4/ Root cause of fallacy is the allure of reusable experience. We wishfully hope domain expertise is portable within economic sector.
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5/ Wishful because domain knowledge is tied to skill-lens through which you learned it. Auto welder cannot easily transfer to auto finance.
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6/ One level deeper, we are prone to this because we want to minimize social disruption: in friends and status relations with them.
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7/ Keeping friends and moving to "nearby" career = 100x harder than rebuilding social nbhd around econ. distant, psych. close new role.
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8/ "Learning to learn" for work adaptation much easier than people think. What's hard is making new friends, new status after anomie phase
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9/ Biggest thing you can do to become more adaptable in making money is to decouple social and economic needs significantly.
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10/ If all your friends etc. are people you know through work, you're screwed. Lots of weak links in your graph nbhd = you're adaptable.
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11/ This pits individuals against most orgs, which would like you to make friends, store social capital within them for more effectiveness
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12/ Orgs might even create cult-like culture of "having outside friends is betrayal." No good answer to this tension. Just have to manage.
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A Recent piece by Peter Thiel (wired.com/2014/09/run-st) suggests startups should be run as cults (for that same reasons)
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Rational for first hundred or so employees with fu $ possibility, beyond that it's the sucker bet.

