Management Learning

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Team Play, Or Lifelong Learning

  • This is based on the principle that very few people are team players, and we incentize for team accomplishment as part of our core culture.
  • If we agree to work as a team, we don't generally like lone warriors. We are not opposed to lone warriors, but if such a style is to be engaged, that has to be done with mutual understanding. We disincentivize sole skill achievement, and we incentivize collaborative achievement because collaborative results can be much greater, but we do reward superhero effort that promotes colla
  • Assess and select for team play. A collaborator must be able to work as a team, and we continuously upgrade are collaboration ability. There is zero tolerance of ego, unwillingness to learn, not showing initiative where initiative is needed, and not following orders when situation calls for it (if decisions are made by others with authority). Also, we don't incentivize following or supporting bad leadership, and incentivize following good leadership.
  • Using shitty techniques is not allowed if better techniques are available. This has to be matched with a tradeoff between learning better techniques, which may require more time, and just rolling forward if there is no time for a learning curve. However, we ask why there is no time for the learning curve at all times - we like to question a system which does not have learning time built into its time budget. We do not accept starting with shitty techniques if we know of better ones. Becauese we focus on the long term and lifelong learning, we generally do not like bad practice that we are aware wastes our efforts. We do a simple cost-benefit calculation: will be achieve better results with added learning? A clear answer requires clear change of action. An ambiguous answer - means we drop it and move on.
  • In short: we do not favor allowing someone to do something ineffectively, without requesting them to learn a skill to become more effective. This begins with a recognition and culture that we are always open to new ways of doing things. A superior should negotiate an experiment: such as 'try it this way and we can evaluate how it went afterwards', and a subordinate should be glad to do such experiments.


  • The greatest punishment appears to be exile. This means a fundamental rejection, FOMO. Thus, we strive to create attractive options of exile when ways have to be parted. We consider this in our organizational design. One option is remedial study, another is providing an attractive exit package, and another is retaining some participation. We pay attention to create such opportunities in our organization.