Tap a claim on the ring to put it at the centre.
← Adding process when things go badly is the instinct to resist: every…
17 connected korrents · 18 moments from 11 Jun 2006 to 29 Sept 2026.
Everything filed under management
management
Everything filed under design
design
Everything filed under ideas vs execution
ideas vs execution Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: Adding process when things go badly is the instinct to resist: every time we added more process we spent more time without getting better outcomes. Adding process when things go badly is the instinct to resist: every time we added more process we spent more time without getting better outcomes. Last stated 3 months ago
19 Jul 2026
ES
Elizabeth Stone — holds since 2026-07-19 — tap for who they are
Same subject: Once a problem is correctly framed, the hardest part of solving it is already done. — tap to centre the map on it Once a problem is correctly framed, the hardest part of solving it is already done. Last stated 11 years ago
31 Aug 2015
CO
Christopher Olah — holds since 2015-08-31 — tap for who they are
Same subject: Systematising principled decision-making with AI is now the line between staying competitive and not; there is no position in between. — tap to centre the map on it Systematising principled decision-making with AI is now the line between staying competitive and not; there is no position in between. Last stated 4 months ago
10 Jun 2026
RD
Ray Dalio — holds since 2026-06-10 — tap for who they are
Same subject: You cannot keep making things better by adding to them; you must prune. — tap to centre the map on it You cannot keep making things better by adding to them; you must prune. Last stated a month ago
15 Sept 2026
TL
Tobias Lütke — holds since 2026-09-15 — tap for who they are
Same subject: Designers should focus on the outcome rather than on building processes or maximising tokens. — tap to centre the map on it Designers should focus on the outcome rather than on building processes or maximising tokens. Last stated 2 months ago
16 Aug 2026
IS
Ian Silber — holds since 2026-08-16 — tap for who they are
Same subject: More emotions are better than fewer: when emotion comes first, do not be afraid to add ornament or layers of meaning. — tap to centre the map on it More emotions are better than fewer: when emotion comes first, do not be afraid to add ornament or layers of meaning. Last stated 20 years ago
11 Jun 2006
JM
John Maeda — holds since 2006-06-11 — tap for who they are
Same subject: The longer the timeframe and the more iteration and thought you apply, the less luck matters. — tap to centre the map on it The longer the timeframe and the more iteration and thought you apply, the less luck matters. Last stated a year ago
25 Aug 2025
NR
Naval Ravikant — holds since 2025-08-25 — tap for who they are
Same subject: Decisions often require an extra level of awareness than you expect, and taking a beat to reconsider the deeper set of options before deciding sometimes prevents you from going down a bad path. — tap to centre the map on it Decisions often require an extra level of awareness than you expect, and taking a beat to reconsider the deeper set of options before deciding sometimes prevents you from going down a bad path. Last stated 3 months ago
29 Jul 2026
CD
Charlie Deets — holds since 2026-07-29 — tap for who they are
Same subject: Harder is easier: committing up front to quality, ethics or safety pays back in rewards you cannot get by chasing the reward. — tap to centre the map on it Harder is easier: committing up front to quality, ethics or safety pays back in rewards you cannot get by chasing the reward. Last stated 5 months ago
10 May 2026
ER
Eric Ries — holds since 2026-05-10 — tap for who they are
Same subject: "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. — tap to centre the map on it "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. — tap to centre the map on it A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — tap for who they are
Same subject: AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. — tap to centre the map on it AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. Last stated 2 years ago
25 Mar 2025
JZ
Julie Zhuo — holds since 2025-03-25 — tap for who they are
Same subject: AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. — tap to centre the map on it AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. Last stated 4 weeks ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — tap for who they are
Same subject: An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. — tap to centre the map on it An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. — tap to centre the map on it A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. Last stated 3 weeks ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: An obsession with titles is what will screw people over. — tap to centre the map on it An obsession with titles is what will screw people over. Last stated 6 months ago
14 Apr 2026
BL
Brian Lovin — holds since 2026-04-14 — tap for who they are
Same subject: Better organizations recruit more effectively, because most people want to work for a high-quality organization — tap to centre the map on it Better organizations recruit more effectively, because most people want to work for a high-quality organization Last stated 18 years ago
12 Jun 2008
MB
Max Bazerman — holds since 2008-06-12 — tap for who they are
At the centre
Adding process when things go badly is the instinct to resist: every time we added more process we spent more time without getting better outcomes.
Holds Read this korrent →
Once a problem is correctly framed, the hardest part of solving it is already done.
Holds
Systematising principled decision-making with AI is now the line between staying competitive and not; there is no position in between.
Holds
You cannot keep making things better by adding to them; you must prune.
Holds
Designers should focus on the outcome rather than on building processes or maximising tokens.
Holds
More emotions are better than fewer: when emotion comes first, do not be afraid to add ornament or layers of meaning.
Holds
The longer the timeframe and the more iteration and thought you apply, the less luck matters.
Holds
Decisions often require an extra level of awareness than you expect, and taking a beat to reconsider the deeper set of options before deciding sometimes prevents you from going down a bad path.
Holds
Harder is easier: committing up front to quality, ethics or safety pays back in rewards you cannot get by chasing the reward.
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
Holds
AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish.
Holds
AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people.
Holds
An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach.
Holds
A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off.
Holds
An obsession with titles is what will screw people over.
Holds
Better organizations recruit more effectively, because most people want to work for a high-quality organization
Holds