Chesterton's fence is usually quoted as a reason to leave old processes alone. Read properly, it asks managers to find out why a rule exists, then make an honest call to keep it or remove it.
Recent Posts
When They Miss, It’s Character. When You Miss, It’s Circumstance.
Managers explain their team's misses by personality and their own by circumstance. What the fundamental attribution error research actually shows, why the manager's seat makes it worse, and four...
People grade identical decisions higher when they happen to work out, even when they say outcomes shouldn't matter. What outcome bias does to how managers learn from their own calls, and the habits...
A four-word rollback plan, approved like dozens before it, caused a three-hour outage. A case study in normalization of deviance: how capable teams drift from their own standards, what NASA learned...
The Abilene paradox is agreement nobody actually holds: a team endorses a plan most of its members privately think is wrong, because each assumes they are the only doubter. Here is why it gets worse...
Work expands to fill the time you give it, and the deadline your team works to is almost always the one you set. The fix is not tighter final dates but shorter, visible checkpoints, plus the judgment...