I wrote a guest column for the "University Week", published by the University of Washington press, as something for the post 4th of July issue. It was a column on prejudice and racial abuse, and is an extended version of what I had written earlier. If you are interested in reading it, the article (along with an ugly mugshot) is available online here. Blogging might be slow as I'm currently overwhelmed by the response to the article, and am slowly responding to a flood of emails from faculty, staff and students.
Here is a hypothetical query, and some of you with a deeper understanding of human nature and people might be able to come up with some ideas or solutions.
Let's say there is a someone, say A, who founded, heads and drives an organization. This A is completely committed to the cause of the organization, and works incredibly hard at it. Now, over time, this organization has grown to take up a diverse number of issues/problems. Each of these issues requires a huge commitment of time and effort. This A is completely involved in ALL of the issues. This is clearly more work than one person can handle, and this work overload is causing a lot of stress, and also physically affecting A. In addition, issue X is also beginning to suffer, since new problems are constantly creeping in, and A cannot handle all the issues. Additionally, A is also not an expert in problem X, though A started working on the issue (for the organization) years ago, before it grew to the present size. Now, A is definitely the expert on another issue Y, which A is anyway currently looking into. Y also now requires more attention, since it has grown to a large size, and A's expertise and greater time commitment will do wonders for issue Y. However, there are some problems with trying to get A to focus more on issue Y and less on issue X.
1) Issue X was actually started by A, so there has been a tremendous amount of work and effort put into it by A.
2) If A's asked by some outside person (involved peripherally with the organization) to come out of issue X, and focus on issue Y, A feels her/his integrity and commitment is under question. This is clearly not the case, since integrity and commitment are of the highest order, and it is rare to find such dedicated individuals.
3) It has also been extremely hard for the organization to create a good second rung of leadership, mostly because such people haven't been found. So, A is scared of what might happen if he/she pulls out of one effort. The issue X cannot be allowed to flounder.
Any wise heads out there with ideas?