Rank and expertise do not necessarily coincide.

Managers construct, rearrange, single out, and demolish many 'objective' features of their surroundings. When people act they unrandomize variables, insert vestiges of orderliness, and literally create their own constraints.

Your beliefs are cause maps that you impose on the world, after which you 'see' what you have already imposed.

If people have multiple identities and deal with multiple realities, why should we expect them to be ontological purists?

Simply pushing harder within the old boundaries will not do.

Generalists, people with moderately strong attachments to many ideas, should be hard to interrupt, and once interrupted, should have weaker, shorter negative reactions since they have alternative paths to realize their plans. Specialists, people with stronger attachments to fewer ideas, should be easier to interrupt, and once interrupted, should have stronger, more sustained negative reactions because they have fewer alternative pathways to realize their plans. Generalists should be the upbeat, positive people in the profession while specialists should be their grouchy, negative counterparts.

A small win is a concrete, complete, implemented outcome of moderate importance. By itself, one small win may seem unimportant. A series of wins at small but significant tasks, however, reveals a pattern that may attract allies, deter opponents, and lower resistance to subsequent proposals. Small wins are controllable opportunities that produce visible results.