Tradeoff Quotes

There are no solutions. There are only trade-offs.

I guess that's the story of life: what you most fear never happens, but what you most yearn for never happens either. This is the difference between life and fiction. I suppose it's a good trade-off. But I'm not sure.

Well, that’s one of the paradoxes of life. You can’t have it all. You can have some of this and some of that or all of this and none of that. We make the trade-offs we think are best at the time.

Essentialists see trade-offs as an inherent part of life, not as an inherently negative part of life. Instead of asking, “What do I have to give up?” they ask, “What do I want to go big on?

Prediction Machines is not a recipe for success in the AI economy. Instead, we emphasize trade-offs. More data means less privacy. More speed means less accuracy. More autonomy means less control.

Being mortal is about the struggle to cope with the constraints of our biology, with the limits set by genes and cells and flesh and bone. Medical science has given us remarkable power to push against these limits, and the potential value of this power was a central reason I became a doctor. But again and again, I have seen the damage we in medicine do when we fail to acknowledge that such power is finite and always will be. We’ve been wrong about what our job is in medicine. We think our job is to ensure health and survival. But really it is larger than that. It is to enable well-being. And well-being is about the reasons one wishes to be alive. Those reasons matter not just at the end of life, or when debility comes, but all along the way. Whenever serious sickness or injury strikes and your body or mind breaks down, the vital questions are the same: What is your understanding of the situation and its potential outcomes? What are your fears and what are your hopes? What are the trade-offs you are willing to make and not willing to make? And what is the course of action that best serves this understanding?

I was not allowed to think of him. That was something I tried to be very strict about. Of course I slipped; I was only human. But I was getting better, and so the pain was something I could avoid for days at a time now. The trade-off was the never-ending numbness. Between pain and nothing, I'd chosen nothing.

I understand that love and tragedy go hand in hand, for there can’t be one without the other, but nonetheless I find myself wondering whether the trade-off is fair.

I was aware that we were both silently making those inevitable comparisons, putting our relationship in context. She is more this and less that. He is better or worse in these ways. It is human nature to do this--unless its your first relationship, which might be the very reason that your first relationship feels special and remains forever sacred. But the older you get, the more cynical you become, and the more complicated and convoluted the exercise is. You begin to realize that nothing is perfect, that there are trade-offs and sacrifices. The worst is when someone in your past trumps the person in the present, and you think to yourself: if I'd known this, then maybe I wouldn't have let him go.

Whenever serious sickness or injury strikes and your body or mind breaks down, the vital questions are the same: What is your understanding of the situation and its potential outcomes? What are your fears and what are your hopes? What are the trade-offs you are willing to make and not willing to make? And what is the course of action that best serves this understanding?

I often wondered: is it some kind of a trade-off? Do others have to lose so we can win?  •

She began to burn herself again. She found release in the pain; it was comforting, familiar. It was a trade-off she was well used to. Success required sacrifice. Sacrifice meant pain. Pain meant success.

Do you remember telling me how you're willing to put up with the pressures of fame if it means you can play your music for people?' When she nodded, he said, 'Making sure my family is happy has been worth any tradeoff.

The prospect of future lives in remote heavens as a compensation for the inadequacy of our present lives is a bad tradeoff for losing out on the present.

She listened for Terrible's voice in her head and didn't hear it. Of course, she also couldn't feel her extremities. But life was full of tradeoffs, right?

Strategy is making trade-offs in competing. The essence of strategy is choosing what not to do.

The trade-off between efficiency and resiliency is a trade-off between fragile and antifragile.

I think…Have I given up anything by living with another person? Has there been a trade-off? Always, there is a trade-off. And the answer comes to me instantly. I have given up a certain degree of freedom. The ability to plow through my life with utter disregard for the thoughts and feelings of other people. I can no longer read a magazine and throw it on the floor. In exchange, I get unlimited access to the one person I have met in my life whom I automatically felt was out of my league. My favorite human being, the single person I cherish above all others. This is the person I get to share the oxygen in the room with . And for this, I will happily scrub the toilet.

