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← Being a mile wide and an inch deep with a team loses creativity; the…
17 connected korrents · 17 moments from 14 Apr 2011 to 26 Sept 2026. Nearly all of them are about creativity .
Everything filed under team size
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AI and human skill 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: Being a mile wide and an inch deep with a team loses creativity; the team is better kept together and close, sequencing work more than running it in parallel. Being a mile wide and an inch deep with a team loses creativity; the team is better kept together and close, sequencing work more than running it in parallel. Last stated 6 months ago
2 Apr 2026
MS
Marvin Schwaibold — holds since 2026-04-02 — tap for who they are
Same subject: A contest between five paid firms is not the way to get good creative work. — tap to centre the map on it A contest between five paid firms is not the way to get good creative work. Last stated 2 months ago
14 Aug 2026
SK
Susan Kare — holds since 2026-08-14 — tap for who they are
Same subject: A feeling of responsibility is probably the greatest inhibitor of creativity; great ideas came from people not paid to have them — tap to centre the map on it A feeling of responsibility is probably the greatest inhibitor of creativity; great ideas came from people not paid to have them
IA
Isaac Asimov — holds since c. 1959 — tap for who they are
Same subject: A free-wheeling, anarchic neural organization may be the secret of human creativity, at the price of susceptibility to mental illness — tap to centre the map on it A free-wheeling, anarchic neural organization may be the secret of human creativity, at the price of susceptibility to mental illness Last stated 14 years ago
8 Jan 2013
DD
Daniel Dennett — holds since 2013-01-08 — tap for who they are
Same subject: A too-faithful remake of an existing work squanders creative effort that could have made something new. — tap to centre the map on it A too-faithful remake of an existing work squanders creative effort that could have made something new. Last stated a month ago
4 Sept 2026
MW
Matt Webb — holds since 2026-09-04 — tap for who they are
Same subject: AI progress is jagged: models are becoming superhuman at math and software engineering while remaining far weaker at intuition, creativity, and other forms of human reasoning. — tap to centre the map on it AI progress is jagged: models are becoming superhuman at math and software engineering while remaining far weaker at intuition, creativity, and other forms of human reasoning. Last stated 4 weeks ago
10 Sept 2026
NL
Nathan Lambert — holds since 2026-09-10 — tap for who they are
Same subject: AI should serve understanding the universe and enhancing human cognition and creativity. — tap to centre the map on it AI should serve understanding the universe and enhancing human cognition and creativity. Last stated a week ago
26 Sept 2026
GR
Guillermo Rauch — holds since 2026-09-26 — tap for who they are
Same subject: AI-assisted writing creates an illusion of greater creativity while actually reducing the originality of the ideas expressed. — tap to centre the map on it AI-assisted writing creates an illusion of greater creativity while actually reducing the originality of the ideas expressed. Last stated 3 months ago
22 Jun 2026
AG
Adam Grant — holds since 2026-06-22 — tap for who they are
Same subject: As building software gets easier, the differentiator becomes design, ideas, positioning and creativity. — tap to centre the map on it As building software gets easier, the differentiator becomes design, ideas, positioning and creativity. Last stated 2 months ago
4 Aug 2026
NP
Nate Parrott — holds since 2026-08-04 — tap for who they are
Same subject: A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. — tap to centre the map on it A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 6 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — 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: A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly. — tap to centre the map on it A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly. Last stated 2 weeks ago
21 Sept 2026
CC
Chris Coyier — holds since 2026-09-21 — tap for who they are
Same subject: A CEO can master both peacetime and wartime leadership, but it is hard — tap to centre the map on it A CEO can master both peacetime and wartime leadership, but it is hard Last stated 15 years ago
14 Apr 2011
BH
Ben Horowitz — holds since 2011-04-14 — tap for who they are
Same subject: "Lots of anonymous people worked it out by trial and error" is never the real story of an invention: on closer investigation, identifiable people always turn out to be responsible. — tap to centre the map on it "Lots of anonymous people worked it out by trial and error" is never the real story of an invention: on closer investigation, identifiable people always turn out to be responsible. Last stated 3 years ago
25 Oct 2023
AH
Anton Howes — holds since 2023-10-25 — tap for who they are
Same subject: A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. — tap to centre the map on it A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. Last stated 4 months ago
2 Jun 2026
JJ
Justin Jackson — holds since 2026-06-02 — tap for who they are
Same subject: A capability existing is not the same as a capability being absorbed: how fast a technology changes the world is not set by how fast the technology improves. — tap to centre the map on it A capability existing is not the same as a capability being absorbed: how fast a technology changes the world is not set by how fast the technology improves. Last stated 2 months ago
21 Jul 2026
RT
Ruxandra Teslo — holds since 2026-07-21 — tap for who they are
At the centre
Being a mile wide and an inch deep with a team loses creativity; the team is better kept together and close, sequencing work more than running it in parallel.
Holds Read this korrent →
A contest between five paid firms is not the way to get good creative work.
Holds
A feeling of responsibility is probably the greatest inhibitor of creativity; great ideas came from people not paid to have them
Last stated c. 1959
Holds
A free-wheeling, anarchic neural organization may be the secret of human creativity, at the price of susceptibility to mental illness
Holds
A too-faithful remake of an existing work squanders creative effort that could have made something new.
Holds
AI progress is jagged: models are becoming superhuman at math and software engineering while remaining far weaker at intuition, creativity, and other forms of human reasoning.
Holds
AI should serve understanding the universe and enhancing human cognition and creativity.
Holds
AI-assisted writing creates an illusion of greater creativity while actually reducing the originality of the ideas expressed.
Holds
As building software gets easier, the differentiator becomes design, ideas, positioning and creativity.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
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
A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly.
Holds
A CEO can master both peacetime and wartime leadership, but it is hard
Holds
"Lots of anonymous people worked it out by trial and error" is never the real story of an invention: on closer investigation, identifiable people always turn out to be responsible.
Holds
A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use.
Holds
A capability existing is not the same as a capability being absorbed: how fast a technology changes the world is not set by how fast the technology improves.
Holds