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I’ve been thinking about the implications of this thread for a few months now. I suspect it’s one reason why I’m so suspicious of framework thinkers, or, alternatively folk who like to reduce complex stories down to a few ‘takeaways’.
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You can’t use a framework if you don’t know all the ways it instantiates in the real world. Similarly, reductive takeaways from stories kill much of the necessary context. It prevents you from reasoning effectively by analogy.
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One actionable implication: when you read a framework (e.g. 7 Powers; Crossing the Chasm) you should spend the next few months actively searching for stories that demonstrate the framework in action. Preferably stories that are as different from each other as possible.
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Interesting... I generally look for stories that are relevant to the framework. Looking just for confirming stories doesn't let you know about the frequency or accuracy of the framework
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Hmm, this is a good point. I should incorporate this into my practice. As it is, though, even confirming stories are surprising to me — because they are ALWAYS messier than what the framework suggests.
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Like, in 7 Powers, Helmer argues “operational efficiency is not sufficient to stave off competitive arb” 
 but then you find lots of cases where op excellence buys the company an advantage for a decade. Sure, a temporary advantage, but 10 years is great!
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If a framework has too many stories that fit it perfectly, I'm usually really suspicious of it - likely it's too broad and therefore useless, cherry picked, fragile, or has an agenda
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