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jonfazzaro · 5 hours
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"This is not something large language models like GPT-4 will ever be able to do. Their architectures are static and feedforward, incapable of recurrence or iteration or on-demand exploration of novel possibilities."
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jonfazzaro · 1 day
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"Work is not always required. There is such a thing as sacred idleness."
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jonfazzaro · 2 days
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"Should something be said, should it be said by me, and should it be said now?"
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jonfazzaro · 3 days
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"Culture follows structure (in large groups). This is why purely 'mindset' approaches such as organizational learning are not very sticky or impactful by themselves in large groups."
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jonfazzaro · 4 days
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"But over the last quarter-century or so, the idea of disruption has also metastasized into a sort of cult, the credo of which holds that everything is to be disrupted, all the time, and that if you're not changing everything, you're losing." movefastandbreakthings
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jonfazzaro · 6 days
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"I had so many unmet needs in my life that I was terrified of ever saying what I wanted out loud. Relief washed over me when I realized Maynard James Keenan would say it for me."
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jonfazzaro · 7 days
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"The competing firms involved in the culture industry aren't in the business of decontaminating countercultures or diluting subcultures; both are merely felicitous and predictable secondary effects of cultural-industrial profit-seeking." culture
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jonfazzaro · 8 days
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"As managers, we can be so afraid of micro-management that we risk moving into passive territory. We're made to believe our main job is putting people in position to grow, and then going hands off to give them the space to do it. But that's like encouraging a climber to take on a harder route, cheering them as they start while you check out TikTok instead of holding fast to the rope."
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jonfazzaro · 9 days
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"Economic pressure pushes for more, now. But more now might be stealing from we stand for something."
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jonfazzaro · 10 days
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"Large organizations are still looking for mass training, certifications, and frameworks that relieve them of the burden of engaging their people socially and emotionally." organizationaldevelopment
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jonfazzaro · 11 days
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"Whilst putting on a happy face and repeating 'everything is fine' feels like the noble thing to do, complete denial of challenging circumstances dissolves trust and leaves team members feeling disconnected to the realities the organisation is experiencing."
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jonfazzaro · 13 days
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"But, because we in the West are so dependent on our nuclear deterrent and are wedded to our capitalist doctrine that can't accept long-term payoffs and is increasingly risk-averse, we won't be a part of this revolution."
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jonfazzaro · 14 days
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"By and large, the current core curricula of business schools train students in the methods and processes of the management paradigm of the 20th century."
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jonfazzaro · 16 days
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“This is not the role for grumpy, asocial people nitpicking if-statements. Dealing with computers, design, user experience, architectures, is infinitely more straightforward—even when it’s complex—than dealing with humans.”
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jonfazzaro · 16 days
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"Management rarely knows what developers are doing, so they reward the appearance of work."
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jonfazzaro · 17 days
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"Good teams will always be looking for different ways to achieve an outcome, or possible scenarios that might go wrong, especially if it's something new. That's really hard to do if you've already decided what the scenarios are up-front and you have no chance to talk about them."
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jonfazzaro · 21 days
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""We are trying to prove ourselves wrong as quickly as possible, because only in that way can we find progress."
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