Classified Evaluation Form - Roberts High School: Fill & Download for Free

I'm aware of two books.1. Patriot's Reign by Michael Holley (2004)Holley took a one-year leave from his job as sports columnist for The Boston Globe after getting permission from Belichick to shadow the team and write this book. The book is a narration of selected Patriot's history from 2002-2004. While it doesn't specifically try to show how the organization is run, there are interesting details here and there. I've pulled highlights from it, with emphasis on the team's management.CH 1: The Art of the GameBelichick as a person. His personality. Him growing up, glimpses of early days coaching.Early in his head-coaching career, Belichick underestimated the importance of forming a positive relationship with the media.CH 2: The Foxboro TriangleHistory of Patriots owner Robert Kraft.Kraft has a good bond with Belichick, but did not with Bill Parcels.CH 3: Tom Brady and The ReconstructionBefore Belichick, the Patriots were in bad shape. They were $10 million over the salary cap. Good players were going to other teams. The team lacked unifying leadership: "If some [players] couldn't get what they wanted from [Pete] Carroll, the were not above turning to [Bobby] Grier to see what he thought."Belichick "was adamant about his teams being able to bridge any of their racial differences."Bledsoe's fall and Brady's rise."[...] Bledsoe thought Brady was temping in his place. He was wrong for several reasons. [...] Under Belichick, all Patriot jobs could be classified as temporary. They were earned and held by performance, not status or longevity. Belichick didn't go out of his way to antagonize stars, nor did he do anything special to accommodate them."CH 4: Dissecting the Greatest Show on EarthPreparing for the Rams."Crennel, Adams, and Belichick all came up with independent thoughts on defending the Rams. Belichick likes to see what his employees think, independent of him. 'That way you don't have crude masturbation activities.'"CH 5: Patriot ReignSuper Bowl XXXVI"On the morning of Super Bowl XXXVI, Belichick had no remarkable speeches for the team. He gave the Patriots the major points of the plan once again, guessing it was the twentieth time they had heard these instructions from him.""He spent most of his time warning the players about the length of the day: it was going to be two hours longer than normal. He emphasized that the players needed to pace themselves.""He was comfortable with his players and staff members taking different paths to readiness, as long as they were ready to do their jobs."Details of the game (they win).CH 6: Reversal of FortuneBelichick is harsh in his criticism, and players have to be able to handle that."He prefers to have advisers and scouts with strong opinions, and at times he demands that those opinions be stated." He welcomes differing opinions."There are actually written tests--no multiple-choice here--in which players show their position coaches that they have grasped the key points of the week." Excerpt from one of these tests: "When running 'R32 Away A Flip' vs. '1 Weak' or '8 Sky,' what should you expect to do with the football?" Final question: "What will you do this week in order to lead your team to victory?""He doesn't see the game in four quarters. He sees it as a series of situations [...] where he tries to force the other coaches to declare what they are doing before he declares what he's doing.""During the week [...] [h]e is watching tapes, talking on the phone to anyone who may have a morsel of insight, meeting with Ernie, meeting with Scott, meeting with the coaches, meeting with the head trainer Jim Whalen, and studying practices and practice tapes.""When he asks right tackle Kenyetta Jones how long he is going to continue to get his ass kicked on a play called 'Toss 38 Bob,' everyone knows he is really asking the team the same thing [...] He knows how to craft critiques in such a way that they go from being personal evaluations to collective ones, and suddenly everyone feels accountable."On Saturdays, Belichick holds a pre-game 20-man staff meeting including assistant coaches, coaching assistants, members of the support staff."What makes the leaders of Patriots football operations different from heads of some companies is the value they place on jobs that have no glamour. They truly respect those who do grunt work, so much so that they are willing to promote them if they show the aptitude to be promoted. Belichick is trying to construct a meritocracy where no one is places in a categorical box and chained there for the rest of his coaching career."CH 7: Wait Till Last YearReflection on a disappointing 2002 season.CH 8: Rookies and ReplacementsHiring and firing in 2003.Belichick held "a team evaluation meeting where no opinions were spared. [...] Every Patriots player was up for discussion. There were strengths and