Join 📚 Josh Beckman's Highlights
A batch of the best highlights from what Josh's read, .
This is a new food culture, where the chef is not speaking from on high but is just some guy who knows that what people really want is not going to be put on a white plate with tweezers. It’s the end of food as concept and the recollection of food as [nourishment](https://substack.com/redirect/0c0ece63-4b87-4e7d-b939-afa14fa98f5a?j=eyJ1IjoiMXlmdTFqIn0.qYv5NVQwodvs9yAW1b9IqXxz-UTiPAUp4JXaRMXUArU) .
On ‘The Menu’
Alicia Kennedy
It is a profoundly erroneous truism, repeated by all copy-books and by eminent people when they are making speeches, that we should cultivate the habit of thinking of what we are doing. The precise opposite is the case. Civilization advances by extending the number of important operations which we can perform without thinking about them. (Alfred North Whitehead, 1911.)
The Design of Everyday Things
Don Norman
Trust on its own isn’t much of a management technique. Trust cannot distinguish good errors (good process, good decision, bad outcome) from bad errors (bad process, bad decision, bad outcome), nor can it detect bad successes (bad process, bad decision, good outcome). If you rely too heavily on trust, randomness will have an outsized influence on who you consider to be an effective leader.
Inspection and the Limits of Trust. | Irrational Exuberance
lethain.com
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