Resource Things that are true are consistent
Don’t mistake strongly held opinions for absolute truths.
If it only works for certain people in certain contexts, it’s an opinion.
If it’s an absolute truth, it’s a principle that works without all the prefaces and conditions and variables that apply to opinions.
All opinions aren’t equal. Some opinions are good, but that still doesn’t make them principles.
The best organizations are the ones that are based on principles that are true, not just opinions.
“Much of what passes for absolute statements of truth in our society are actually momentary statements of opinion. And the giveaway: It depends on who’s acting. It’s wrong when they do it, right when we do it. Which means it’s opinion, not a basic principle.”
“It turns out that organizations and systems are more reliable, more efficient and more professional when they’re operated on principles that are actually true.”
Resource: Templates for organic and viral growth
Don’t overprescribe. Establish guidelines and principles, but don’t micromanage.
Helping people internalize the right why is better than trying to universalize a right way.
“Invent a connection venue or format, but give up some control. Show it can be done, but don’t insist that it be done precisely the same way you did it. Establish a cultural norm. Get out of the way…”
Resource: Two Ways to Listen
Stated preferences don’t always align with real preferences. Listen to what people says, but prioritize what they do. This strategy needn’t stem from a mistrust in people’s words. It can be grounded in a respect for the truths that are uniquely revealed in everyday behavior.
“You can listen to what people say, sure. But you will be far more effective if you listen to what people do.”