Abundance means freedom from trade-offs.

one of the paradoxes of life. You can’t have it all. You can have some of this and some of that or all of this and none of that. We make the trade-offs we think are best at the time.

And I would tell him, so full of twentysomething wisdom, that life is almost never about choosing between one thing you really want and another thing you don't want at all. If you're lucky, and healthy, and live in a country where you have enough to eat and no fear that you're going to get shot when you walk out your door, life is an endless series of choosing between two things you want almost equally. And you have to evaluate and determine which awesome thing you want infinitesimally more, and then give up that other awesome thing you want almost exactly as much. You have to trade awesome for awesome. Everyone I knew, no matter what they chose, was at least a little in mourning for that other thing.

How would you describe the difference between modern war and modern industry—between, say, bombing and strip mining, or between chemical warfare and chemical manufacturing? The difference seems to be only that in war the victimization of humans is directly intentional and in industry it is “accepted” as a “trade-off.

Every new technology represents a trade-off: something is gained, but something is also lost.

What were her biggest fears and concerns? What goals were most important to her? What trade-offs was she willing to make, and what ones was she not? Not everyone is able to answer such questions,

Efficiency is a major key to business success. It’s good when a business can do more with less. Not out of scarcity but out of efficiency. When a business does more with less, the result is more revenues produced from less investment… More revenues produced with less expenses… more customers attracted with less marketing activity…. More savings with less trade-off… Businesses that do more with less are rewarded with greater profits and greater capital.

Leaving some things undone is a necessary tradeoff for extraordinary results.

At its core, all engineering comes down to making tradeoffs between the perfect and the workable.

Perhaps the price of comfort is that life passes more rapidly. But for anyone who has lived in uneasiness, even for a short, memorable duration, it's a trade-off that will gladly be made.

Sometimes one forgives in order to remain in a relationship with someone she cares about, even if the person has caused her pain and anguish. It's not a blanket pardon; it's the trade-off one is willing to make when preserving the relationship is more important than correcting the injustice.

I wish I were made of glass,” I said. “Then you could see right into me. I wouldn’t have to say a word to make you understand what I’m feeling.” “It’s more likely that I would see right through you,” O said. “Which means I wouldn’t see you at all. I’d forget you’re there and crash into you like a glass wall. Flesh constitutes a tradeoff: it lets you know that a person is standing before you, but you have no idea what this person means.

Life was charmed but without politics or religion. It was the life of children of the children of the pioneers -life after God- a life of earthly salvation on the edge of heaven. Perhaps this is the finest thing to which we may aspire, the life of peace, the blurring between dream life and real life - and yet I find myself speaking these words with a sense of doubt. I think there was a trade-off somewhere along the line. I think the price we paid for our golden life was an inability to fully believe in love; instead we gained an irony that scorched everything it touched. And I wonder if this irony is the price we paid for the loss of God.

You've felt it before. You'll feel it again. Heartbreak is one of the trade-offs of getting to spend a precious few decades in this world. Never let the futile fear of it stop you from sending that text, saying it first, trying again, or letting it go.

Corporate governance involves its fair share of trade-offs, but prioritizing ethical practices protects the company's reputation.

There are things about organized religion which I resent. Christ is revered as the Prince of Peace, but more blood has been shed in his name than any other figure in history. You show me one step forward in the name of religion, and I'll show you a hundred retrogressions…I'm for decency—period. I'm for anything and everything that bodes love and consideration for my fellow man. But when lip service to some mysterious deity permits bestiality on Wednesday and absolution on Sunday—count me out.

Did I learn anything? No way. But all the things you want to learn from grief turn out to be the total opposite of what you actually learn. There are no revelations, no wisdoms as a trade-off for the things you have lost. You just get stupider, more selfish. Colder and grimmer. You forget your keys. You leave the house and panic that you won’t remember where you live. You know less than you ever did. You keep crossing thresholds of grief and you think, Maybe this one will unveil some sublime truth about life and death and pain. But on the other side, there’s just more grief.

