Tap a claim on the ring to put it at the centre.
← Poor systems thinking is being too blinders-on about getting one thing…
17 connected korrents · 18 moments from 12 Jun 2008 to 29 Sept 2026.
Everything filed under management
management
Everything filed under simplicity
simplicity
Everything filed under AI and jobs
AI and jobs
Everything filed under ambition
ambition
Everything filed under AI agents
AI agents
Everything filed under innovation
innovation 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: Poor systems thinking is being too blinders-on about getting one thing out as quickly as possible, without understanding that other, similar things are going on. Poor systems thinking is being too blinders-on about getting one thing out as quickly as possible, without understanding that other, similar things are going on. Last stated 6 months ago
8 Apr 2026
IS
Ian Silber — holds since 2026-04-08 — tap for who they are
Same subject: The best systems thinkers turn big problems into very small tactics. — tap to centre the map on it The best systems thinkers turn big problems into very small tactics. Last stated 2 months ago
9 Aug 2026
AW
Adam Ward — holds since 2026-08-09 — tap for who they are
Same subject: Asking Claude to do the thinking is garbage in, garbage out; the thinking and strategizing still has to be done by people. — tap to centre the map on it Asking Claude to do the thinking is garbage in, garbage out; the thinking and strategizing still has to be done by people. Last stated 5 months ago
28 Apr 2026
PD
Polly D'Arcy — holds since 2026-04-28 — tap for who they are
Same subject: People in industry routinely short-circuit their reasoning, adopting what they heard in a conference talk instead of thinking it through from first principles. — tap to centre the map on it People in industry routinely short-circuit their reasoning, adopting what they heard in a conference talk instead of thinking it through from first principles. Last stated 5 months ago
22 Apr 2026
MK
Martin Kleppmann — holds since 2026-04-22 — tap for who they are
Same subject: You should build by solving only the next problem in front of you; most people fail because they look too far ahead. — tap to centre the map on it You should build by solving only the next problem in front of you; most people fail because they look too far ahead. Last stated 2 years ago
20 Aug 2024
PL
Pieter Levels — holds since 2024-08-20 — tap for who they are
Same subject: Society has catching up to do: AI is incredibly powerful and not always right, and people who argue 'but my agent said so' have not learned that yet. — tap to centre the map on it Society has catching up to do: AI is incredibly powerful and not always right, and people who argue 'but my agent said so' have not learned that yet. Last stated 8 months ago
12 Feb 2026
PS
Peter Steinberger — holds since 2026-02-12 — tap for who they are
Same subject: When a decision is called too complex to make, the real explanation is almost always weak leadership. — tap to centre the map on it When a decision is called too complex to make, the real explanation is almost always weak leadership. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: The right response to lacking the ideal tool is to improvise a solution from what's on hand rather than accept you can't proceed. — tap to centre the map on it The right response to lacking the ideal tool is to improvise a solution from what's on hand rather than accept you can't proceed. Last stated 3 years ago
15 Oct 2023
SC
Steve Coast — holds since 2023-10-15 — tap for who they are
Same subject: It is probably still too early in understanding what works for anyone to simply build the right answer; everyone is exploring together. — tap to centre the map on it It is probably still too early in understanding what works for anyone to simply build the right answer; everyone is exploring together. Last stated 4 weeks ago
10 Sept 2026
AV
Ami Vora — holds since 2026-09-10 — 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 a week 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 6 days 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
Poor systems thinking is being too blinders-on about getting one thing out as quickly as possible, without understanding that other, similar things are going on.
Holds Read this korrent →
The best systems thinkers turn big problems into very small tactics.
Holds
Asking Claude to do the thinking is garbage in, garbage out; the thinking and strategizing still has to be done by people.
Holds
People in industry routinely short-circuit their reasoning, adopting what they heard in a conference talk instead of thinking it through from first principles.
Holds
You should build by solving only the next problem in front of you; most people fail because they look too far ahead.
Holds
Society has catching up to do: AI is incredibly powerful and not always right, and people who argue 'but my agent said so' have not learned that yet.
Holds
When a decision is called too complex to make, the real explanation is almost always weak leadership.
Holds
The right response to lacking the ideal tool is to improvise a solution from what's on hand rather than accept you can't proceed.
Holds
It is probably still too early in understanding what works for anyone to simply build the right answer; everyone is exploring together.
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