weaknesses for each one. There were comments and sometimes statistics on his mental errors, his performance in the weight room, his ability to be coached, his attitude, his ranking compared with others at his position leaguewide and his ability to help the team next year."CH 9: Finding the Missing PiecesScouting."They talk for hours about every aspect of a player, from his body type to his favorite movie." They talk about diets (e.g. "This kid has a sensitive stomach."), lifestyles (e.g. marijuana use), character (e.g. turning in school assignments late), communication skills.The best scouts "have developed sources at each stop. They chat with head coaches as well as cops. They pay attention to strength coaches, trainers, graduate assistants, and third- and fourth- stringers who watch the starts when the stars may be oblivious to them.""The Patriots are one of four teams with no affiliation to either National [Football Scouting] or Blesto" (which are scouting services)."The Patriots' grading system for players [...] is a marriage of science and art, instinct and intellect. There is a New England alphabet and New England numerology. Every player [...] is defined in these terms."There is a description of the letter and number grading scheme, as well as eight player types, that I won't repeat here."Major factors are the same for all positions. All players are judged in seven categories: personal/behavior, athletic ability, strength and explosion, competitiveness, toughness, mental/learning, and injury/durability. The categories in critical factors and position skills are in flux, depending on the position."CH 10: The Meat MarketSpecifics on the 2003 draft.CH 11: "They Hate Their Coach"The decision to let go of player Lawyer Milloy.CH 12: Belichick Versus ParcellsPrep for game against the Cowboys (Pats win)."If Belichick is asked about his players' injuries, he tries to guard their confidentiality more than their family doctor might. [...] He will report the problem area, but in the most general terms allowed. He asked his players not to talk about the injuries to [a list of players].""Josh McDaniels, one of the coaching assistants, came up with a Friday segment called 'bonus cuts.' He would show twenty-five plays that illustrated the key points the players needed to remember. He realized that attention spans were short on Fridays, so he made the package must-see film by adding the bonus cuts at the end of them. Sometimes it was footage of himself and Eric Mangini in high school and Pepper Johnson and Rob Ryan in college. There was a clip from Johnson's brief announcing career in New York. The anchors went to him on a live shot, and Pepper, seemingly surprised, threw up his hand in front of the camera and said, 'Hi, guys.' The players walked around saying that for weeks. They even included the quick wave to sell the joke, a joke that never got old. [...] The players loved bonus cuts. The three or four times McDaniels didn't include them at the end of his presentations there would be groans in the auditorium."CH 13: Patriots Reign RevisitedScenes from 20042. Management Secrets of the New England Patriots by James Lavin (2005)Unlike Patriot's Reign, this book directly addresses your question (so I won't pull-quote from it). However, Management Secrets might actually be less insightful, because Lavin doesn't have insider knowledge. The secrets he highlights (which you can preview in the Table of Contents on Amazon) seem fairly common sense -- he has just done a whole lot of research to back up these ideas with specific anecdotes. Unfortunately, the font chosen for this book is seriously an eyesore.3. I'll throw in a mention for The Education of a Coach by David Halberstam (2005). It's not directly focused on how the Pats are run, though you get glimpses. I read it in high school and recall it was an eloquent portrait of Belichick the man.

TL;DR - It’s a fool’s errand to ascribe basic attributes - such as fundamentally peaceful, fundamentally warlike, fundamentally tolerant, fundamentally intolerant - to a culture, since cultures are not monolithic things - Chinese included. China, like any culture, has militaristic facets that arose out of specific historical experiences, personal and collective - but while that does not make it superlatively peaceful, neither does it make it any more warlike than other cultures.Not any more or less than most other cultures.The question itself is difficult to answer because evaluating a singular culture in terms of “peaceful” or “warlike” is at best quixotic - cultures change and shift and our perceptions of them (whether we are foreign or not) are similarly in flux.It was not uncommon in the late 19th century and early 20th century to regard German culture as the most refined and humanistic culture in Europe - the birthplace of Thomas Mann, Goethe, Schiller. That perception (at least in the popular mind) certainly