The talent myth assumes that people make organizations smart. More often than not, it’s the other way around.
We fall out of truth-default mode only when the case against our initial assumption becomes definitive. We do not behave, in other words, like sober-minded scientists, slowly gathering evidence of the truth or falsity of something before reaching a conclusion. We do the opposite. We start by believing. And we stop believing only when our doubts and misgivings rise to the point where we can no longer explain them away.
Somewhere in retirement, Haywood Hansell saw that announcement in the newspaper, and I’m sure he wondered why he didn’t get an award as well for the effort he put toward fighting a war with as few civilian casualties as possible. But we don’t give prizes to people who fail at their given tasks, no matter how noble their intentions, do we? To the victor go the spoils.
LeMay always said that the atomic bombs were superfluous. The real work had already been done.
I define a moral action as one that brings advantage to my friends.
We would all be sitting in our deck chairs in the backyard, and we would look up, and all of a sudden, the Air House – or maybe even some specific part of the Air House – would be gone. Poof. High-altitude precision bombing. Curtis LeMay won the battle. Haywood Hansell won the war.
The deceptions of Ana Montes and Bernie Madoff, the confusion over Amanda Knox, the plights of Graham Spanier and Emily Doe are all evidence of the underlying problem we have in making sense of people we do not know. Default to truth is a crucially important strategy that occasionally and unavoidably leads us astray. Transparency is a seemingly commonsense assumption that turns out to be an illusion. Both, however, raise the same question: once we accept our shortcomings, what should we do?
Illegitimi non carborundum. “Don’t let the bastards grind you down.
Whenever we have something that we are good at – something we care about – that experience and passion fundamentally change the nature of our first impressions. This does not mean that when we are outside our areas of passion and experience, our reactions are invariably wrong. It just means that they are shallow. They are hard to explain and easily disrupted. They aren’t grounded in real understanding.
Proficimus more irretenti: “We make progress unhindered by custom.
Default to truth becomes an issue when we are forced to choose between two alternatives, one of which is likely and the other of which is impossible to imagine.
To the extent that the war planners back in Washington conceived of a firebombing campaign, they thought of hitting six Japanese cities, not sixty-seven. By July, LeMay was bombing minor Japanese cities that had no strategically important industry at all – just people, living in tinderboxes.
Modern systems, Perrow argues, are made up of thousands of parts, all of which interrelate in ways that are impossible to anticipate. Given that complexity, he says, it is almost inevitable that some combinations of minor failures will eventually amount to something catastrophic.
And why did so many of the British politicians who met with Hitler misread him so badly? Because Hitler was mismatched as well. Remember Chamberlain’s remark about how Hitler greeted him with a double-handed handshake, which Chamberlain believed Hitler reserved for people he liked and trusted? For many of us, a warm and enthusiastic handshake does mean that we feel warm and enthusiastic about the person we’re meeting. But not Hitler. He’s the dishonest person who acts honest.
Biologists often talk about the “ecology” of an organism: the tallest oak in the forest is the tallest not just because it grew from the hardiest acorn; it is the tallest also because no other trees blocked its sunlight, the soil around it was deep and rich, no rabbit chewed through its bark as a sapling, and no lumberjack cut it down before it matured.
What happens to true believers when their convictions are confronted by reality?
You’re in a situation where you have two very important responsibilities that both have a deadline that is impossible to meet. You cannot accomplish both. How do you handle that situation?
I’m drawn again and again to obsessives. I like them. I like the idea that someone could push away all the concerns and details that make up everyday life and just zero in on one thing – the thing that fits the contours of his or her imagination. Obsessives lead us astray sometimes. Can’t see the bigger picture. Serve not just the world’s but also their own narrow interests. But I don’t think we get progress or innovation or joy or beauty without obsessives.
But remember, doubts are not the enemy of belief; they are its companion.
If you knew my father, you would have seen him in other stressful situations, and you would have come to understand that the “frightened” face, for whatever reason, was simply not part of his repertoire. In crisis, he turned deadly calm. But if you didn’t know him, what would you have thought? Would you have concluded that he was cold? Unfeeling? When we confront a stranger, we have to substitute an idea – a stereotype – for direct experience. And that stereotype is wrong all too often.
Revolutions are birthed in conversation, argument, validation, proximity, and the look in your listener’s eye that tells you you’re on to something.