Twins and GroupThink vs Accountability
One of the criticisms raised of Ryan, especially after rehiring Gardy and bringing Molitor on board: the Twins are too enamored with GroupThink, too inbred, limit their promotions to internal people and are resistant to external ideas/people. This is one of the debates that came up in the Terry Ryan interview thread, and I think it deserves it's own thread.
There is a balance there, no doubt. But I think it's worth mentioning that there are risks both ways.
One of Ryan's core philosophies - one that is clear over and over in the full TD Offseason Handbook interview - is that there is more to be benefited organization-wide by focusing on rewarding your people or holding them accountable, than by focusing outside of the organization and possibly overlooking them.
If you haven't read the whole thing (personally, I think it's worth the $5 just for it) you come away with the impression that above all, Terry Ryan believes in MANAGING. He believes that if everyone is vested then the scouts scout better, the coaches coach better and the players play better. And I can tell you from people I know within the organization that the perception is that Bill Smith - far more than any decision he made - wasn't able to make sure that the whole organization was doing its job.
And I'll note another place this paradigm makes sense: the seeming disdain for free agents. Free agents get in the way of people within the organization, and they encourage a quick fix mentality that problems can be bought away.
I've stated several times that the Twins reliance on their minor leagues isn't just out of financial necessity - it is a core philosophy. The Twins don't just develop minor leaguers to play at the majors - they play at the majors to develop minor leaguers. It's that important.
But after reading and listening to that interview, I wonder if even that view wasn't too narrow. That philosophy is part of an even larger one, and it extends to people in the front office and the coaching staff and the scouting department. Ryan wants people who really care, because it's impossible to manage that many people who don't. If you care and do a good job, they'll find a place upstairs for you. And they do that by focusing internally.