changed after WWII and even WWI and the Germans gained a reputation for having a “warlike culture,” almost entirely in retrospect and due to the contextual lens through which people saw them.Similarly, it’s almost impossible to say whether or not a 4,000 (plus!) year old culture such as Chinese culture is inherently peaceful or inherently warlike. Most likely, it’s none of those things - all major cultures discuss, celebrate, and value warlike things (glorious battles, victorious generals) as much as they do issues of peace (great statesmen, golden ages of prosperity).The expected answer is, no doubt, that China is the most peaceful nation to ever have existed on the face of the Earth. But, really, that’s not true, though it’s beyond the scope of the question, which has to do with culture. And I’m sure that some other answers are going to claim that China is definitely absolutely peaceful because (supposedly) they have not in their recent 60 years of existence begun a war, whereas America has. So, no doubt that response will go, China is peaceful and America is warlike, meanwhile all too simplistically asserting that it’s a cultural issue and not one to do with the multitude of economic, political, and situational variables that China and the United States do not share.So, is China peaceful, culturally? It’s impossible to say. But we certainly can say that Chinese culture has martial themes that are constantly repeated and explored and that it has militaristic facets.Why is that? Let’s explore.The four most beloved vernacular novels in Chinese literature are the so-called Four Great Novels (四大名著). They are:The Water Margin (水滸傳)The Romance of the Three Kingdoms (三國演義)The Journey to the West (西遊記)The Dream of the Red Chamber (紅樓夢)Caption in Chinese in the lower right: “Wu Song attacks Jiang the Door God.”“Sun Xingzhe” - Sun the Ascetic, another title for Sun WukongThe burning of Cao Cao’s fleet during the Battle of Red Cliffs.A woodcut of Jia Yuanchun, Jia Baoyu’s elder sister, and later an imperial concubine, looking out over Dayuan Garden. She would later die in her quarters at a detached, faraway area of the imperial palace at the age of 42.Of these four, the first two are largely about war. The Water Margin starts with the bandits fighting against the Song and ends with the bandits in the employ of the Song, invading the Liao Dynasty. The Romance of the Three Kingdoms, of course, tells the story of the lengthy period of civil war before and following the final fall of the Han.The Journey to the West is largely built on the mechanism of the travelers, especially Sun Wukong (孫悟空) fighting hordes of demons. You could go so far as to say that Sun Wukong is probably the most recognizable and perhaps the most beloved character in Chinese popular culture - but he is at the heart, a martial character and uses his powers in battle.Of the four, only The Dream of the Red Chamber is wholly peaceful.So, let’s consider that. These were the most popular vernacular novels, often born of and recorded from popular storytellers - a form a pop culture in continuum of literacy experienced by the people during the Imperial era. All but one of them are primarily about war and fighting. Other popular vernacular novels, such as The Biography of Yue Fei (岳飛傳) and The Investiture of the Gods (封神演義), also feature war as a major theme or backdrop. Their modern descendants in the wuxia genre - for instance, Jin Yong’s Condor Trilogy (射鵰三部曲) - take after them a great deal, and Yue Fei is upheld as a culture hero in his battles against the Jin.All in all, these popular, traditional novels almost all feature war as a central theme or backdrop. That doesn’t mean that the Chinese people are inherently cruel and warlike, but it’s also not a sign that the Chinese people are exceptionally peaceful.But, “ah,” you say, “what about Traditional Chinese culture! Buddhism and Taoism and Confucianism can’t be too warlike.”Well, to some degree that’s correct. But we find ample evidence of a bellicose traditional Chinese culture. The most important, probably, is the Battle of Muye - a battle which, in the telling, would become the archetype for just war in terms of scouring vice and promoting virtue. It would also be used as the cornerstone of the dynastic cycle - a vigorous, just dynasty ousting an older, moribund, immoral dynasty - in the historiography of traditional Chinese writing, especially by writers such as Sima Qian.We can find references to this in the Shijing in the Great Odes:(Da Ming, 236:)殷商之旅、其會如林。矢于牧野、維予侯興。上帝臨女、無貳爾心。牧野洋洋、檀車煌煌、駟騵彭彭。維師尚父、時維鷹揚、涼彼武王、肆伐大商。會朝清明。