communications
Thanks to source: ???
Change introduces new form of failure. The low rate of overt accidents in reliable systems may encourage changes, especially the use of new technology, to decrease the number of low consequence but high frequency failures. These changes maybe actually create opportunities for new, low frequency but high consequence failures. Wh
- Data is a compass not a map”
- “Vision and intuition help you identify the right mountain, data helps you get to the top.”
Bits and Bobs 5/19/25
When we want to impress, we often feel the urge to name every single thing we’ve done.
Every skill we have.
Every client we’ve ever worked with.
Anything we’ve attempted.
We think the more we add to the list, the greater our accomplishments will seem.
But more isn’t always better. Sometimes it’s actually worse. Why?
People judge us based on the average o... See more
Every skill we have.
Every client we’ve ever worked with.
Anything we’ve attempted.
We think the more we add to the list, the greater our accomplishments will seem.
But more isn’t always better. Sometimes it’s actually worse. Why?
People judge us based on the average o... See more
People judge the average of your achievements, not the cumulative
If a high performer suddenly starts being upset about lots of little things, it’s usually one big thing.
In order of probability, it’s usually one of the following:
In order of probability, it’s usually one of the following:
- they’re faced with a challenge they’re struggling with and don’t like doing a bad job
- personal life issues
- yhey have a new, bad manager
- they have an underperforming peer they depend on
Stay SaaSy on Substack
Skepticism says, “I don’t think this will work. I need to understand more.” It’s an open challenge, a gesture of care cloaked in doubt. Cynicism says: “This won’t work, and it probably never could.” It’s a closed loop, often born from past disappointments calcified into a worldview.
🌀🗞 The FLUX Review, Ep. 189
If concrete consulting is for the problems organizations already know they have to solve, amorphous consulting is for the problems organizations can’t put words to yet.
Vaughn Tan • Amorphous consulting
Unlike the concrete consultant, the amorphous consultant doesn’t begin as a clear expert in what the client already knows it needs. Figuring those needs out is what those apparently aimless conversations are for. The sensemaking/patternfinding work being done there is exactly like what happens when I do ethnographic research in organizations: I’m l... See more
Amorphous consulting
Here’s a simple framework for creating assertions:
“Based on my insight of X, I believe that Y is true. To go a step further, given X and Y, I think we should do Z. I think it’ll work because A and B. If it doesn’t work, there’s a risk of C happening, and I’ll take care of that by doing D.”