People, books, and breakthrough ideas—connected to the mental models and moves you can use.
3,456 entries
The same span cut into a few panels, one per phase, each drawn as a small scene rather than a label. A phase earns a panel only when the world inside it looks different from the panel before. Two things come free: a reader can see the change instead of taking it on trust, and naming a phase forces you to say when it started and when it ended.
Acquisitions may pursue strategic capabilities or market access, financial returns, recruitment of a team, or a combination
Ask whether people who knew they were being measured changed what they did or what they reported. Someone gamed the metric, hid something, timed an action, or shaded a number. Add this rival only when a human has a motive and a lever.
Bent Flyvbjerg's term for the systematic, deliberate distortion of costs, benefits, and risks in project proposals—lying about project prospects to get them approved
The organizational state where analysis, debate, and planning substitute for action, often disguised as 'being thorough' or 'de-risking.' Strategic paralysis emerges from a specific cocktail: uncertainty about the right…
Silence is one of the most powerful and least used tools in negotiation
Strategy combines an understanding of a challenge with a guiding approach and coordinated action
Misrepresenting someone's argument as a weaker version in order to attack the weakened version instead of the actual position
Beyond the logical fallacy: the practical pattern of misrepresenting someone's position, addressing the misrepresentation, and then claiming to have refuted the original position
The observational bias of searching for something only where looking is easiest, not where the thing is most likely to be—named after the joke of a drunk looking for keys under a streetlight because 'the light is better…
A duplicate entry of the Streetlight Effect emphasizing the organizational and strategic dimension: institutions systematically study, fund, and address problems that are easy to investigate rather than problems that mat…
The strategic principle that strength is only valuable when DEPLOYED—latent capabilities, unexercised advantages, and passive superiority produce no results
A tiered stress management protocol providing interventions matched to stress intensity — from daily maintenance to acute crisis
Systematically subjecting a system, plan, or strategy to extreme conditions to identify failure points before they occur in reality
Under extreme stress, the prefrontal cortex (rational decision-making) partially shuts down while the amygdala (threat response) takes over, producing dramatically worse judgment
Munger's observation that stress dramatically alters cognitive function—producing both degraded performance (decision quality drops, cognitive flexibility decreases, tunnel vision increases) AND heightened susceptibility…
The Stress-Recovery Balance model, derived from both exercise physiology and organizational psychology, proposes that growth and high performance require deliberate alternation between stress (demanding activity that exc…
Separate the activity you planned from the real-world change it was supposed to create, and demote the activity to one candidate method.
Three frames in a row, drawn as identically as you can manage, with exactly one thing changed between them. The claim lives in the change, and usually in the third frame. A strip says what a single panel cannot, which is that something recurs, escalates, or ends up back where it started. Keep the rest of the drawing the same on purpose, because any variation you introduce will be read as meaningful.
Robert Fritz's concept that most people are caught between two competing internal structures: the desire to create what they want and a belief that they can't have it or don't deserve it
Ronald Burt's network theory that competitive advantage comes from bridging 'structural holes'—gaps between disconnected clusters in a social network
Break the thing into its component parts and ask which single part you could study on its own. You are looking for pieces and materials, not timing, people, or purpose. Each part becomes a candidate unit to analyze instead of the whole.