Translated by Arthur Waley:The armies of Yin and Shang,Their catapults were like the trees of a forest.They marshalled their forces at MuyeA target set up for us."God on high is watching you;Let no treachery be in your hearts."The field of Muye spread far,The war chariots gleamed,The team of white-bellies was tough,The captain was Shang-fu;Like an eagle he uprose.Ah, that King Wu,Switfly fell upon Great Shang,who before daybreak begged for truce.The Battle of Muye was a key point not only in terms of the end of the Shang, but also in developing the very basics of the legitimacy of the Zhou and, given the influence of Zhou political theory on future Chinese dynasties, the basics of legitimacy in other dynasties:Not only did [the battle of Muye] result in the establishment of a Zhou hegemony in northern China that would endure for centuries and provide the nucleus from which an identifiably “Chinese” civilization would emerge, but it also came to acquire iconic status as the archetype of the legitimate use of armed force to accomplish what is today known as “regime change.”[….]The story put out by the Zhou victors, reflected and elaborated in the writings of their descendants many centuries later, is that the battle of Muye was a dramatic confrontation between virtue and vice. The last Shang king appears as a monstrous caricature of lust and cruelty, the inventor of fiendish new tortures who presided over orgies amid forests of meat and pools of wine and cut open the body of one of his advisers to find out whether the heart of a sage had seven apertures. The Zhou founders, in contrast, are presented as paragons of virtue and champions of righteousness. In some versions of the Muye story, the battle was one-sided and virtually bloodless as the Shang fighting men turned their weapons against their own leaders. The Zhou tradition held that the outcome was due not simply to a revolt of the oppressed against their oppressors, but to divine intervention bestowing military success and political legitimacy — the “Mandate of Heaven” (tian ming) — upon men of virtue.[1]The Book of Documents, China’s arguably first work of history, records (or purports to) King Wu’s proclamation on the eve of battle against the Yin-Shang, some extracts of which are given here (all errors are my own, links to each section given in the incipit):予小子夙夜祗懼，受命文考，類于上帝，宜于塚土，以爾有眾，厎天之罰。天矜于民，民之所欲，天必從之。爾尚弼予一人，永清四海，時哉弗可失！[…]我聞吉人為善，惟日不足。凶人為不善，亦惟日不足。今商王受，力行無度，播棄犁老，暱比罪人。淫酗肆虐，臣下化之，朋家作仇，脅權相滅。無辜籲天，穢德彰聞。I, child that I am beside my deceased father, have been apprehensive night and day. I have received the command of my deceased father, Wen, and I have sacrificed to the Emperor On High and I have performed my rites to the mighty earth, and so I possess the multitude by which I shall bring about the vengeance of Heaven. Heaven sympathizes with the people - all that the people should desire, Heaven shall grant. Shall you aid me, I who am chosen to cleanse the land between the four seas forever? The time has come! We cannot let it pass![…]I have heard that good men, doing works of virtue, find the day too short. Evil men, committing vice, also find the day too short. The present King of Shang, Shou, commits his iniquities through violence and force. The illustrious elders he scatters and discards; he associates and is intimate with the sinners of his court. He is lascivious, obscene, a drunkard and oppressive to all and all his ministers have become like him. They form cliques and attack one another, they pursue power to exterminate one another. The innocent implore heaven! The stink of the dirt of this court reeks to the heavens!We see here that the Battle of Muye fit very much into Zhou and, later, Chinese political theory stating that a military expedition and war against unrighteousness was not only permissible but mandatory on the part of the virtuous.But forms of militarism find expression in Chinese literature and thought beyond that. We can take, for instance, the first lines of the ever-popular 孫子兵法:孫子曰：兵者，國之大事，死生之地，存亡之道，不可不察也。Sunzi said: “Soldiering is the great affair of the state - the realm of life and death, the way of existence and destruction. It can under no circumstances be neglected.We can certainly find echoes of this sentiment as far ahead as Ouyang Xiu’s 新唐書 - his rewriting of the Book of Tang. The fascicle on the military begins as such:古之有天下國家者，未始不以德，而自戰國、秦、漢以來，鮮不以兵。夫兵豈非重事哉！Of those nations which have possessed all under heaven, their decline and fall and their stability and their chaos may have been through their virtue, but from the Warring States onto the Qin, the Han, and onward, few have foregone the use of the army. How important is this matter of soldiering!And, no doubt, we have the substantial Zuo Zhuan (左傳), much of which regards military affairs! We can continue this discussion of pre-Qin militaristic and military-focused writing - from the chapters on siege warfare in the Mozi (墨子) to the varied discussions of war and battle in the Strategems of the Warring States (戰國策) and the Discourses of the States (國語) - and that’s not even going into the relatively popular schools dedicated entirely to military affairs.So, even in the early formation of Chinese