It is understandable that practitioners who identify with a management concept should become annoyed with this functionalist perspective. Practitioners, according to the critics, would stimulate discussion with new proposals, while the only thing that it would occur to the theorists to do would be to laboriously bring up their “heavy guns,” position them, and then fire at targets that they can only vaguely make out. The theorists would meticulously compile a list of “what is claimed where and why it does not ‘fit together’,” what is “untested or even untestable,” “unrealistic,” “unsystematic,” or “lacking in theory,” but would never bother to develop a concept that could be put into practice (Neuberger 1996, p. 277).