Substance has become a liability. Some of my best friends and family members, as they say, are journalists. But I'm sick of hearing from them. Where are the historians, political scientists, economists, sociologists, communication experts and objective political analysts -- for a start?
Journalists are apparently equipped to tell us everything we need to know. Most on television interview each other and tell us next to nothing. With few exceptions, they ask superficial questions and seek sound bite answers. That's when they're not playing gotcha. And this is the information we're supposed to use to elect the next president.
Historians will reveal in years to come how we allowed ourselves to be convinced by people who were supposed to report what others with expertise have to say. Instead, they trained us to accept corporate media enterprises hiring good talkers to interview each other. The result -- a perpetual loop of stunning superficiality.
Most of us are ready to hear what the candidates plan to do about health care, Iraq, terrorism, social security, the failing economy, lead in children's toys, and a host of other issues that "momentum," "experience" and some vague notion of "change" can't effectively address without intense study and superb problem-solving. We need from the final candidates evidence of depth and skill in problem observation, detection of causes, generating of options, identifying and employing those best suited to each solution stage, selection of qualified team members, accountability and follow through. And that's just for starters.
I've studied change at length. Each type of change leader, commanding, logical, inspirational, and supportive, has his or her strengths and weaknesses. Commanders often rush to decisions and actions, but they are also good at getting things done once a plan has been developed. Logical leaders often ponder too much, but they are better than commanding leaders at taking the time needed to assess what is really at the heart of problems. Inspirational leaders can be lofty but short on delivery -- good at starting, but not at subsequent steps. Yet, to their credit, they are also motivational and some types of change benefit from that. Supportive leaders make people feel good, but can go too far by declining to make decisions that might displease.
Effective and lasting change requires assessing the skills and limitations of its agents. What change implementation leadership skills do the candidates possess? Where do they fall short? What skill combinations will solve our most pressing problems? Who has what it takes to effectively begin change on each pressing issue facing the United States and the world? Who can effectively follow through and maintain change in the areas that can make this country strong again? What obstacles stand in the way of change and how do the candidates intend to remove them? Are they in touch with their limitations and how will they compensate for them?
Until we insist that journalists ask such questions, change will not occur. It will remain an elusive quest and we will only have ourselves to blame.
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Posted February 20, 2008 | 09:20 PM (EST)