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Curiosity.md
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Curiosity.md
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- Knowledge is a powerful tool. The more you [feel like a noob](http://paulgraham.com/noob.html), the better. Feeling stupid now is better than feeling stupid in 10 years.
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- [Reality has a surprising amount of detail](http://johnsalvatier.org/blog/2017/reality-has-a-surprising-amount-of-detail). Knowing more about the world makes you enjoy it more. [Understanding how music is made increases the pleasure you get from music](https://youtu.be/JbVfcZxfIZo).
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- Do stuff! Whatever is you work on, is worthwhile as long as you share your learnings. In the worst case, if your [[ideas]] don't work out, the community will learn why that approach doesn't make sense.
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- Remix ideas. Ideas are impacted by [[evolution]]. The most useful ones survive and evolve. [Innovation is product of the combinations of ideas](https://youtu.be/XUAIIQFoufs).
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- Remix ideas. Ideas are impacted by [[evolution]]. The most useful ones survive and evolve. [Innovation is product of the combinations of ideas](https://youtu.be/XUAIIQFoufs). Everything is a remix!
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- Fail early and often. There is only one guaranteed way you'll won't get something you want, and that's not to pursue it. [Mistakes](https://meta.wikimedia.org/wiki/So_you%27ve_made_a_mistake_and_it%27s_public...) are the portals of discovery.
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- [If you think you're going to regret not doing something, you should probably do it](https://blog.samaltman.com/the-days-are-long-but-the-decades-are-short). Most people regret far more things they didn't do than things they did do.
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- [Find your way around the inertia of helpless mentality](https://www.youtube.com/watch?v=YMPzDiraNnA). You probably have control of more things that you think! Knowing this fact changes the way you see your circle of control.
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Organizations.md
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Organizations.md
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- The purpose for which the company exists.
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- The way people within a company do things—how they communicate, how they create, how they decide—is that company's operating system.
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- All organizations have their own way of doing things ([[Culture]]) and their own particular views of how the world should work (vision).
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- **Vision** is the change in the world you want to see.
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- **Mission** defines the approach that you will execute to make your vision a reality. The **strategy** further refines the mission into concrete steps.
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- **Vision** is the change in the world you want to see.
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- **Mission** defines the approach that you will execute to make your vision a reality. The **strategy** further refines the mission into concrete steps.
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- There are two core processes that take place within any company: making decisions and doing work.
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- Align [[incentives]]. Make the right thing to do the easiest thing to do.
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- The layout of the organization impacts how many hops the information has to do.
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- [In any organization, the people devoted to the benefit of the organization itself always get in control and those dedicated to the goals that the organization is supposed to accomplish have less and less influence, and sometimes are eliminated entirely](https://www.jerrypournelle.com/reports/jerryp/iron.html).
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- Leaders in a healthy organization [[Communication|listen and communicate]].
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- Organizations naturally move towards growth: more people, more systems, more conflicting worldviews. To facilitate action, communication systems _will_ be established. Make sure these are effective.
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- A company is a superorganism.
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- [Teams usually don't stop to think what (and why) things are working or not working](https://cutlefish.substack.com/p/tbm-952-when-nothingeverything-actually). Make time for that.
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- By [swinging the pendulum](https://twitter.com/BrandonMChu/status/1502312472644100105) and changing focus periodically, you accept more extreme (and clear) outcomes in the short term, but in the long term arrived at the middle ground you aim for.
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