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by Harry Max & Jorge Arango
Digging in to get results with Harry Max and Jorge Arango
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Are you more of an analytical or a holistic thinker? The answer might depend on the culture in which you were raised — and understanding that can help you gain traction. Show notes: The WEIRDest People in the World by Joseph HenrichBeyond Culture by Edward T. HallThe Long Now FoundationWhat Your Machines Should Do by Stefanie HutkaThe Art of the Long View by Peter SchwartzCultures and Organizations by Geert HofstedeHofstede’s cultural dimensions theory
How do you delegate authority while maintaining coherence? One way is by establishing solid principles. Show notes: Becoming a Principle-Driven Leader by Charles and Chase KochGood Profit by Charles G. KochThe HP Way by David PackardIncorruptible by Eric RiesPrinciples by Ray DalioTraction Heroes Ep. 11: Gall’s LawTraction Heroes Ep. 16: OODA LoopsReading Notes: “Becoming a Principle-Driven Leader” by Jorge ArangoNormative
Harry shares an important insight from a personal place: we must not just get better at giving feedback, but receiving it as well — and it can be especially difficult when feedback is part of your professional skillset. Show notes: Thanks for the Feedback by Douglas Stone & Sheila HeenManagement of the Absurd by Richard FarsonNaïve realism
Jorge digs out an influential book from his past to discuss a critical issue in decision-making. Show notes: The Art of Computer Game Design by Chris Crawford (PDF)Finite and Infinite Games by James P. CarseUX Design Innovation: Challenges for Working with Machine Learning as a Design Material by Graham Dove, Kim Halskov, Jodi Forlizzi, and John Zimmerman (PDF)AlphaGo (Full movie)
It's easy to feel frustrated and powerless — but organizational leaders have more agency than they might think in today's world. Show notes: Incorruptible by Eric RiesSentient Design by Josh Clark and Veronica KindredJoseph Campbell and The Power of MythIncorruptible by Design — Eric Ries Long Now seminar
AI gives us the ability to prototype faster than ever before — which is great, as long as we remember that there's underlying work to be done. Show notes: The Clock of the Long Now by Stewart BrandHow Buildings Learn by Stewart BrandMaintenance of Everything, Part One by Stewart BrandAntifragile by Nassim Nicholas TalebThinking, Fast and Slow by Daniel KahnemanThe World as a Total System by Kenneth BouldingLiving in Information by Jorge ArangoLiquid Glass
Many so-called accidents can be prevented with a bit of forethought. In this conversation, we explore ways to avoid bad outcomes by preparing beforehand. Show notes: There Are No Accidents, Only Collisions by Alan LevarTraction Heroes Ep. 2: UnprecedentedThe Checklist Manifesto by Atul GawandePass LabsFour Types of Problems by Art SmalleyDrift Into Failure by Sidney DekkerThe Problem Is Not the Problem by Harry Max (video)
Determining what to track is essential for effective management. But focusing on just a few measures can lead us to miss important things. Show notes: Seeing Like a State by James C. ScottHow Buildings Learn by Stewart BrandPace layersStrategies for Learning from Failure by Amy C. Edmondson (HBR gift link)What Got You Here Won't Get You There by Marshall Goldsmith and Mark Reiter
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Digging in to get results with Harry Max and Jorge Arango
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