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Notes -
My model of Leibowitz, pending specific updates, is the same as for NYT editors I've explained here. Actual top managers do not want any «Cathedral» to grow underneath their feet. He doesn't necessarily care about the object level conflict. He may even be more sympathetic to the radical side. But he runs this thing. He's the boss, the alpha of the pack. You use the correct word – hand his authority. It was a direct challenge to him: hey boss, we wanna eat this dude, give us the greenlight OK? Just keep silent about this pesky lil detail we made up that compromises the reputation of your organization, we'll take care of everything. Just sit this one out... Had he agreed, he'd have recognized them as decision makers. And then it would have been as bad as any cancellation, for all his power and status would have become nominal, a shell at the mob's beck and call.
Before long they'd have started to casually refer to more unhinged opinions he did not endorse – what's the harm, the old man's a bit out of the loop (heh) but his heart's in the right place, he's gonna see our point when he gets to it, why bother him. His own assistants would have begun signing documents without his authorisation (realistically they already do, but only when believing he does intend them to do so) – assuming he'd find it too stressful to retract, and would instead escape to routine work, to conferences, to personal affairs... And then a younger alpha, an informal leader, having built a coalition of energetic strivers, would have gratefully received the reins.
Power balance in institutions is surprisingly dependent on such archaic chimp instincts. Do not give your boss the impression you want to make him your bitch unless you're ready to strike.
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