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Embrace constraints “I don’t have enough time/money/people/experience.” Stop whining. Less is a good thing. Constraints are advantages in disguise. Limited resources force you to make do with what you’ve got. There’s no room for waste. And that forces you to be creative.
Rework
Jason Fried and David Heinemeier Hansson
As soon as I started the story I knew I shouldn’t tell it. It was the story about Captain Kale wanting to bring the Chinook into the middle of the hooches, and me letting him do it. I couldn’t find the right tone. My first instinct was to make it somber and regretful, to show how much more compassionate I was than the person who had done this thing, how far I had evolved in wisdom since then, but it came off sounding phony. I shifted to a clinical, deadpan exposition. This proved even less convincing than the first pose, which at least acknowledged that the narrator had a stake in his narrative. The neutral tone was a lie, also a bore. How do you tell such a terrible story? Maybe such a story shouldn’t be told at all. Yet finally it will be told. But as soon as you open your mouth you have problems, problems of recollection, problems of tone, ethical problems. How can you judge the man you were now that you’ve escaped his circumstances, his fears and desires, now that you hardly remember who he was? And how can you honestly avoid judging him? But isn’t there, in the very act of confession, an obscene self-congratulation for the virtue required to see your mistake and own up to it? And isn’t it just like an American boy, to want you to admire his sorrow at tearing other people’s houses apart? And in the end who gives a damn, who’s listening? What do you owe the listener, and which listener do you owe?
In Pharaoh's Army
Tobias Wolff
When we are in the losses, we are not only more likely to stick to a losing course of action, but also to double down. This tendency is called escalation of commitment. Escalation of commitment is robust and universal, occurring in individuals, organizations, and governmental entities. All of us tend to get stuck in courses of action once started, especially in the face of bad news. Escalation of commitment doesn’t just occur in high-stakes situations. It also happens when the stakes are low, demonstrating the pervasiveness of the error.
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