Andre's Executive Order

The road to hell is paved with good intentions. Scott Walker's intentions, presuming no underlying plans, are admirable. In fact, my first impression of the prank call played on the Governor was the stark realization that he genuinely believes in what he's doing. However the methods he has chosen to enact this agenda have overshadowed those goals and sent Wisconsin down a destructive road. Here's how we got where we are in short. The Budget Repair Bill was introduced with the heavy taint of deception: Assembly Democrats being given no warning for the 144 page document that would be dropped in their laps for a same day vote on its introduction. The plan was to rush sweeping changes to government employment through the Legislature in five days to avoid backlash from the unions. Wisconsin Republicans legislators didn't come to the legislative process to create a law fixing the budget, it was already written. Instead they were essentially told in advance how the process ...

“John Kotter suggests that for change to be successful, 75% of a company's management needs to "buy into" the change. So for change to happen there needs to be a shared a sense of urgency around the need for change. And this will result from honest and open dialogue with your people about what's happening in your market and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. You can find effective change leaders at all levels within your organization - they don't necessarily follow the traditional company hierarchy. It is important to get an emotional commitment from these key people as you build a team to support your change initiative.” The above excerpt is taken from John Kotter, as stated, an ex...