Natural selection is inevitable, but we can choose whether it acts on us (bad) or within us (good).
Up to a point, of course, but imagine a company:
If uncompetitive, the market's meritocracy bankrupts it
But the company can protect itself by letting meritocracy work inside it
2/ Natural Selection acts on any entity and within any population.
The monolithic only suffers from NS, whereas populations suffer but also benefit from it.
In fact, the monolithic is fragile whereas populations can be antifragile.
We can apply this insight by realizing that…
3/ if we consider ourselves a population (of habits & beliefs), we can let natural selection remove those that are bad for us, making us stronger. It acts within us
Instead if we consider ourselves a monolithic identity, we cannot grow. We become the victims of natural selection
4/ (The topic is much more complex than I can convey in three tweets, for it's not really about natural selection but damage and our reaction to damage. I explore this topic more in detail in my "Power of Adaptation" and "Ergodicity".)
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A problem of many organizations is that they are aware of the needs of employees (impact, recognition, growth, fair salary, etc) but fulfill them as they would with a checklist: let's do this superficially, checked, done.
Some examples (& solutions) ↓
1/8
Example #1: recognition.
Many companies and managers know that employees want recognition.
But they fulfill this need in a very superficial way. With a small internal award, a certificate, etc. Top red flag: it's HR-driven and/or feels cringe.
2/8
The alternative:
– make it personal: it should come from the boss or the boss' boss.
– make it congruent: a moment of recognition followed by a year of no recognition feels (and likely is) fake.
3/8
Whenever we desire an outcome but not the actions that would make us achieve it, we end up with inaction, busywork, shortcuts, excuses, and, ultimately, frustration.
(a thread of highlights from the first chapter of my book "The Control Heuristic")
1/14
You probably do not have a decision-making problem, but an action-taking one
2/14
Decision-making is not the same as action-taking.
The cortex is mostly responsible for taking decisions, and the ~basal ganglia determines whether we act on our decisions.
The recent wealth tax increase in Norway was expected to bring an additional $146M in yearly tax revenue
Instead, an estimated $54B-worth of ultra-rich left the country, leading to a lost $594M in yearly wealth tax revenue
A net decrease of $448M+
(sources and calculations ↓)
The Guardian estimates the wealth of the relocated millionaires at 600B NOK, or $54B. That would have been taxed at 1.1%, which means $594M in wealth tax lost
Norway raised NOK 16.1B = $1.46B in wealth taxes in 2019 (page 3 of the PDF below); increasing the wealth tax from 1% to… twitter.com/i/web/status/1…
Plenty of replies who seem to think that leaving the country to keep one’s money is greed, but implementing a wealth tax to get someone else’s money isn’t