“ I know that you believe you understand what you think I said, but I’m not sure you realize that what you heard is not what I meant. ”
—Robert McCloskey1
On September 5, 2001, Howell Raines took over as executive editor of the New York Times with a bold change strategy. He was a man in a hurry and full of justifiable self-confidence.
He had a coherent, comprehensive game plan. As the man in charge of the ancient newspaper known as the “Gray Lady,” he knew that it was too complacent. He planned to shake it up and make it not just the authoritative newspaper of record but exciting as well. He planned to “raise its competitive metabolism.” The matter was urgent: unless his game plan was implemented, ...

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