Too many people of my acquaintance place a lot of stock in Hanlon's Razor, specifically because their immediate thought after running it is "... But nobody could be that stupid." Evil is not a great model for explaining bad results much of the time. Stupidity has same problem.
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It's not, generally, that the information is not present in the organization. It's that the organization is not responding. The real art is not reporting the problem, to mobilizing action.
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I've been reflecting on the efficacy of your tactics on and off today. Catalyzing action without engaging a reactionary response was a deft bit of work.
End of conversation
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Any suggestions on how to encourage people to learn and use this (very accurate) perspective on complex systems?
Thanks. Twitter will use this to make your timeline better. UndoUndo
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