culture during the Zhou, Warring States, and Spring and Autumn periods, we have a constant discussion of military affairs. Political matters were colored, in part, by the concerns of endemic warfare. So Chinese culture during its formative period was extensively affected by distinctly non-peaceful matters.And what about the course of the dynasties? Certainly, I can get into a far longer discussion about the nature of Chinese imperial foreign policy, the attitude of the Chinese court with regard to those beyond its borders, and so on, but I want to take a look specifically at poetry - basically, the premier avenue for cultural expression for literate Chinese.Even here, we have militaristic concerns, informed by the circumstances of the dynasty at the time:Any student of Chinese history knows that as a government China never ceased to be deeply engaged in its foreign relations, as any successful polity must be; there were, however, long periods when the majority of writers and intellectuals were not interested in the world outside China. This was not true in the Tang. Throughout Xuanzong’s long reign the Tang was contesting control of Central Asia with the equally expansionist Tibetan kingdom and battling with the Khitan and Xi in the northeast. Tang armies reached what is modern Afghanistan, and in 751 an army under the Korean-born general Gao Xianzhi met an Arab army of the Caliphate at the Talas river. […]Poetry about Chinese military experience in Central Asia had taken on its first mature form in the Southern Dynasties. Needless to say, the Han dynasty military ventures described in such poems were entirely products of the poetic imagination, responding to what poets had read in the old histories. Such poetry became highly conventional and those conventions continued to dominate frontier poetry in the seventh century, even for a poet like Luo Binwang who personally served with the Tang armies.In Emperor Xuanzong’s reign there was a new vitality in frontier poetry. It was not that the historical context had changed: Tang armies had been deeply engaged in Central Asia in Empress Wu’s reign. Most of the poets who wrote about the frontier had never been there, as in earlier times. The change was in poetry itself and a new freedom of invention, which was at the same time a freedom of the imagination. Poets lamented the loneliness and suffering of the Tang troops, celebrated Tang victories, or wrote of the futility of the wars. [2]The author then gives an example of one of Wang Changling’s poems from the 300 Tang Poems (唐詩三百首), for which I’ll include the Chinese:飲馬渡秋水，水寒風似刀。平沙日未沒，黯黯見臨洮。昔日長城戰，咸言意氣高。黃塵足今古，白骨亂蓬蒿。I let my horse drink, crossed autumn waters,the water cold, the wind like a knife.Before the sun sank on level sands,I could see Lintao in the glowing dark.By the Great Wall they battled in olden days,and say how high their mettle was.Brown dust aplenty, both now and thenand white bones tangled in the brush.We have another poem by him, Crossing the Border (出塞):秦時明月漢時關, 萬里長征人未還但使龍城飛將在, 不教胡馬度陰山The brilliant moon stretches back to Qin, the passes to Han,Ten thousand li march the troops without returning.But may the capital of the Dragon make use of the Flying General,So the Tartar Horseman shall never pass the Yin mountains!And then, as another example, Cen Can (岑參) and his poem A Song of Running-Water River in Honor of the Departure of General Feng’s Western Expedition (走馬川行奉送封大夫出師西征):君不見， 走馬川行雪海邊，平沙莽莽黃入天。輪台九月風夜吼，一川碎石大如，隨風滿地石亂走。匈奴草黃馬正肥，金山西見煙塵飛，漢家大將西出師。將軍金甲夜不脫，半夜軍行戈相撥，風頭如刀面如割。馬毛帶雪汗氣蒸，五花連錢旋作冰，幕中草檄硯水凝。虜騎聞之應膽懾，料知短兵不敢接，軍師西門佇獻捷。See how the Running Horse River runs to wintery shores,And how sandy roads rise up yellow to the heavens!Luntai’s winds in the September roar,And wadi boulders wither in the gales.The Xiongnu’s grasses are dead and yellow, though their horses are fat,And to the west of the Jin Mountains, smoke and dust fly.Oh general of the Han peoples, mount your campaign!Wear your armor, General, the whole night through,and advance your regiments to the spearclash!The headwinds are cold like daggers, and cut upon the face,and the snowflakes on the coats of our cavalry evaporate in sweat,with the hides’ mottles joined in whirls of frost.And in the grasslands, in your tent, from a frozen inkstone you writethe proclamation to chill the hearts of the barbarians upon hearing.How can their soldiers come close, and give battle!We wait your triumph, oh General, here at the Western Pass!Advancing to the Song, especially after the Jingkang Incident, we have the famously martial, revanchist poems of Lu You. Taking two of his most famous poems, Rainstorm on Nov. 4th (十一月四日風雨大作) and To My Son (示兒) :僵臥孤村不自哀，尚思為國戍輪台。夜闌臥聽風吹雨，鐵馬冰河入夢來。In a lonely village stiff I lie, no self pity,Still I dream of serving at Luntai.Laying in the dead of night the wind and rain I hearArmored cavalry over icy waters, flowing into dreams.死去原知萬事空，但悲不見九州同。王師北定中原日，家祭無忘告乃翁。