- Fighting Complacency Reminder: Nothing We Do is Routine, NOTHING!!!
- Street Level Red Teaming: The Cop Killer
- Street Level Red Teaming: Assessing The Situation From the Adversarial Point of View
- Take A.I.M. and Prepare To Win Dynamic Encounters
- Don't Charge Police for Mistakes
- What is a Threat?
- Benefits of Conditioning Our Decision Making...The Boyd Cycle
- Superior Situational Awareness and Decision Making...Attributes And Skills of Full Spectrum Officers
- Earning "The Right to Lead" With Character and Courage
- JUSTIFIED: Are You Serious? The Balancing Act of Persuasion, and Reasonable Force
- Adaptive Leader Methodology: An Alternative for Better Outcomes
- When Do We Teach the Basics?
- Positive Leadership: Invest in People Building a Culture of Innovation
- Harnessing The Street Cops Wisdom: Taking Whole of Conflict...And Effective Full Spectrum Responses
- Beyond Active Response: An Operational Concept for Police Counterterrorism Response
- The Badge: Much More Than a Piece of Medal
- Wellbeing Check to Knife Attack: Anticipation-The Double Edged Sword and its Affect on Winning and Losing, Up Close and Personal
- Fast Transients, Manipulating the Tempo of Conflict: Disrupting and Confusing Our Adversary via Full Spectrum Response
- Leadership By Wandering Around!
- Defeat into Victory: Battling a Tough Climate with Faith, Perseverance and Lessons Learned
- Evolving Threats and the Fourth Generation Warfare Problem Here at Home
- We were ready, they weren't...40 Years after Newhall, Are We Applying Lessons Learned?
- When Violence Prevention Fails, Planning Must Enhance Strategy
- After Action Review: Is It a Tool Used to Learn and Become More Effective or a Tool Used to Punish?
- Maintaining Mental Calmness and Not Losing Our Cool
- Evolution of Strategy and Tactics to Ongoing Deadly Action "Active Shootings" and Operational Art
- Interaction, Insight and Imagination, and Initiative...The Building Blocks of Police Operational Art
- Coffee and Conversation: Is "Officer Friendly" a Factor to Consider in Engagements with Our Adversary?
- Coffee and Conversation: "Sharpening Our Orientation" and Reducing Officers Killed in the Line of Duty
- Coffee and Conversation: Police Make Mistakes But Seldom Admit Them! What's Reasonable?
- Coffee and Conversation: The Tactical Decision Maker: The Devil's Definitely in the Details
- Coffee and Conversation: "Self Awareness" The Forgotten Attribute of Decision Making
- Coffee and Conversation: Issues that Affect Law Enforcement and Security: Walking our Talk to Officer Safety
- Coffee and Conversation: Issues that Affect Law Enforcement and Security: The Inevitable Failure of Suburbia?
- Law Enforcement and the Utility of Force...Why Cops Can't Shoot Like the Lone Ranger?
- Tactics: Applying Methods to Madness
Cheerleading Syndrome by Don Vandergriff...On Leadership Section of the Washington Post
Submitted by Fred on Tue, 02/02/2010 - 7:42pm.
Don’s at it again in his candid and frank no holds bared way, on the topic of leadership and rhetoric verses reality. Leads to the question of what Don calls cheerleading and the cheerleader effect. Not exactly what your thinking so read on.
“Cultures even evolve a system of incentives that only award behavior that is seen as favorable in maintaining the status-quo. For whatever reasons, everyone gets caught up to do whatever it takes to keep the victory celebration going. Over time "committing the truth" is not an accepted norm if it contradicts positive themes.”
Stay Oriented!
Fred
Cheerleading syndrome
In response to the On Leadership question: Federal budget: Can we handle the truth?
I would rephrase the question this way: Do Americans have the leaders that will deliver the painful truth about government budget deficits -- that getting them under control will require both tax increases and cuts in government services -- or will the Washington establishment reject any leader who dares to deliver it?
Over time nations take one of two evolutionary routes: They either continue to adapt with changing environmental conditions in order to sustain core beliefs, or they become complacent, resting on their laurels. In the latter case, success has led to isolation in a changing environment. Choosing the easy wrong over the hard right dominates. Decisions based on facts and assumptions that led to success become dated. In turn the nation fails to demand critical analysis from its leaders.
The right course of action may in fact force leaders to make hard choices and, in turn, to ask followers to change their accepted habits and even make sacrifices. The other option is doing nothing, keeping things as they are while pretending to do something through colorful rhetoric and complicated PowerPoint presentations. In order to justify doing nothing or making hard choices a culture adapts the cheerleading effect.
The cheerleading effect happens when the only acceptable message is a positive one. Everyone wants the party to go on, even after they have forgotten what the celebration was for. Over time, cheerleading transforms history into a one-sided view supporting the current accepted message. It becomes a cultural norm as it accompanies and justifies complacency.
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