Drucker discusses how, in politics, the smaller the pond, the more violent the wave, which means that Drucker sees politics as more rough and volatile when there are fewer people involved. He then gives the example of college faculty at small colleges to defend his assertion. Drucker proceeds to talk about the compromise involved in situating the United States’ capital, and how, in strategizing, one should focus on whom they can bribe and control first. He states that one should always start with rhetoric, and establish word magic, to build up the leverage and coalition one needs to succeed. Drucker then states that a political issue is one that can organize people around it, and that it must be both divisive and cohesive. The class goes on to discuss the topic of healthcare and how it is not a divisive issue because Americans cannot organize around it. Drucker then states that the greatest sin of man is not lust for power, but indifference. He then claims the strength of academia is in its professional, individual specializations, before considering the Ockham’s razor principle, and the counterparts to the principle, which state that one should not make things more complicated, as they will do that themselves, that one can always make things more complicated, never simpler, and that it is the analysis of the simple that leads to the understanding of the more complex. He then urges his class to accept the fact that problem-solving is not concerned with being sophisticated, but with solving a problem. Drucker moves on to discuss a new case study, and considers the conditions under which a hypothesis is tenable or untenable, before discussing the professional nature and history of medicine. Then, Drucker talks about the definition of hypothesis, which is an explanation that includes all of the facts. Therefore, according to Drucker, one should test the hypothesis against the observed facts, but should always start with that which is simple. Drucker then recommends that people think through what is essentially needed, and not what extensive psychological demands are necessary, for a process, before moving on to reflect on human nature and the fact that one must accept human weaknesses alongside human strengths. He then talks about the peculiarity of the museum and how it functions not necessarily for the public, but as an in-house affair. He gives the example of the UCLA museum and how it serves as a community resource, in contrast to most museums. They continue on to talk about responsibilities in management positions, and how responsibility is meted out in academia.
Drucker, Peter F. (Peter Ferdinand), 1909-2005 Claremont Graduate University Claremont Graduate School Claremont Graduate University-Faculty Claremont University Center Politics Washington (D.C.) Bribery Strategy Rhetoric Political issues in their historical perspective History of Medicine Hypothesis Museums University of California, Los Angeles Management by objectives Management College faculty Healthcare Ockham’s razor principle Human nature
Source
Original recording, 1978; Drucker Archives; Box 68
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