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She was rapt all through his description of his work. Then she asked the poison question. “Does it scale? If you can do this with an organization of a hundred, how would you do it in one with thirty thousand?”

He spent the next two days working out how that might happen, or, more properly, utterly failing to work out how that might happen. Finally, in some frustration, he figured out something. The answer, the definitive answer to her question just had to be no. He answered her question, so why did he feel as though he’d failed? Slip over here for more ...



The possibility of disappointment, even failure, increases whenever I pursue impossibles. I shouldn’t have to remind myself to check for impossibility before starting a project, but I seem to almost always forget. I might be so blinded by the glimmer streaming off my bright, shiny objective that I flat-out forget to confirm the likelihood that there might possibly be a there over there where I swear I’m going. When there’s no there there, I’m not really gonna get anywhere, no matter how caring my intentions.

One of the great pitfalls involves the whole-hearted pursuit of change. This often occurs in groups, when someone whips folks into enough of a frenzy that they temporarily lose their minds, convinced that they might reasonably, for instance, change their culture. Whatever the anticipated need or the imagined benefits derived from this kind of effort, success seems slim, though this one might (I said might) be destined to become the precedent-setting first instance of successful culture changing registered in history so-far; but probably not. Slip over here for more ...


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