Dying now, what I did and knew was vanity,But sorrow burns in my breast that my homeland is divided.When the day comes his Majesty’s army sweeps the north and the heartland,Oh, my son, remember to come and your father in his grave.Now, certainly, these are differentiated by context, hundreds of years, intervening politics and literary development - and that’s very much the point, isn’t it? These are not peaceful poems - they’re poems celebrating or pushing for war and at least one is one of the most famous of all Chinese poems (To My Son). All of them are routinely found in anthologies of Chinese poetry, and the first three are included in perhaps the most famous book of Chinese poetry besides the Shijing, and To My Son is often a rallying cry for Chinese patriotism. But does this reveal an inherent desire for war in Chinese culture?Absolutely not. It means that within Chinese culture there are authors and creators and thinkers that deal with the matter of militarism and may, individually, choose to make that a focus of their creation. There are themes, concepts, forms and conventions that repeat themselves, but it’s hard to see how that makes China singularly militaristic.To refer to any culture as specifically aggressive, peaceful, totalitarian, freedom-loving or by any such term is an exercise in futility. Cultures aren’t monolithic - they’re the products of innumerable individuals, all coming from individual circumstances and experiences. There’s not even any explanatory power behind it - it’s impossible to separate a country’s actions from historical, economic, and political context, which are usually sufficient in themselves.In short, culture may inform a people, but it does not strictly govern them - especially as most of us pick and choose what to pay attention to in our cultures. As such, terming any culture as monolithically anything is quixotic at best.Let’s look at some more examples.In the 1940s you would be forgiven for thinking that the German people - who twice in twenty years put themselves under what amounted to a militaristic dictatorship, in many eyes - were culturally a warlike and intolerant people. Certainly, the central political and economic contexts of bitterness towards Versailles, the French reoccupation of the Ruhr, Weimar-era hyperinflation and the global economic crisis had nothing to do with it! The Germans were efficient, but had to work under rules and direction and brooked no dissent.Which would be strange, considering this scene from one of the most famous plays in German literature:Sehen Sie sich umIn seiner herrlichen Natur! Auf FreiheitIst sie gegründet – und wie reich ist sieDurch Freiheit! Er, der große Schöpfer, wirftIn einen Tropfen Thau den Wurm und läßtNoch in den todten Räumen der VerwesungDie Willkür sich ergötzen – Ihre Schöpfung,Wie eng und arm! Das Rauschen eines BlattesErschreckt den Herrn der Christenheit – Sie müssenVor jeder Tugend zittern. Er – der FreiheitEntzückende Erscheinung nicht zu stören –Er läßt des Uebels grauenvolles HeerIn seinem Weltall lieber toben – ihn,Den Künstler, wird man nicht gewahr, bescheidenVerhüllt er sich in ewige Gesetze;Die sieht der Freigeist, doch nicht ihn. WozuEin Gott? sagt er: die Welt ist sich genug.Und keines Christen Andacht hat ihn mehr,Als dieses Freigeists Lästerung, gepriesen.Look round and view God’s lordly universe: On Freedom it is founded, and how richIs it with Freedom! He, the great Creator,Has giv’n the very worm its sev’ral dewdrop;Ev’n in the mouldering spaces of Decay,He leaves Free Will the pleasures of choice.This world of yours! how narrow and how poorThe rustling of a leaf alarms the lordOf Christendom. You quake at every virtue;He, not to mar the glorious form of Freedom,Suffers that the hideous hosts of EvilShould run riot in his fair Creation.Him the maker we behold not; calmHe veils himself in everlasting laws,Which and not him the skeptic seeing exclaims,‘Wherefore a God? The World itself is God.’And never did a Christian’s adorationSo praise him as this skeptic’s blasphemy.A passionate statement for freedom and free thought and religious liberties from the playwright of the German nation.And the notion that Russian culture is aggressive, totalitarian, or coarse? How about this poem - Silentium! - by the Russian poet Tyutchev?Молчи, скрывайся и таиИ чувства и мечты свои —Пускай в душевной глубинеВстают и заходят онеБезмолвно, как звезды в ночи, —Любуйся ими — и молчи.Как сердцу высказать себя?Другому как понять тебя?Поймет ли он, чем ты живешь?