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Such a sustained run of failure would lead to top-to-bottom change in even the most unwilling organizations. But Redskins Park isn’t exactly known as a bastion of forward-thinking. So, seven of Shanahan’s assistants, including Jim Haslett, coordinator of a defense with a startling inability to tackle, remain employed. And Allen, described by Snyder as the “personification of an NFL winner” upon his hiring as general manager in 2009, assumes more responsibility.

This is the sort of organizational inertia that keeps teams like the Redskins on the treadmill to irrelevance. They expend effort and blustery words and resources, but never go anywhere. They pass off recycling executives like Allen as legitimate solutions. They may change a few faces, but the flawed process remains the same. So do the results. Somehow this predictable formula surprises them.

The Redskins could’ve brought in a team president and hired an up-and-coming executive with a strong personnel background from one of the league’s model organizations as general manager. They actually exist, those fresh voices, fresh ideas, fresh perspectives from teams less invested in off-field soap operas than, you know, winning.

Instead, you get statements like this:

“No, we’re going to keep everybody in their role,” Allen said, “and we’re going to make sure they can focus on their job that they have to do.”

There’s the bold change offered by the Redskins.

Allen is known for handling the business side of football and navigating the salary cap, not as a personnel man. Yet he will have the final say on personnel decisions that was once wielded by Shanahan. Even accounting for the ex-coach’s dominant role in the front-office hierarchy, Allen held the general manager’s title during the 40-loss tenure. If he didn’t bear some level of responsibility for the mess on and off the field, then what, exactly, occupied his time?

When the Buccaneers fired Allen in 2008, he left behind a reputation for ineffective drafts and a signing a string of free-agent busts. The moves weren’t all bad, to be sure, but the track record wasn’t one of an executive who will stock the Redskins’ roster with talent by any means necessary.

The half-measures speak to an organization drowning in self-importance that believes things really aren’t that bad.

The Redskins couldn’t even fire their head coach — one thing they have enough experience to do efficiently — without inviting national mockery for the ham-handed manner in which it was handled.

Their answer? Allen, empty talk and emptier promises. Nothing that amounts to organization-wide change.

That’s why the team will repeat the same tired dance three or four years from now, shooing media away as another freshly fired head coach speeds out of Redskins Park.

That’s not crazy. That’s just the Redskins.