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← Disasters come from organisational conditions, not from bad…
17 connected korrents · 17 moments from 12 Jun 2008 to 29 Sept 2026.
Everything filed under management
management
Everything filed under agency
agency
Everything filed under hiring
hiring
Everything filed under team size
team size
Everything filed under behavioural science
behavioural science 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: Disasters come from organisational conditions, not from bad individuals, so blaming a person prevents the fix. Disasters come from organisational conditions, not from bad individuals, so blaming a person prevents the fix. Last stated 14 years ago
13 Jan 2013
WH
Wayne Hale — holds since 2013-01-13 — tap for who they are
Same subject: Most workplace problems have more than one person contributing to them, not a single culprit. — tap to centre the map on it Most workplace problems have more than one person contributing to them, not a single culprit. Last stated 3 years ago
25 Feb 2024
BK
Ben Kuhn — holds since 2024-02-25 — tap for who they are
Same subject: Much wrongdoing comes from good people doing bad things without knowing it, not from bad people — tap to centre the map on it Much wrongdoing comes from good people doing bad things without knowing it, not from bad people Last stated 18 years ago
12 Jun 2008
MB
Max Bazerman — holds since 2008-06-12 — tap for who they are
Same subject: When a system's incentives produce bad behaviour, the blame belongs entirely to whoever created the incentives. — tap to centre the map on it When a system's incentives produce bad behaviour, the blame belongs entirely to whoever created the incentives. Last stated 5 years ago
25 Jan 2022
MA
Marc Andreessen — holds since 2022-01-25 — tap for who they are
Same subject: Blaming a person for an error without fixing its root cause means the same error is likely to be repeated by someone else — tap to centre the map on it Blaming a person for an error without fixing its root cause means the same error is likely to be repeated by someone else
DN
Don Norman — holds since c. 1988–2013 — tap for who they are
Same subject: Organizations are a better hope than individuals for improving judgment, because they think more slowly and have procedures that can be controlled, while individual judgment is really hard to fix. — tap to centre the map on it Organizations are a better hope than individuals for improving judgment, because they think more slowly and have procedures that can be controlled, while individual judgment is really hard to fix. Last stated 7 years ago
12 Oct 2019
DK
Daniel Kahneman — holds since 2019-10-12 — tap for who they are
Same subject: When someone gets the same negative reaction from many different people, the more likely explanation is their own behavior, not everyone else's. — tap to centre the map on it When someone gets the same negative reaction from many different people, the more likely explanation is their own behavior, not everyone else's. Last stated a month ago
14 Sept 2026
AH
Ava Huang — holds since 2026-09-14 — tap for who they are
Same subject: When a company fails, the board is to blame rather than the CEO. — tap to centre the map on it When a company fails, the board is to blame rather than the CEO. Last stated 3 years ago
20 Feb 2024
BA
Bill Ackman — holds since 2024-02-20 — tap for who they are
Same subject: Failures are more often explained by time pressure than by stupidity or malice. — tap to centre the map on it Failures are more often explained by time pressure than by stupidity or malice. Last stated 2 months ago
17 Aug 2026
FS
Fabien Sanglard — holds since 2026-08-17 — 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 3 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 7 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: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. — tap to centre the map on it A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. Last stated 3 weeks ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — 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 a month ago
21 Sept 2026
CC
Chris Coyier — holds since 2026-09-21 — tap for who they are
Same subject: A company can produce a good commercial without a large budget — tap to centre the map on it A company can produce a good commercial without a large budget Last stated 4 years ago
21 Mar 2023
DH
David Heinemeier Hansson — holds since 2023-03-21 — tap for who they are
Same subject: A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing. — tap to centre the map on it A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing. Last stated 5 months ago
19 May 2026
TG
Tommy Geoco — holds since 2026-05-19 — tap for who they are
At the centre
Disasters come from organisational conditions, not from bad individuals, so blaming a person prevents the fix.
Holds Read this korrent →
Most workplace problems have more than one person contributing to them, not a single culprit.
Holds
Much wrongdoing comes from good people doing bad things without knowing it, not from bad people
Holds
When a system's incentives produce bad behaviour, the blame belongs entirely to whoever created the incentives.
Holds
Blaming a person for an error without fixing its root cause means the same error is likely to be repeated by someone else
Last stated c. 1988–2013
Holds
Organizations are a better hope than individuals for improving judgment, because they think more slowly and have procedures that can be controlled, while individual judgment is really hard to fix.
Holds
When someone gets the same negative reaction from many different people, the more likely explanation is their own behavior, not everyone else's.
Holds
When a company fails, the board is to blame rather than the CEO.
Holds
Failures are more often explained by time pressure than by stupidity or malice.
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
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
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 company can produce a good commercial without a large budget
Holds
A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing.
Holds