I miss my old paycheck and the sense of pride, power, and worth that it gave me. I make a lot less money now. A lot less. But what I’ve lost in dollars, I’ve gained in time. I have time in the afternoons now to help Charlie and Lucy with their homework, to play Wii with them, to watch Charlie’s soccer games, to take a nap with Linus. I can’t wait to spend afternoons snowboarding. I have time to paint a portrait of Lucy (my only child who will sit still long enough) or the apples we picked at the local orchard. I have time to read novels, to meditate, to watch the deer walk across the backyard, to have dinner every night with my family. Less money, more time. So far, the trade-off has been worth every penny.

And I figured that he can be my ears and I can be his eyes. A good trade-off, don't you think?

We'd walk home together in the foggy summer night and I'd tell her about sex; the good stuff, like how it could be warm and exciting--it took you away--and the not-so-good things, like how once you showed someone that part of yourself, you had to trust them one thousand percent and anything could happen. Someone you thought you knew could change and suddenly not want you, suddenly decide you made a better story than a girlfriend. Or how sometimes you might think you wanted to do it and then halfway through or afterward realize no, you just wanted the company, really; you wanted someone to choose you, and the sex part itself was like a trade-off, something you felt like you had to give to get the other part. I'd tell her that and help her decide. I'd be a friend.

Meanwhile, time is one of our most scarce resources. At the moment, you are reading instead of working, playing with the dog, applying to law school, shopping for groceries, or having sex. Life is about trade-offs, and so is economics.

Block has a list of questions that she aims to cover with sick patients in the time before decisions have to be made: What do they understand their prognosis to be, what are their concerns about what lies ahead, what kinds of trade-offs are they willing to make, how do they want to spend their time if their health worsens, who do they want to make decisions if they can’t? A decade

Essentialists are powerful observers and listeners. Knowing that the reality of trade-offs means they can’t possibly pay attention to everything, they listen deliberately for what is not being explicitly stated. They read between the lines.

The lack of transparency regarding training data sources and the methods used can be problematic. For example, algorithmic filtering of training data can skew representations in subtle ways. Attempts to remove overt toxicity by keyword filtering can disproportionately exclude positive portrayals of marginalized groups. Responsible data curation requires first acknowledging and then addressing these complex tradeoffs through input from impacted communities.

The idea is that you don't only have one destiny. Younger and younger, kids are pressed to decide what they want to do with their lives, as if everything hinges on one decision. But whichever direction you go there are going to be upsides and downsides. You're dealing with a set of trade-offs, and not one course in comparison to which all the others are crap.....There are varying advantages and disadvantages to each competing future. But I didn't want to have one bad and one good. In both, everything is all right, really. Everything is all right.

PART OF THE DOWNSIDE of abundant choice is that each new option adds to the list of trade-offs, and trade-offs have psychological consequences. The necessity of making trade-offs alters how we feel about the decisions we face; more important, it affects the level of satisfaction we experience from the decisions we ultimately make.

It’s widely assumed that there’s a tradeoff between quantity and quality—if you want to do better work, you have to do less of it—but this turns out to be false. In fact, when it comes to idea generation, quantity is the most predictable path to quality. “Original thinkers,” Stanford professor Robert Sutton notes, “will come up with many ideas that are strange mutations, dead ends, and utter failures. The cost is worthwhile because they also generate a larger pool of ideas—especially novel ideas.

The conflicting missions of the two armies seemed to have no fog, no gray, only black-and-white clarity. I had lived my life in terms of compromise, rule-bending, trade-offs, concessions, bargaining, striking deals, finding middle ground. In these two great armies, there was no such thing. Good was good, and evil was evil, and they shared no common ground.

