[About cowardice in the leadership of institutions:] What we've seen is that you don't actually need a majority of people inside an institution to agree with these ideas for these ideas to gain force. [You need] a tiny minority and you need cowardice at the top. Cowardice at the top, that is the key ingredient. You need people at the top who are willing to sell out the authority of the institution and the values of the institution that have taken decades, sometimes centuries, to accrue. Basically for the short-term benefit of not being called a bad name.
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Courage is an inner resolution to go forward despite obstacles;
Cowardice is submissive surrender to circumstances.
Courage breeds creativity; Cowardice represses fear and is mastered by it.
Cowardice asks the question, is it safe?
Expediency ask the question, is it politic?
Vanity asks the question, is it popular?
But conscience ask the question, is it right? And there comes a time when we must take a position that is neither safe, nor politic, nor popular, but one must take it because it is right.
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