Tensions between creative thinkers and a strict boss
Tensions arose as CLL grew, DeVries remembers. Its members began to focus more on earning money and started to try to "squeeze a little bit more profit" out of its programs. Tensions also arose as a new leader from a military background clashed with some of the creative thinkers at the organization.
Citing this Excerpt
Oral History Interview with David DeVries, November 23 and December 2, 1998. Interview S-0010. Southern Oral History Program Collection (#4007) in the Southern Oral History Program Collection, Southern Historical Collection, Wilson Library, University of North Carolina at Chapel Hill.
Full Text of the Excerpt
I
think there were tensions that were building in the organization.
- ELIZABETH MILLWOOD:
-
And they were coming from what, growth?
- DAVID DE VRIES:
-
I think from growth, increasing complexity of the organization. I think
in part, the organization was facing a time when there was a kind of a
maturation of a lot of programs and people and some of the initial
excitement that had been there in the late 70's and early
80's was diminishing. For example, the major program, the
leadership development program, had by that point in time, been running
for over a decade. It had been run several
hundred times and it moved into the kind of production mode of just
running one more LDP after another. We began to look at it not so much
as an innovative intervention, rather as in looking at it from sort of a
more profit point of view, wondering how we could squeeze a little bit
more profit out of each of these programs. So it had become a wonderful
cash cow subsidizing a lot of other efforts. As an example, and those
kind of issues, given the people that were at the Center, those are not
very interesting issues. And some staff tended to feel like, "I
have to address these kind of issues, why don't I go to the
for-profit consulting work?"
- ELIZABETH MILLWOOD:
-
It's a poor use of their creative talent.
- DAVID DE VRIES:
-
Right. And we were not able—I think it would have been more
fun for all of us if we had had more really interesting things in the
pipeline, new ideas, new programs, new research efforts. The research
program was going. There was one powerful research program going at the
time. But on the training side, there just wasn't a lot of
innovation going on. And that led to some of the frustration, too. There
was also an interesting tension built in by the mandate that the board
gave to Walt Ulmer which in my sense was to come in and clean us up,
clean up this operation.
- ELIZABETH MILLWOOD:
-
To bring some order to it?
- DAVID DE VRIES:
-
Yeah, exactly. And that did not come from the staff, that particular
mandate. Very few of the staff saw that as a need or issue. They saw
that effort as an infringement on their independence and creativity and
all of that. After all, they would regularly remind us this is the
Center for Creative Leadership. That effort (to rationalize the place)
felt anything but like creativity.