Wanted: High Profile Dis-Engaged Character

[Rich Tomsinski]

I'd like some suggestions of high-profile dis-engaged characters. By high-profile, I mean someone who is well known in books, movies, history, news, etc.

I'm creating a high level presentation for my public adminisration class. I am using Neo (Matrix) as my example of the engaged, Mr. Anderson (Neo's alter ego) as the non-engaged, and I have only thought of Benedict Arnold as an example of the toxic dis-engaged. Can you think of a better example?

Because I am presenting these classifications in reverse order, and I don't want to give away the Matrix theme, I'm not using Cypher as the dis-engaged. I think that most people will not get the reference to Thomas A. Anderson, until I show the next slide with Neo's picture - I will refer to him then as Mr. Anderson on steroids - hoping to get a laugh.

[David Zinger]

I like the question and will need to think about it. I wonder if high profile and dis-engaged are almost a contradiction.

My initial thought was Creed Bratton from the NBC Office series. He is not high profile and that is part of his disengagement. Hard to know what he does and it sure isn't engagement in work.

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[Rich Tomsinski]

Thanks for the welcome and the reply, David.

First, I want to clarify that by high-profile, I meant well-know by the general public. I read your reply as meaning high-profile within the organization where this person is dis-engaged.

I've been without televison for over ten years now (I'm a recovering TV addict) so the Creed Bratton character doesn't resonate with me. However, he could be a good choice if he resonates with people familiar with popular media.

As to your comment about high-profile (within an organization) being contradictory to dis-engaged, there is no contradiction by my definition.

The actively dis-engaged are toxic to the organization -these are the 20% to whom Gallup refers. I define them as possibly subversive, and definitely toxic - poisoning the culture and the attitudes and emotions of people in the organization. I contend that the actively dis-engaged, probably get 80% of their manager's time and attention devoted to human resources management matters. In the organizations where I have worked, everyone knew who those people were and that they were at least high-maintenance if not troublesome.

[David Zinger]

Rich,
Good point about the amount of attention the disengaged can demand. I will keep thinking about this and would like to see other people's examples.
David