Good Strategy

Good strategy is not just “what” you are trying to do. It is also “why” and “how” you are doing it. … Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.

-Richard Rumelt

From Farnam Street.

Bad Management is Sabotage

Middle managers, especially, can get in on the act. Those with white-collar jobs should pontificate, flip-flop, and take every decision into committee, says a section on ‘General Interference with Organizations and Production.’ “Bring up irrelevant issues as frequently as possible,” the OSS advises. Promote bad workers and complain about good ones. “Haggle over precise wordings… Hold conferences when there is more critical work to be done.”

-CIA Sabotage Field Manual

From Atlas Obscura.

Bad Culture Is Like Lead Pipes

Maybe people will look back on what we think is the really important part of the internet, all the memey stuff and the social networks and the places where people are making all this money, and they will look back on it the way we look back on the use of lead plumbing on the part of the aristocracy in ancient Rome. Which, to them this was like ‘Oh my god this is the sign you’ve arrived, this is where the action is, we have plumbing and it’s awesome!’ And it was! It was this amazing technological infrastructure. It was beautifully made, it provided them with an incredibly high standard of living and it also slowly, gradually made them irretrievably sick and insane*. It poisoned them day by day.
And we look back at it now as this thing that was simultaneously a fascinating part of how their culture worked, and the invention of a new kind of urban living but also as something that was slowly but surely making the ruling class into people who were desperately ill with terrible impulse control without ever realizing it or understanding why.

From The Last Word On Nothing

General Principles of Wisdom

Another great post from Farnam Street Blog:

On his “wisdom tour,” after an encounter with a politician, Socrates concluded that he “thinks that he knows something which he does not know, whereas I am quite conscious of my ignorance. At any rate it seems that I am wiser than he is to this small extent, that I do not think that I know what I do not know.”

So one of the most essential aspects to wisdom is knowing the limits of one’s own knowledge. Charlie Munger offered this simple prescription: “If you play games where other people have the aptitudes and you don’t, you’re going to lose. And that’s as close to certain as any prediction that you can make. You have to figure out where you’ve got an edge. And you’ve got to play within your own circle of competence.”