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1929: Inside the ...
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Yuval Noah Harari
“Populists have sought to extricate themselves from this conundrum in two different ways. Some populist movements claim adherence to the ideals of modern science and to the traditions of skeptical empiricism. They tell people that indeed you should never trust any institutions or figures of authority—including self-proclaimed populist parties and politicians. Instead, you should “do your own research” and trust only what you can directly observe by yourself. This radical empiricist position implies that while large-scale institutions like political parties, courts, newspapers, and universities can never be trusted, individuals who make the effort can still find the truth by themselves.
This approach may sound scientific and may appeal to free-spirited individuals, but it leaves open the question of how human communities can cooperate to build health-care systems or pass environmental regulations, which demand large-scale institutional organization. Is a single individual capable of doing all the necessary research to decide whether the earth’s climate is heating up and what should be done about it? How would a single person go about collecting climate data from throughout the world, not to mention obtaining reliable records from past centuries? Trusting only “my own research” may sound scientific, but in practice it amounts to believing that there is no objective truth. As we shall see in chapter 4, science is a collaborative institutional effort rather than a personal quest.”
Yuval Noah Harari, Nexus: A Brief History of Information Networks from the Stone Age to AI

Yuval Noah Harari
“Studying history does more than just emphasize the importance of the AI revolution and devour decisions regarding AI. It also cautions us against two common but misleading approaches to information networks and information revolutions. On the one hand, we should be aware of an overly naïve and optimistic view: information isn’t the truth, it’s main task is to connect rather than represent.
And information networks throughout history have often privileged order over truth. Tax records, holy books, political manifestos and secret files can be extremely efficient in creating powerful states and churches which hold a distorted view of the world and are prone to abuse their power.”
Yuval Noah Harari, Nexus: A Brief History of Information Networks from the Stone Age to AI

“Lead with context, not control,” and coaching your employees using such guidelines as, “Don’t seek to please your boss.”
Reed Hastings, No Rules Rules: Netflix and the Culture of Reinvention

Yuval Noah Harari
“The scientific project starts by rejecting the fantasy of infallibility and proceeding to construct an information network that takes error to be inescapable. Sure, there is much talk about the genius of Copernicus, Darwin, and Einstein, but none of them is considered faultless. They all made mistakes, and even the most celebrated scientific tracts are sure to contain errors and lacunae.
Since even geniuses suffer from confirmation bias, you cannot trust them to correct their own errors. Science is a team effort, relying on institutional collaboration rather than on individual scientists or, say, a single infallible book. Of course, institutions too are prone to error. Scientific institutions are nevertheless different from religious institutions, inasmuch as they reward skepticism and innovation rather than conformity. Scientific institutions are also different from conspiracy theories, inasmuch as they reward self-skepticism. Conspiracy theorists tend to be extremely skeptical regarding the existing consensus, but when it comes to their own beliefs, they lose all their skepticism and fall prey to confirmation bias. The trademark of science is not merely skepticism but self-skepticism, and at the heart of every scientific institution we find a strong self-correcting mechanism. Scientific institutions do reach a broad consensus about the accuracy of certain theories—such as quantum mechanics or the theory of evolution—but only because these theories have managed to survive intense efforts to disprove them, launched not only by outsiders but by members of the institution itself.”
Yuval Noah Harari, Nexus: A Brief History of Information Networks from the Stone Age to AI

Brad Stone
“We all know that if you swing for the fences, you’re going to strike out a lot, but you’re also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs. This long-tailed distribution of returns is why it’s important to be bold.”
Brad Stone, Amazon Unbound: Jeff Bezos and the Invention of a Global Empire

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