Without mountains, we might find ourselves relieved that we can avoid the pain of the ascent, but we will forever miss the thrill of the summit. And in such a terribly scandalous trade-off, it is the absence of pain that becomes the thief of life.

To avoid the cost incurred in pursuing great things we opt for ease and blithely abandon great things. The sheer recklessness of such a pathetically apathetic trade-off will eventually cost us a life squandered, which in the end is the greatest cost of all.

The conservative American economist Thomas Sowell summed things up with a bleakness I appreciate, insisting that there are no solutions, only trade-offs. The only two questions, at any moment of choice in life, is what the price is, and whether or not it’s worth paying.

While microeconomics has focused on transactions between individuals, and macroeconomics on the role of government in the economy, the reality is that the most important economic decisions to any individual's well-being are the ones they conduct in their trade-offs with their future self.

Design is not limited to fancy new gadgets. Our family just bought a new washing machine and dryer. We didn’t have a very good one so we spent a little time looking at them. It turns out that the Americans make washers and dryers all wrong. The Europeans make them much better – but they take twice as long to do clothes! It turns out that they wash them with about a quarter as much water and your clothes end up with a lot less detergent on them. Most important, they don’t trash your clothes. They use a lot less soap, a lot less water, but they come out much cleaner, much softer, and they last a lot longer. We spent some time in our family talking about what’s the trade-off we want to make. We ended up talking a lot about design, but also about the values of our family. Did we care most about getting our wash done in an hour versus an hour and a half? Or did we care most about our clothes feeling really soft and lasting longer? Did we care about using a quarter of the water? We spent about two weeks talking about this every night at the dinner table. We’d get around to that old washer-dryer discussion. And the talk was about design. We ended up opting for these Miele appliances, made in Germany. They’re too expensive, but that’s just because nobody buys them in this country. They are really wonderfully made and one of the few products we’ve bought over the last few years that we’re all really happy about. These guys really thought the process through. They did such a great job designing these washers and dryers. I got more thrill out of them than I have out of any piece of high tech in years.

Creating an essential intent is hard. It takes courage, insight, and foresight to see which activities and efforts will add up to your single highest point of contribution. It takes asking tough questions, making real trade-offs, and exercising serious discipline to cut out the competing priorities that distract us from our true intention. Yet it is worth the effort because only with real clarity of purpose can people, teams, and organisations fully mobilise and achieve something truly excellent.

it is easier to deal with the devil you know, the price of avoiding primal separation and death anxiety is a partial suicide resolution in which one gives up on life. Peace is purchased at the cost of avoiding spontaneous feelings and encouraging a process of emotional anaesthesia—a trade-off in which primal anxieties are ameliorated by sacrificing the zest for life.

The aspects of our existence that limit us, Merleau-Ponty says, are the very same ones that bind us to the world and give us scope for action and perception. They make us what we are. Sartre acknowledged the need for this trade-off, but he found it more painful to accept. Everything in him longed to be free of bonds, of impediments and limitations and viscous clinging things. Heidegger recognised limitation too, but then sought something like divinity in his mythologising of Being. Merleau-Ponty instead saw quite calmly that we exist only through compromise with the world — and that this is fine. The point is not to fight that fact, or to inflate it into too great a significance, but to observe and understand exactly how that compromise works

What’s it like to be us? Too much. We feel too much. React too much. Say too much. Need too much. So says the world. I say: the world is wrong. There is an exquisite trade-off for a life so differently led: complex imagination, limitless curiosity, profound compassion, and restless independent thought. They are the core of everything I am. They will be responsible for whatever legacy I leave behind.

When politicians today invoke terrorism they are speaking, of course, of an actual danger. But when they try to train us to surrender freedom in the name of safety, we should be on our guard. There is no necessary tradeoff between the two. Sometimes we do indeed gain one by losing the other, and sometimes not. People who assure you that you can only gain security at the price of liberty usually want to deny you both.

