work on the Space Shuttle Main Engine team at Rockwell International’s Rocketdyne Division in Woodland Hills, CA.

Prior to that fateful date I had, with one exception, never worked at a company with more than a dozen employees. My family’s wholesale food business, at its peak, was only my father, brother, me, and one employee and most of the numerous jobs I had held over the previous 20 years or so were similarly small.

Rocketdyne employed several thousand people, most of whom labored at our campuses in Woodland Hills and Canoga Park, CA. It was a division of Rockwell International, which employed over 100,000 people world-wide. It was a jarring transition to go from small (really small) businesses to a multi-national aerospace conglomerate. However, having been somewhat of a space-cadet, i.e. enthusiast most of my life, I was thrilled with the opportunity.

A year later on 1 February 1988, I was hired to work in Engineering Computing on the Flight Ops team – a position I would not have dared to dream of filling. Nevertheless, there I was helping our nation’s space program get back on track. It was truly a dream come true.

At the same time, I was becoming aware of the unique way in which large organizations conduct themselves. Some of it wasn’t pretty. I first encountered the business philosophy of W. Edwards Deming soon after I was officially hired as I was lucky enough to have a colleague who was a student of his. Deming had written a book (he wrote many) in which he laid out a fourteen-point explication of his concept of TQM (Total Quality Management).

I was enamored of his positions, as they coincided with my growing understanding how things worked in virtually any organization. I had long been someone who looked for and found ways in which to improve the processes and procedures of any organization I was involved with, and Deming’s philosophy made a great deal of sense to me.

At the same time, I was becoming increasingly aware of the reality that many companies, including Rocketdyne, were honoring those principles in their breach, not their adherence to them. As I was studying Deming’s 14 points I began to realize just how thoroughly many of the managers I encountered were oblivious to the virtues Deming laid out.

Somewhere around 1990 I decided to see if I could capture the differences between what Deming offered and how Rocketdyne was actually doing things. I captured Deming’s 14 points and then created Rocketdyne’s 14 counterpoints. I’ve kept them over the years and am here sharing my understanding with two screenshots of those differing points of view. Please keep in mind not all managers were as controlling as the worst of them. I was lucky to work under the supervision of several truly wonderful managers in my nearly quarter century of employment there. Regardless, I think my analysis was reasonable, even after over 34 years. You?


Don’t Call Me a Guru, Dammit!

NB: I published this article sometime in 2010, around the time I accepted an early severance package from Pratt & Whitney Rocketdyne and retired. It was published using WordPress’s old classic editor and didn’t render well any longer, so I’ve upgraded it to their current block editor format. This should explain why the date associated with it is May 16, 2023.


This article is a few years old, but there’s so much good stuff in here I’m thinking I should post it every other week for the rest of my life. Seriously, with all the talk lately about how you need to be careful of people who hold themselves out as Social Media Experts, Russ’s words are even more impactful.

This October Russ will have been gone for a year. I’m willing to bet I speak for a lot of people when I say he is sorely missed. He is surely not forgotten. Read the whole article; then get the book f-Laws.

Update (Thanksgiving, 2013) This post was originally published from www.telegraph.co.uk using Amplify, a curation service that no longer exists. Below is the excerpt as Amplify prepared it.

Anti-guru of joined-up management

Published: 12:01AM GMT 08 Feb 2007

My Last Visit With Russ
I was fortunate to spend Russell’s 90th birthday with him in Philly, I took this photo when Bill Bellows and I had dinner with Russell and his wife, Helen

If you were asked to picture what a management guru should look and sound like, you might come up with a description of someone very like Russ Ackoff. Grey-haired, distinguished, softly spoken, Ackoff fits the bill. And also, since he turns 88 on Monday, he can claim the benefit of wisdom earned over the course of six decades studying and working with businesses and organisations.

Except, of course, that “guru” is not a label that Ackoff is keen to accept.

“A guru produces disciples, and a discipline, and a doctrine,” he says. “If you are a follower of a guru, you don’t go beyond his thoughts, you accept his thoughts. He gives you the questions and the answers – it’s an end to thought. An educator is exactly the opposite,” he says. “You take off where he sets you up for the next set of questions. One is open-ended, the other is closed. Most consultants are gurus. They are ‘experts’, not educators.”

So please don’t refer to Ackoff’s body of work as gurudom and please don’t describe his work with clients as management consulting.

“We don’t call it consulting,” he states firmly. “We make a distinction between consulting and being an educator. A consultant goes in with a solution. He tries to impose it on a situation. An educator tries to train the people responsible for the work to work it out for themselves. We don’t pretend to know the way to get the answer.”

In his distaste for gurudom, Ackoff is of a mind with his old friend and colleague, the late Peter Drucker. Drucker famously once observed that the only reason people called him a guru was that they did not know how to spell the word “charlatan”.

“Peter Drucker made a great distinction between doing things right and doing the right thing,” Ackoff says. “All of our social problems arise out of doing the wrong thing righter. The more efficient you are at doing the wrong thing, the wronger you become. It is much better to do the right thing wronger than the wrong thing righter! If you do the right thing wrong and correct it, you get better.”

Read more at www.telegraph.co.uk (I don’t believe you can see the entire article without accepting a “free” monthly subscription, which you will have to cancel if you don’t want to be charged.)