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Analysts who are good on their account generally have picked up very specific tips and tricks that they may not even be able to articulate. The best performers in the agency had a very difficult time explaining how it was they went about their analysis, and articulating their expertise. That's not unusual. Experts really aren't very good at articulating why or how they're experts, but we do find that after 10,000-ish cases, they get better, because they're learning what to look for and what not to.
How to Be a Good Intelligence Analyst
statecraft.pub
But the really big problem was management. The business was already too large for me to look after alone, and yet I did not believe and never have believed in what is called “delegation.” I hold that, if anything in the business is wrong, the fault is squarely with management. If the tires are not made right, if the workmen are unhappy, if the sales are not what they ought to be, the fault is not with the man who is actually doing the job, but with the men above him and the men above them, so that, finally, the fault is mine. That is my conception of business.
Men and Rubber
Harvey S. Firestone
In societies that are essentially social contracts (as all human societies are), freeloaders who take the benefits of the contract but avoid paying all the costs erode trust in other members of the community and quickly lead to the collapse of society. When that happens, it causes communities to fragment, and we retreat into the little clusters of people we really trust. The question that motivated this model was whether dialect might provide a quick-and-dirty guide to membership of your community, and hence of whether you could trust someone.
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