The primary thing when you take a sword in your hands is your intention to cut the enemy, whatever the means. Whenever you parry, hit, spring, strike or touch the enemy’s cutting sword, you must cut the enemy in the same movement. It is essential to attain this. If you think only of hitting, springing, striking or touching the enemy, you will not be able actually to cut him.
The McNamara fallacy, named for Robert McNamara, the US Secretary of Defense from 1961 to 1968, involves making a decision based solely on quantitative observations (or metrics) and ignoring all others. The reason given is often that these other observations cannot be proven.
The fallacy refers to McNamara's belief as to what led the United States to defeat in the Vietnam War—specifically, his quantification of success in the war (e.g., in terms of enemy body count), ignoring other variables.
There are two classes of problems caused by new technology. Class 1 problems are due to it not working perfectly. Class 2 problems are due to it working perfectly.
...Class 1 problems arise early and they are easy to imagine. Usually market forces will solve them. You could say, most Class 1 problems are solved along the way as they rush to become Class 2 problems. Class 2 problems are much harder to solve because they require more than just the invisible hand of the market to overcome them.
...Class 1 problems are caused by technology that is not perfect, and are solved by the marketplace. Class 2 problems are caused by technology that is perfect, and must be solved by extra-market forces such as cultural norms, regulation, and social imagination.