The Search for Unintended Consequences

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Any idiot can build a system. Any amateur can make it perform. Professionals think about how a system will fail.  It’s very common for people to think about how a system will work if it is used the way they imagine. But they don’t think about how that system might work if it were used by a bad actor or a perfectly ordinary person who is just a little different from what the person designing it is like.

Companies need to be thinking about how each product could actually be used in the real world. If you build a product that works great for men and is going to lead to harassment of women, you have a problem. If you build a product that makes everyone’s address books 5 percent more efficient and then gets three people killed because it their personal information to their stalkers, that’s a problem.

What you need is a very diverse working group that can recognize a wide range of problems, that knows which questions to ask and has support inside the company and in the broader community to surface these issues and make sure they are taken seriously. If they’re in there from day one it makes a huge difference.

Former Google engineer Yonatan Zunger in an interview with NPR

Strengthen your Alliances

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The best way to engage with new people is not by cold calling or by "networking" with strangers at cocktail parties, but by working with the people you already know. Of the many types of professional relationships, among the most important are your close allies. Most professionals maintain five to 10 active alliances. What makes a relationship an alliance? First, an ally is someone you consult regularly for advice. Second, you proactively share and collaborate on opportunities together. You keep your antennae attuned to an ally's interests, and when it makes sense to pursue something jointly, you do. Third, you talk up an ally. You promote his or her brand. Finally, when an ally runs into conflict, you defend him and stand up for his reputation, and he does the same for you. An alliance is always an exchange, but not a transactional one. A transactional relationship is when your accountant files your tax returns and you pay him for his time.

An alliance is when a co-worker needs last-minute help on Sunday night preparing for a Monday morning presentation, and even though you're busy, you agree to go over to his house and help.

Reid Hoffman, The Start-Up of You

The green fig tree

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I saw my life branching out before me like the green fig tree in the story. From the tip of every branch, like a fat purple fig, a wonderful future beckoned and winked. One fig was a husband and a happy home and children, and another fig was a famous poet and another fig was a brilliant professor, and another fig was Ee Gee, the amazing editor, and another fig was Europe and Africa and South America, and another fig was Constantin and Socrates and Attila and a pack of other lovers with queer names and offbeat professions, and another fig was an Olympic lady crew champion, and beyond and above these figs were many more figs I couldn't quite make out.

I saw myself sitting in the crotch of this fig tree, starving to death, just because I couldn't make up my mind which of the figs I would choose. I wanted each and every one of them, but choosing one meant losing all the rest, and, as I sat there, unable to decide, the figs began to wrinkle and go black, and, one by one, they plopped to the ground at my feet.

Sylvia Plath, The Bell Jar

The Shackles of Convenience

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In the developed nations of the 21st century, convenience — that is, more efficient and easier ways of doing personal tasks — has emerged as perhaps the most powerful force shaping our individual lives and our economies. This is particularly true in America, where, despite all the paeans to freedom and individuality, one sometimes wonders whether convenience is in fact the supreme value.

We need to consciously embrace the inconvenient — not always, but more of the time. Nowadays individuality has come to reside in making at least some inconvenient choices. You need not churn your own butter or hunt your own meat, but if you want to be someone, you cannot allow convenience to be the value that transcends all others. Struggle is not always a problem. Sometimes struggle is a solution. It can be the solution to the question of who you are.

Tim Wu writing in The New York Times

The I’m-not-biased bias

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People outperformed their friends at predicting how anxious they’d look and sound when giving a speech about how they felt about their bodies. But they did no better than their friends (or than strangers who had met them just eight minutes earlier) at forecasting how assertive they’d be in a group discussion. And when they tried to predict their performance on an IQ test and a creativity test, they were less accurate than their friends.

People know themselves best on the traits that are tough to observe and easy to admit. Emotional stability is an internal state, so your friends don’t see it as vividly as you do. With the most evaluative traits, you just can’t be trusted. You probably want to convince everyone—and yourself—that you’re smart and creative.

This is why people consistently overestimate their intelligence, a pattern that seems to be more pronounced among men than women. It’s also why people overestimate their generosity: It’s a desirable trait. And it’s why people fall victim to my new favorite bias: the I’m-not-biased bias, where people tend to believe they have fewer biases than the average American.

Adam Grant writing in the Atlantic