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Sounds like an around the League thread thing but It seems this summer is the one where chaos finally happens.

All these players available and or asking out, lots of teams looking for everything, do not think another boring no news summer is coming up.

Good thing Canucks have lots of sellable assets.
 
StickShift said:
Listening to Drance is like the Canucks version of My Dinner with Andre
Click to expand...

We are spending too much time talking about Thomas Drance. Hopefully this ends that.

MY DINNER WITH DRANCE​


KINTEC STUDIO - SPORTSNET 650 - DAYTIME

WALLACE SHAW JAMIE DODD sits across from THOMAS DRANCE and plays the intro to their daily WHITEBOARD segment.

Jamie has asked a simple question about the news of the day.

Inevitably, Drance has thoughts.


DRANCE:

Okay. Yes. We're frustrated.

We're all frustrated now.

But has it ever occurred to you that the process that creates this frustration around the Vancouver Canucks may actually be self-sustaining?

That the organization has spent decades creating conditions where every lesson is forgotten, every success is overinterpreted, every warning sign is ignored, and every mistake eventually becomes somebody else's fault?

And that this is much more dangerous than people think?

Because it's not just a question of whether the team wins or loses.

It's whether an organization can become so accustomed to dysfunction that nobody inside it is capable of recognizing dysfunction anymore.


DRANCE:

See, I keep meeting these people.

Just a few days ago I was talking to an executive from another NHL organization.

A smart guy. Successful. Cup winner.

And he told me that every time he looks at Vancouver he feels like he's watching a team trying to build a house while simultaneously arguing about whether a foundation is really necessary.

He said most organizations spend years creating structures that allow good decisions to compound over time.

The Canucks spend years searching for shortcuts around having to build those structures in the first place.

Every regime arrives promising discipline.

Every regime eventually convinces itself that discipline can wait until after just one more gamble.


DRANCE:

And, look, I have to admit something.

For people like me, this is wonderful.

A competent organization is boring.

A team with a coherent plan, realistic expectations, and organizational alignment gives you maybe three interesting stories a month.

But a team that repeatedly talks itself into avoidable mistakes?

A team that treats every crossroads like an emergency?

A team forever balancing ambition against impulse?

That's a content machine.

Every contradiction is a column.

Every self-inflicted wound is a podcast.

Every organizational identity crisis is another six weeks of discussion.

In a strange way, competence would probably be terrible for business.


DRANCE:

But then, a few months ago, I ran into a retired Canucks reporter at the arena.

A guy who'd spent his entire career around this team.

And while we were walking away from the game, he asked me:

"Why do Canucks fans stay?"

And I said:

"What do you mean?"

And he said:

"You know exactly what I mean."


DRANCE:

I gave him different banal theories.

I talked about the Sedins.

I talked about 1994.

I talked about community.

I talked about tradition.

I talked about how every generation believes it could be their year with the just the right breaks.

And he said:

"No."

"I don't think it's that way at all."


DRANCE:

He said:

"I think the Vancouver Canucks are a self-sustaining hockey prison."

"Ownership builds the walls."

"Different managers keep redecorating the cells."

"The media writes think pieces about the floor plan."

"And the fans convince themselves that the next renovation means the building has fundamentally changed."

And I laughed.

But he didn't.


DRANCE:

He said:

"The remarkable thing is that the inmates divide themselves into factions."

"One faction exists to defend every decision."

"Whatever ownership wants today becomes wisdom tomorrow."

"Every concern is negativity."

"Every criticism is disloyalty."

"Every setback is circumstance."

"If the team walks into a wall, they begin explaining why the wall had it coming."


DRANCE:

He continued:

"The other faction isn't free either."

"They spend all day constructing the perfect blueprint."

"The perfect trade."

"The perfect free-agent target."

"The perfect cap allocation."

"The perfect draft choice."

"The perfect organizational philosophy."

"And then they wait."

"Because deep down they know the organization will choose Door Number Three."

"The one nobody suggested."

"The one that solves none of the underlying problems while creating three new ones."

"And when it happens they get to enjoy the one thing they've come to value more than winning."

And I said:

'What's that?'

And he said:

'Being right.'


DRANCE:

He said:

"Some fans need the dysfunction because it validates their faith."

"Others need the dysfunction because it validates their cynicism."

"The first group cheers every mistake."

"The second group predicts every mistake."

"But neither group is particularly invested in escaping the cycle."

"One side gets to say, 'Trust the plan.'"

"The other side gets to say, 'I told you so.'"

"And meanwhile the organization continues behaving exactly as it always has."


DRANCE:

He said:

"That's why the prison works."

"The guards and the prisoners are both convinced they're the only sane people inside."

"The optimists think they're protecting hope."

"The cynics think they're protecting reason."

"But both groups wake up every morning needing the institution to remain exactly what it is."

"One needs it to justify belief."

"The other needs it to justify contempt."


DRANCE:

Then he stopped walking.

And he looked at me.

And he said:

"The most dangerous thing that could happen to the Vancouver Canucks isn't failure."

"It's competence."

"Because competence would deprive everyone of their favorite role in the story."

"The believers would have nothing left to defend."

"The cynics would have nothing left to predict."

"The media would have nothing left to diagnose."

"And suddenly everyone would have to confront the possibility that they enjoyed the drama more than they ever enjoyed the hockey."

DRANCE:

And then he reached into his pocket.

And he handed me an empty notebook.

He put it in my hand.

And he said:

“Don’t worry.”

“They’ll fill it for you.”
 