Мысль изреченная есть ложь —Взрывая, возмутишь ключи,Питайся ими — и молчи…Лишь жить в себе самом умей —Есть целый мир в душе твоейТаинственно-волшебных дум —Их оглушит наружный шум,Дневные разгонят лучи —Внимай их пенью — и молчи!..Speak not, lie hidden, and concealthe way you dream, the things you feel.Deep in your spirit let them riseakin to stars in crystal skiesthat set before the night is blurred:delight in them and speak no word.How can a heart expression find?How should another know your mind?Will he discern what quickens you?A thought, once uttered, is untrue.Dimmed is the fountainhead when stirred:drink at the source and speak no word.Live in your inner self alonewithin your soul a world has grown,the magic of veiled thoughts that mightbe blinded by the outer light,drowned in the noise of day, unheard...take in their song and speak no word.In any culture, there are statements of sorrow, of joy; of aggression, of peace; of idealism, of cynicism; of skepticism, of faith. To try and narrow down A Culture as a monolithic thing that can be described through a singular adjective is to put blinders on yourself - cultures are more interesting as the sum of human experience than they are as a way to classify people or attitudes.Footnotes[1] The Prism of Just War[2] The Cambridge History of Chinese Literature

I will have to define some terms in order to answer your question. I will also have to make some assumptions and most likely develop some matrices to explain the concepts involved. ( a) A system is defined as a group of interdependent variables (hopefully) with some common purpose and with some positive direction. (b) The Managerial Approach that you allude to in our question I am assuming applies primarily to the traditional bureaucratic /hierarchical model.Differences:(A) The traditional form of budgeting in the Public Administration field in almost all governmental units is through “ Line Item Budgets”. Emphasis is on “ input” being (by law) the lowest bidder which means “ economy”…The primary goal is efficient use of resources within the Bureaucratic model. Thus, this is called “ Administrative Leadership” whereby you use “ existing means to existing ends”. Basically, there is no term called “ Managerial Approach”— the projects are administered in a functional manner. You may get to Managerial when you change the budgeting to a “ Lump sum or a so called “ Performance” Budget. This can also be obtained through a Grant whereby you obtain a “ lump sum”. This provides the opportunity to use “ New means to Existing Ends”—It may provide an opportunity for management of resources to occur. However, this is dependent on how the cash flow and key events are scheduled as well as procedures that are usually designed into the research proposal. This then falls into the singular Project Management approach with the singular biological life cycle of: Birth, Growth, Maturity, Decline, and Death ( end of project). Both of these Models ( Bureaucratic and Project) fit the maintenance of the “status quo” regarding a change model. The other Models NOT being discussed here in detail and only referenced in order to provide you with larger parameters is the Program Management Model where the individual biological project dies and you have the “ Species” survives. This now becomes rather complex because you have multiple projects made into a program and the issue becomes how to use limited resources to obtain multiple goals. This is a “ grid “ Model is does not lend itself to the typical Bureaucratic Model and would not be included in the Managerial Approach unless the Budgeting is a “ Lump Sum”. It focuses on input/output rather on input only under the “ Line Item” Budgeting. This Model is also focuses on maintenance of the “ status quo” and is not necessarily a change model. This group of three Models is classified as Morphostatic since it values the maintenance of the “ “status quo”. It now takes you into the last Model which is also may have two different names: This group is Morphogenic and tends to be relatively unstable. Change may be bringing stability. This can also be called “ Creative Leadership “ whereby” New Ends and Means “ are established—this is usually done by the legislative body ( School Board, City Council, Congress. Senate; State Assembly & Senators ( California). We are still in the definitions of Managerial Approach. However, to understand this I want you to make a “ tic-tak-toe” matrix. 3 Vertical cells with 3 horizontal cells. At the Vertical Scale place on the bottom cell the term “ low”; Middle cell “ medium”, and the top cell “ high”. On the Horizontal Scale place the same. Left cell “ Low”; Middle cell “ medium”, end cell “ high”. You now have a total of 9 cells that will provide you with a minimum of 9 options. On the Vertical Scale place the number 1 in the lower left cell. # 2 in Medium cell’ # 3 in top cell, In the Horizontal medium Cell place # 4; Middle cell going down place # 5; Bottom cell place # 6. On bottom right cell place # 7, Middle cell # 8, Top right cell # 9. Now place the word “ Status-Role Identity on the Vertical side. On the Horizontal side the word Tension Level of Situations. The term “ Status Role Identity” means who am I and how do I carry this out. The term Tension level