I’m missing my baby’s first swim lesson. If I am at my daughter’s debut in her school musical, I am missing Sandra Oh’s last scene ever being filmed at Grey’s Anatomy. If I am succeeding at one, I am inevitably failing at the other. That is the trade-off. That is the Faustian bargain one makes with the devil that comes with being a powerful working woman who is also a powerful mother. You never feel 100 percent okay, you never get your sea legs, you are always a little nauseous. Something is always lost. Something is always missing. And yet. I want my daughters to see me and know me as a woman who works. I want that example set for them.

If you can't reuse or repair an item, do you ever really own it? Do you ever really own it? Do you ever develop the sense of pride and proprietorship that comes from maintaining an object in fine working order? We invest something of ourselves in our material world, which in turn reflects who we are. In the era of disposability that plastic has helped us foster, we have increasingly invested ourselves in objects that have no real meaning in our lives. We think of disposable lighters as conveniences -- which they indisputably are; ask any smoker or backyard-barbecue chef -- and yet we don't think much about the tradeoffs that that convenience entails.

Aspirations,dreams were some of the most powerful components that also held life from falling apart. They propelled life towards the fulfilment of a destiny. All those hard tests required to pass in the boot camp and outside in the Dravi community on this journey to the safe haven were worthy trade-offs thereof. The presence of the paradoxical absence of the ONE, and His selective random process as to who won and who didn't was one of those many unresolved puzzles. However, His existence was as immutable as the law of gravity to the faithful." - Moiae, Mehreen Ahmed

In the original form of the word, to worry someone else was to harass, strangle, or choke them. Likewise, to worry oneself is a form of self-harassment. To give it less of a role in our lives, we must understand what it really it is. Worry is the fear we manufacture—it is not authentic. If you choose to worry about something, have at it, but do so knowing it’s a choice. Most often, we worry because it provides some secondary reward. There are many variations, but a few of the most popular follow. Worry is a way to avoid change; when we worry, we don’t do anything about the matter. Worry is a way to avoid admitting powerlessness over something, since worry feels like we’re doing something. (Prayer also makes us feel like we’re doing something, and even the most committed agnostic will admit that prayer is more productive than worry.) Worry is a cloying way to have connection with others, the idea being that to worry about someone shows love. The other side of this is the belief that not worrying about someone means you don’t care about them. As many worried-about people will tell you, worry is a poor substitute for love or for taking loving action. Worry is a protection against future disappointment. After taking an important test, for example, a student might worry about whether he failed. If he can feel the experience of failure now, rehearse it, so to speak, by worrying about it, then failing won’t feel as bad when it happens. But there’s an interesting trade-off: Since he can’t do anything about it at this point anyway, would he rather spend two days worrying and then learn he failed, or spend those same two days not worrying, and then learn he failed? Perhaps most importantly, would he want to learn he had passed the test and spent two days of anxiety for nothing? In Emotional Intelligence, Daniel Goleman concludes that worrying is a sort of “magical amulet” which some people feel wards off danger. They believe that worrying about something will stop it from happening. He also correctly notes that most of what people worry about has a low probability of occurring, because we tend to take action about those things we feel are likely to occur. This means that very often the mere fact that you are worrying about something is a predictor that it isn’t likely to happen!