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bossram said:
It absolutely makes a lot of people here mad.
Click to expand...
Dude sometimes the girl who turns you down just didn’t like you. It’s not always that she was intimidated by you.

This idea that we are all just unable to reconcile with his correctness and that’s why we dislike him reads like a Thomas Drance erotic fan fiction.
 
StickShift said:
We are spending too much time talking about Thomas Drance. Hopefully this ends that.

MY DINNER WITH DRANCE​


KINTEC STUDIO - SPORTSNET 650 - DAYTIME

WALLACE SHAW JAMIE DODD sits across from THOMAS DRANCE and plays the intro to their daily WHITEBOARD segment.

Jamie has asked a simple question about the news of the day.

Inevitably, Drance has thoughts.


DRANCE:

Okay. Yes. We're frustrated.

We're all frustrated now.

But has it ever occurred to you that the process that creates this frustration around the Vancouver Canucks may actually be self-sustaining?

That the organization has spent decades creating conditions where every lesson is forgotten, every success is overinterpreted, every warning sign is ignored, and every mistake eventually becomes somebody else's fault?

And that this is much more dangerous than people think?

Because it's not just a question of whether the team wins or loses.

It's whether an organization can become so accustomed to dysfunction that nobody inside it is capable of recognizing dysfunction anymore.


DRANCE:

See, I keep meeting these people.

Just a few days ago I was talking to an executive from another NHL organization.

A smart guy. Successful. Cup winner.

And he told me that every time he looks at Vancouver he feels like he's watching a team trying to build a house while simultaneously arguing about whether a foundation is really necessary.

He said most organizations spend years creating structures that allow good decisions to compound over time.

The Canucks spend years searching for shortcuts around having to build those structures in the first place.

Every regime arrives promising discipline.

Every regime eventually convinces itself that discipline can wait until after just one more gamble.


DRANCE:

And, look, I have to admit something.

For people like me, this is wonderful.

A competent organization is boring.

A team with a coherent plan, realistic expectations, and organizational alignment gives you maybe three interesting stories a month.

But a team that repeatedly talks itself into avoidable mistakes?

A team that treats every crossroads like an emergency?

A team forever balancing ambition against impulse?

That's a content machine.

Every contradiction is a column.

Every self-inflicted wound is a podcast.

Every organizational identity crisis is another six weeks of discussion.

In a strange way, competence would probably be terrible for business.


DRANCE:

But then, a few months ago, I ran into a retired Canucks reporter at the arena.

A guy who'd spent his entire career around this team.

And while we were walking away from the game, he asked me:

"Why do Canucks fans stay?"

And I said:

"What do you mean?"

And he said:

"You know exactly what I mean."


DRANCE:

I gave him different banal theories.

I talked about the Sedins.

I talked about 1994.

I talked about community.

I talked about tradition.

I talked about how every generation believes it could be their year with the just the right breaks.

And he said:

"No."

"I don't think it's that way at all."


DRANCE:

He said:

"I think the Vancouver Canucks are a self-sustaining hockey prison."

"Ownership builds the walls."

"Different managers keep redecorating the cells."

"The media writes think pieces about the floor plan."

"And the fans convince themselves that the next renovation means the building has fundamentally changed."

And I laughed.

But he didn't.


DRANCE:

He said:

"The remarkable thing is that the inmates divide themselves into factions."

"One faction exists to defend every decision."

"Whatever ownership wants today becomes wisdom tomorrow."

"Every concern is negativity."

"Every criticism is disloyalty."

"Every setback is circumstance."

"If the team walks into a wall, they begin explaining why the wall had it coming."


DRANCE:

He continued:

"The other faction isn't free either."

"They spend all day constructing the perfect blueprint."

"The perfect trade."

"The perfect free-agent target."

"The perfect cap allocation."

"The perfect draft choice."

"The perfect organizational philosophy."

"And then they wait."

"Because deep down they know the organization will choose Door Number Three."

"The one nobody suggested."

"The one that solves none of the underlying problems while creating three new ones."

"And when it happens they get to enjoy the one thing they've come to value more than winning."

And I said:

'What's that?'

And he said:

'Being right.'


DRANCE:

He said:

"Some fans need the dysfunction because it validates their faith."

"Others need the dysfunction because it validates their cynicism."

"The first group cheers every mistake."

"The second group predicts every mistake."

"But neither group is particularly invested in escaping the cycle."

"One side gets to say, 'Trust the plan.'"

"The other side gets to say, 'I told you so.'"

"And meanwhile the organization continues behaving exactly as it always has."


DRANCE:

He said:

"That's why the prison works."

"The guards and the prisoners are both convinced they're the only sane people inside."

"The optimists think they're protecting hope."

"The cynics think they're protecting reason."

"But both groups wake up every morning needing the institution to remain exactly what it is."

"One needs it to justify belief."

"The other needs it to justify contempt."


DRANCE:

Then he stopped walking.

And he looked at me.

And he said:

"The most dangerous thing that could happen to the Vancouver Canucks isn't failure."

"It's competence."

"Because competence would deprive everyone of their favorite role in the story."

"The believers would have nothing left to defend."

"The cynics would have nothing left to predict."

"The media would have nothing left to diagnose."

"And suddenly everyone would have to confront the possibility that they enjoyed the drama more than they ever enjoyed the hockey."

DRANCE:

And then he reached into his pocket.

And he handed me an empty notebook.

He put it in my hand.

And he said:

“Don’t worry.”

“They’ll fill it for you.”
Click to expand...
Fake.

Not one mention about Benson or Willander.
 
If multiple goalies are available I fully expect the Oilers to take whichever one is older or worse and have it completely fail miserably.
 
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