of Situations means do you have the skills based on experience and education to meet the situation to be solved. In my Dissertation Research on the LA County Bureaucracy (7,200 Supervisors with 43,000 employees) & Line item Budget their was only ONE (1) Manager and that was the Department Head. He/she would be placed in the middle cell # 5. Other Supervisors would be placed in the bottom Cell ONE (1) under Administrative Leadership. The Board of Supervisors ( legislative body) would be in Cell NINE (9) at the top right hand side. The Managerial Approach and Leadership Styles is dependent upon both the type of Budget Required to make it work. You have to have a “ Lump sum” or a Grant with some degree of freedom in order to manage the project in a “ grid format” going through the traditional bureaucratic Hierarchical Model. The Performance Budget adds Accountability whereas the “ line item” Budget focuses on input and efficiency and NOT the effective use of resources nor measurement of the impact on the client or society. State and Local Government have to have a Balanced Budget whereas the Federal Government does not require a Balanced Budget and can do Deficit Financing.(B). A Systems Approach to Public Administration: As stated earlier a System is a group of Interdependent Variables. It is also “ Value Neutral” therefore you can plug in any Academic Discipline once the Model is developed. I have taught in Sociology but I do not have a degree in the field. There are two basic Academic Groups in Sociology. (1) The Traditionalist that focus on the study of Social Institutions and Bureaucracy. (2) The Social Psychologists that focus on the Interactions and Group Norms. I am in the Social Psychology Group and got there through my Dissertation that focused on: Consensus, Deviancy, and Conformity; Conflict; Change.. I will now present two Models I developed through Social Psychology. (a) My Dissertation Model focused on a horizontal and vertical scale similar to a submarine periscope. The Vertical was listed as Resources and the Horizontal was listed as Interactions. You would have a situation where you would have either a negative resources and negative interactions and still have power— Somalia Pirates at the Horn of Africa. However the best position would be to have both high resources and high interactions. The term Interactions includes: Decision Making, Motivations; Rewards; Communication— anything including behavior. Resources would include physical, Technology, Time, Experience, Patents, etc. This was the Analytical Framework. I then had various Polyatchical Systems that also included Force Fields integrated into bureaucratic sub-systems. This was an Analytical Model but not a “ Flow Model”, (b). The Second Model was derived from a Juvenile Diversion Model and became a Process Systems Model for Health Care Change I developed for the African American Health Institute of San Bernardino County (A.A.H.I.) that was immediately adopted by NIH in 2005 at their National Convention and is now used by almost all major Universities. It also requires a Program Management Model to Implement is compatible with Grants and Performance Budgeting. It adds Accountability that does not exist in the “Line Item “ Budget. The Model: Input; Conversion (Business Model of Task; People Structure; & Technology. Cycle 2: Political Science Model: Polyarchy; Price System; Bargaining, Bureaucracy); Output in three year time periods for a total of 9 years. (primary goals client; Secondary goals, Organizational. Third goals Performance goals); Impact; Effectiveness; and then back to Evaluation. There are more descriptive elements within this Model but are not expressed at the current time. However, you get the concept. Also, in a Behavioral Process Systems Model you can also add statistical probabilities of future client interactions to determine the boundaries of your model. It is a “ Value neutral” Model to account for any vocabulary or Academic Disciplines to be added.I also use a Venn Diagram approach to build a Systems Model. I take a glass and draw four circles. How they interact is crucial. You want all of them to overlap and to also create a space in the middle which will include all four circles. This is labeled “ Values and Norms” . Then you label each of the four circles from Leavit’s Business model: Task; People; Structure; and Technology. Then you draw the types of links both within their interior interaction and the outside links for each cell. Now, if you want to destroy the organization you will know where to look. You can cut off their funding, technology, pull an employee strike, etc. You can also do this internally as well. To change the organization you change it at the “ links”. When I was at the Naval Research Laboratory I had separate Model on Finance and Technology. It was a Flow Model and not a Static Model with the Venn Diagrams.Adios amigos