Adam Yuret

“In a matrix structure of the kind prevalent today, thinking two levels up also has the benefit of helping to resolve the dilemmas the matrix naturally creates. The “next level up” may well be ambiguous. Two bosses might point in different directions. Understanding the level above them generally resolves the issue and allows action.”
― Stephen Bungay, The Art of Action: How Leaders Close the Gaps between Plans, Actions, and Results

“ARPA’s mandate—to support smart people in a variety of areas—was carried out based on the unwavering presumption that researchers would try to do the right thing and, in ARPA’s view, overmanaging them was counterproductive.”
― Ed Catmull, Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration

“Rather than trying to prevent all errors, we should assume, as is almost always the case, that our people’s intentions are good and that they want to solve problems. Give them responsibility, let the mistakes happen, and let people fix them.”
― Ed Catmull, Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration

“The trouble is that organizations like processes. They are warm, familiar things and can be rolled out fairly easily. It is therefore tempting to understand strategy execution as a process, distribute the forms, get everyone to fill them in, and relax. The result will be resentment, rigidity, and stagnation.”
― Stephen Bungay, The Art of Action: How Leaders Close the Gaps between Plans, Actions, and Results