If you don’t drink coffee, you should think about two to four cups a day. It can make you more alert, happier, and more productive. It might even make you live longer. Coffee can also make you more likely to exercise, and it contains beneficial antioxidants and other substances associated with decreased risk of stroke (especially in women), Parkinson’s disease, and dementia. Coffee is also associated with decreased risk of abnormal heart rhythms, type 2 diabetes, and certain cancers.12, 13 Any one of those benefits of coffee would be persuasive, but cumulatively they’re a no-brainer. An hour ago I considered doing some writing for this book, but I didn’t have the necessary energy or focus to sit down and start working. I did, however, have enough energy to fix myself a cup of coffee. A few sips into it, I was happier to be working than I would have been doing whatever lazy thing was my alternative. Coffee literally makes me enjoy work. No willpower needed. Coffee also allows you to manage your energy levels so you have the most when you need it. My experience is that coffee drinkers have higher highs and lower lows, energywise, than non–coffee drinkers, but that trade-off works. I can guarantee that my best thinking goes into my job, while saving my dull-brain hours for household chores and other simple tasks. The biggest downside of coffee is that once you get addicted to caffeine, you can get a “coffee headache” if you go too long without a cup. Luckily, coffee is one of the most abundant beverages on earth, so you rarely have to worry about being without it. Coffee costs money, takes time, gives you coffee breath, and makes you pee too often. It can also make you jittery and nervous if you have too much. But if success is your dream and operating at peak mental performance is something you want, coffee is a good bet. I highly recommend it. In fact, I recommend it so strongly that I literally feel sorry for anyone who hasn’t developed the habit.

We think our job is to ensure health and survival. But really it is larger than that. It is to enable well-being. And well-being is about the reasons one wishes to be alive. Those reasons matter not just at the end of life, or when debility comes, but all along the way. Whenever serious sickness or injury strikes and your body or mind breaks down, the vital questions are the same: What is your understanding of the situation and its potential outcomes? What are your fears and what are your hopes? What are the trade-offs you are willing to make and not willing to make? And what is the course of action that best serves this understanding?

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt. Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process

The obvious cure for the tragic shortcomings of human intuition in a high-tech world is education. And this offers priorities for educational policy: to provide students with the cognitive tools that are most important for grasping the modern world and that are most unlike the cognitive tools they are born with. The perilous fallacies we have seen in this chapter, for example, would give high priority to economics, evolutionary biology, and probability and statistics in any high school or college curriculum. Unfortunately, most curricula have barely changed since medieval times, and are barely changeable because no one wants to be the philistine who seems to be saying that it is unimportant to learn a foreign language, or English literature, or trigonometry, or the classics. But no matter how valuable a subject may be, there are only twenty-four hours in a day, and a decision to teach one subject is also a decision not to teach another one. The question is not whether trigonometry is important, but whether it is more important than statistics; not whether an educated person should know the classics, but whether it is more important for an educated person to know the classics than to know elementary economics. In a world whose complexities are constantly challenging our intuitions, these trade-offs cannot responsibly be avoided.

I don’t remember when I stopped noticing—stopped noticing every mirror, every window, every scale, every fast-food restaurant, every diet ad, every horrifying model. And I don’t remember when I stopped counting, or when I stopped caring what size my pants were, or when I started ordering what I wanted to eat and not what seemed “safe,” or when I could sit comfortably reading a book in my kitchen without noticing I was in my kitchen until I got hungry—or when I started just eating when I got hungry, instead of questioning it, obsessing about it, dithering and freaking out, as I’d done for nearly my whole life. I don’t remember exactly when recovery took hold, and went from being something I both fought and wanted, to being simply a way of life. A way of life that is, let me tell you, infinitely more peaceful, infinitely happier, and infinitely more free than life with an eating disorder. And I wouldn’t give up this life of freedom for the world. What I know is this: I chose recovery. It was a conscious decision, and not an easy one. That’s the common denominator among people I know who have recovered: they chose recovery, and they worked like hell for it, and they didn’t give up. Recovery isn’t easy, at first. It takes time. It takes more work, sometimes, than you think you’re willing to do. But it is worth every hard day, every tear, every terrified moment. It’s worth it, because the trade-off is this: you let go of your eating disorder, and you get back your life. There are a couple of things I had to keep in mind in early recovery. One was that I was going to recover, even though I didn’t feel “ready.” I realized I was never going to feel ready—I was just going to jump in and do it, ready or not, and I am deeply glad that I did. Another was that symptoms were not an option. Symptoms, as critically necessary and automatic as they feel, are ultimately a choice. You can choose to let the fallacy that you must use symptoms kill you, or you can choose not to use symptoms. Easier said than done? Of course. But it can be done. I had to keep at the forefront of my mind the reasons I wanted to recover so badly, and the biggest one was this: I couldn’t believe in what I was doing anymore. I couldn’t justify committing my life to self-destruction, to appearance, to size, to weight, to food, to obsession, to self-harm. And that was what I had been doing for so long—dedicating all my strength, passion, energy, and intelligence to the pursuit of a warped and vanishing ideal. I just couldn’t believe in it anymore. As scared as I was to recover, to recover fully, to let go of every last symptom, to rid myself of the familiar and comforting compulsions, I wanted to know who I was without the demon of my eating disorder inhabiting my body and mind. And it turned out that I was all right. It turned out it was all right with me to be human, to have hungers, to have needs, to take space. It turned out that I had a self, a voice, a whole range of values and beliefs and passions and goals beyond what I had allowed myself to see when I was sick. There was a person in there, under the thick ice of the illness, a person I found I could respect. Recovery takes time, patience, enormous effort, and strength. We all have those things. It’s a matter of choosing to use them to save our own lives—to survive—but beyond that, to thrive. If you are still teetering on the brink of illness, I invite you to step firmly onto the solid ground of health. Walk back toward the world. Gather strength as you go. Listen to your own inner voice, not the voice of the eating disorder—as you recover, your voice will get clearer and louder, and eventually the voice of the eating disorder will recede. Give it time. Don’t give up. Love yourself absolutely. Take back your life. The value of freedom cannot be overestimated. It’s there for the taking. Find your way toward it, and set yourself free.

