Phares Kariuki
https://www.goodreads.com/kaboro
Revel in being discarded, or having all your energies exhausted in vain; only those who have endured hardship will be of use. Samurai who have never erred before will never have what it takes. —Hagakure
“The creatures outside looked from pig to man, and from man to pig, and from pig to man again; but already it was impossible to say which was which.”
― Animal Farm
― Animal Farm
“We may wish to control or influence the behavior of others in conflict, and we want, therefore, to know how the variables that are subject to our control can affect their behavior. If we confine our study to the theory of strategy, we seriously restrict ourselves by the assumption of rational behavior — not just of intelligent behavior, but of behavior motivated by a conscious calculation of advantages, a calculation that in turn is based on an explicit and internally consistent value system. We thus limit the applicability of any results we reach. If our interest is the study of actual behavior, the results we reach under this constraint may prove to be either a good approximation of reality or a caricature. Any abstraction runs a risk of this sort, and we have to be prepared to use judgment with any results we reach. The advantage of cultivating the area of “strategy” for theoretical development is not that, of all possible approaches, it is the one that evidently stays closest to the truth, but that the assumption of rational behavior is a productive one. It gives a grip on the subject that is peculiarly conducive to the development of theory. It permits us to identify our own analytical processes with those of the hypothetical participants in a conflict; and by demanding certain kinds of consistency in the behavior of our hypothetical participants, we can examine alternative courses of behavior according to whether or not they meet those standards of consistency. The premise of “rational behavior” is a potent one for the production of theory. Whether the resulting theory provides good or poor insight into actual behavior is, I repeat, a matter for subsequent judgment.”
― The Strategy of Conflict
― The Strategy of Conflict
“The first time someone calls you a horse you punch him on the nose, the second time someone calls you a horse you call him a jerk but the third time someone calls you a horse, well then perhaps it's time to go shopping for a saddle.”
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“All this anger about the armor—it was really about honor. It was only about honor. There was nothing mercenary in my husband. Aside from the honor it carried, that suit of armor had no value. No one could melt it down for the precious metals, because, after all, it was made by a god, and it had been worn by Achilles. Ajax was too big to wear it, and Odysseus was too small. This fight was not about a suit of armor or the price of a suit of armor. It was about honor. The men in this army are mad about honor. Women like me lost their honor long ago. Honor means nothing to me. But I understand what it means to a man like Ajax. He was loyal because of his honor, brave because of his honor; everything he was he was because of his honor. And these fools canceled that out. They canceled him out.”
― The Ajax Dilemma: Justice, Fairness, and Rewards
― The Ajax Dilemma: Justice, Fairness, and Rewards
“I think we’re going to see a whole new wave of rapid industry transition—unlike the slow transition of, say, transportation, in which it took many years to go from rail to air travel. In this transition, you will see traditionally structured companies being seriously challenged by new, smaller, more efficient entrants—right away. The logical extension of the Internet’s cost efficiencies means that market share will flow to the most efficient companies, not the largest or the richest—companies that can deliver the greatest value to their customers will earn a higher profit while requiring far fewer assets. The productivity of their capital will be significantly improved over the traditional model because they will have replaced physical assets with information assets.”
― Direct From Dell: Strategies That Revolutionized an Industry
― Direct From Dell: Strategies That Revolutionized an Industry
Phares’s 2025 Year in Books
Take a look at Phares’s Year in Books, including some fun facts about their reading.
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