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by Yoric
1770 days ago
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> I'm so astonished that we are so careful not to overthink, to the point we accept "you're overthinking it" as a valid excuse to disregard rare risks. Very good point. > But we don't have the same cultural concern against underthinking. I have never heard someone telling their employee or friend "you're underthinking this". Surely overthinking is bad, but when underthinking can be severely dangerous, it's easy to see why some people overthink. I believe that it's largely a cultural thing. For instance, in French companies, US Americans definitely have the reputation of underthinking things (which US employees feel is "being productive"). Reciprocally, in US companies, the French have a reputation for overthinking them (which French employees feel is "assessing risks"). One more reason for which balancing cultures (and backgrounds, etc) is actually really important for the future of a company: we all have different blind spots. |
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I'm not going to dabble in your cultural representations because I think they're a bit dangerous. I will say that maintaining the idea that we have blind spots is good, overaddressing this is usually called "hand wringing" and is equally prohibitive. To me, it's about having a mix of the two. Think about things critically, but accept that you are not in total control of the world and that any good solution takes iteration and learning.