Donald Trump consciously stokes racist sentiment, and has given a rocket boost to the ‘alt-right’ fringe of neo-Nazis and white nationalists. But to write off all those who voted for him as bigoted will only make his job easier. It is also inaccurate. Millions who backed Trump in 2016 had voted for Barack Obama in 2008. Did they suddenly become deplorable? A better explanation is that many kinds of Americans have long felt alienated from an establishment that has routinely sidelined their economic complaints. In 2008 America went for the outsider, an African-American with barely any experience in federal politics. Obama offered hope. In 2016 it went for another outsider with no background in any kind of politics. Trump channelled rage. To be clear: Trump poses a mortal threat to all America’s most precious qualities. But by giving a higher priority to the politics of ethnic identity than people’s common interests, the American left helped to create what it feared. The clash of economic interests is about relative trade-offs. Ethnic politics is a game of absolutes. In 1992, Bill Clinton won the overwhelming majority of non-college whites. By 2016, most of them had defected. Having branded their defection as racially motivated, liberals are signalling that they do not want them back.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

The central values by which most men have lived, in a great many lands at a great many times—these values, almost if not entirely universal, are not always harmonious with each other. Some are, some are not. Men have always craved for liberty, security, equality, happiness, justice, knowledge, and so on. But complete liberty is not compatible with complete equality—if men were wholly free, the wolves would be free to eat the sheep. Perfect equality means that human liberties must be restrained so that the ablest and the most gifted are not permitted to advance beyond those who would inevitably lose if there were competition. Security, and indeed freedoms, cannot be preserved if freedom to subvert them is permitted. Indeed, not everyone seeks security or peace, otherwise some would not have sought glory in battle or in dangerous sports. Justice has always been a human ideal, but it is not fully compatible with mercy. Creative imagination and spontaneity, splendid in themselves, cannot be fully reconciled with the need for planning, organization, careful and responsible calculation. Knowledge, the pursuit of truth—the noblest of aims—cannot be fully reconciled with the happiness or the freedom that men desire, for even if I know that I have some incurable disease this will not make me happier or freer. I must always choose: between peace and excitement, or knowledge and blissful ignorance. And so on... If these ultimate human values by which we live are to be pursued, then compromises, trade-offs, arrangements have to be made if the worst is not to happen. So much liberty for so much equality, so much individual self-expression for so much security, so much justice for so much compassion.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.