Sublime

Project Aristotle,

choice engine

Tribalism: The strong loyalty to one’s own tribe or social group (often leading to hostility or discrimination against those perceived as outsiders) can reinforce social adhesion within groups and make it harder for new ideas or practices to spread across group boundaries.

Which brings us to our main idea – how both the pyramid and its lifecycle are animated. The dynamics are governed by the Newton’s Law of organizations: The Gervais Principle. The Gervais Principle and Its Consequences The Gervais Principle is this: Sociopaths, in their own best interests, knowingly promote over-performing Losers into middle-managem

To generalize, a key, and usually under-appreciated, advantage of balancing egalitarianism with heavily weighted leadership is the increased chance of occasionally escaping a sub-optimal equilibrium in a coordination problem.

It’s a stunning statement. Dr. Marsden is saying that when we make decisions, we’re more likely to defer to the hive mind than to make a decision based entirely on our own thoughts and best interests. We don’t have beliefs so much as beliefs “have” us. Dr. Marsden continues:

The best leaders create, sustain, and improve their organizations’ social circuitry,* the overlay of the processes, procedures, routines, and norms that enable people to do their work easily and well. While individual specialists are focusing their attention on the problems immediately in front of them, this social circuitry establishes the pattern

there are many ways to redesign governance that would reduce the dependence of employee well-being on the vagaries of people’s doing a better job of selecting and training all-powerful leaders. Such solutions mostly entail building work systems that are less leader-dependent, and instead devolve more power to a wider set of organizational constitue

Many Great Groups have a dual administration. They have a visionary leader, and they have someone who protects them from the outside world, the “suits.”