Trust beyond reason An Article by David R. MacIver notebook.drmaciver.com In this sense, trust is a polarizing strategy, and it's one that is important to apply early on in the relationship before someone becomes important to you. If you trust someone excessively and it goes badly, but they don't matter to you, you can just kick them to the curb. In general, trusting someone at a level that seems slightly excessive for their level of importance to you will help you sort people in your life who you want to be more important to you than they are from those who you want to be less important than they are. And it does need to be excessive. It needs to be trust beyond reason. Not beyond all reason, but somewhat beyond what currently seems reasonable. If it is not, then unless they are prepared to take the first move, you will never find the signs you need to move to a higher level of mutual trust. Sometimes this will go badly, but you need to be able to try bad things. trustlovefriendship
The management strategy that saved Apollo 11 An Article by Matthew Ström matthewstrom.com In 1969, the people in charge of Apollo 11 trusted a 23-year-old engineer in a back room of mission control to make one of the most consequential decisions of this decade-defining mission. And they did so in seconds, without deliberating or debating. Next time you’re faced with a decision, ask yourself: how can this decision be made on the lowest level? Have you given your team the authority to decide? If you haven’t, why not? If they’re not able to make good decisions, you’ve missed an opportunity to be a leader. Empower, enable, and entrust them. Take it from NASA: the ability to delegate quickly and decisively was the key to landing men on the moon. Central planning gives poor resultsBeware SAFe, an Unholy Incarnation of Darkness managementdecisionstrust
Fucking up the world City Hall by Rafael Moneo, Logroño, La Rioja, Spain. Alexander : At least my experience tells me, that when a group of different people set out to try and find out what is harmonious, what feels most comfortable in such and such a situation, their opinions about it will tend to converge, if they are mocking up full-scale, real stuff. Of course, if they're making sketches or throwing out ideas, they won't agree. But if you start making the real thing, one tends to reach agreement. My only concern is to produce that kind of harmony. The thing that strikes me about your friend's building – if I understood you correctly – is that somehow in some intentional way it is not harmonious. That is, Moneo intentionally wants to produce an effect of disharmony. Maybe even of incongruity. Eisenman: That is correct. Eisenman: I find that incomprehensible. I find it very irresponsible. I find it nutty. I feel sorry for the man. I also feel incredibly angry because he is fucking up the world. Christopher Alexander & Peter Eisenman, Contrasting Concepts of Harmony in Architecture Forces of conflict beauty