Michael Russo LTE Sept. 2, 2026 HV1

A Rush for No Good Reason​

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I’d wager that almost all of us have seen this circumstance at some time in our lives. Leadership of a company, an organization, or a municipality had a vision of major changes that they wanted to carry out. Knowing that people resist structural change, they decided on an expedited process to push these changes through quickly. Unfortunately, the very manner by which they tried to implement the changes boomeranged; the failure to devote enough time and communication for the idea to be considered by all affected people created much pushback, divisiveness and resentment. But the leaders were so assured in the correctness of their own vision and so attached to it that they paid little heed to others who identified weaknesses and fallacies with the idea, thus to the detriment of the whole entity.