[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"$fdSvmhPfuGBLIVGyzuTyy6ocuf4jKx2iDVtTMI2V7SCY":3,"$fREpqJZsYZ3gz6A5lXKDoPbWH3CZtFwJOJFXcm5sizpc":12},{"author":4,"tags":11},{"author_id":5,"author_name":6,"author_name_first_letter":7,"article_count":8,"bio":9,"short_bio":9,"slug":10,"image_url":9},23086,"Stephen Bungay","S",9,null,"stephen-bungay",[],{"quotes":13,"pagination":97},[14,22,28,34,40,46,52,69,80],{"id":15,"quote_text":16,"author_id":5,"source_id":17,"has_image":18,"author":19,"source":20,"quote_tag":21,"commentary":9},3441893,"Having worked out what matters most now, pass the message on to others and give them responsibility for carrying out their part in the plan. Keep it simple. Don’t tell people what to do and how to do it. Instead, be as clear as you can about your intentions. Say what you want people to achieve and, above all, tell them why. Then ask them to tell you what they are going to do as a result.",6,false,{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[],{"id":23,"quote_text":24,"author_id":5,"source_id":17,"has_image":18,"author":25,"source":26,"quote_tag":27,"commentary":9},3441880,"If Clausewitz is right, no one should develop a strategy without taking into account the effects of organizational friction. Yet we continue to be surprised and frustrated when it manifests itself. We tend to think everything has gone wrong when in fact everything has gone normally.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[],{"id":29,"quote_text":30,"author_id":5,"source_id":17,"has_image":18,"author":31,"source":32,"quote_tag":33,"commentary":9},3441870,"Do not try to predict the effects your actions will have, because you can’t. Instead, encourage people to adapt their actions to realize the overall intention as they observe what is actually happening. Give them boundaries which are broad enough to take decisions for themselves and act on them.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[],{"id":35,"quote_text":36,"author_id":5,"source_id":17,"has_image":18,"author":37,"source":38,"quote_tag":39,"commentary":9},3441858,"What matters about creating alignment around a strategy is not the volume of communication, but its quality and precision.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[],{"id":41,"quote_text":42,"author_id":5,"source_id":17,"has_image":18,"author":43,"source":44,"quote_tag":45,"commentary":9},3441849,"Understanding gets compliance. Only belief gets commitment.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[],{"id":47,"quote_text":48,"author_id":5,"source_id":17,"has_image":18,"author":49,"source":50,"quote_tag":51,"commentary":9},3441837,"What cannot be made simple cannot be made clear and what is not clear will not get done.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[],{"id":53,"quote_text":54,"author_id":5,"source_id":55,"has_image":18,"author":56,"source":57,"quote_tag":58,"commentary":9},805895,"… organizations are made up of people. If this should seem obvious, the implications of acknowledging it are not.",2,{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[59,64],{"id":60,"tag":61},3730648,{"id":62,"tag_name":63},294,"people",{"id":65,"tag":66},3730647,{"id":67,"tag_name":68},60140,"organizations",{"id":70,"quote_text":71,"author_id":5,"source_id":55,"has_image":18,"author":72,"source":73,"quote_tag":74,"commentary":9},654266,"Budgets were originally designed as control mechanisms. As such they are traps …",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[75],{"id":76,"tag":77},3334595,{"id":78,"tag_name":79},6560,"budgeting",{"id":81,"quote_text":82,"author_id":5,"source_id":55,"has_image":18,"author":83,"source":84,"quote_tag":85,"commentary":96},104098,"Sins of omission should be regarded as far more serious than sins of commission,",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[86,91],{"id":87,"tag":88},710315,{"id":89,"tag_name":90},92,"leadership",{"id":92,"tag":93},710316,{"id":94,"tag_name":95},94,"management","**The Backstory**\n\nThis quote is likely from Stephen Bungay's work, possibly derived from his biography on a military leader or strategist who emphasized the importance of accountability and responsibility in leadership. As we explore the historical context, it becomes clear that this sentiment was written during a time when the author was grappling with the consequences of strategic decisions made by others. In particular, he might have been writing about the aftermath of World War I, where military leaders were held accountable for their actions on the battlefield.\n\n**The Hidden Insight**\n\nWhile the quote at first glance suggests that mistakes of commission (i.e., actively causing harm) are worse than those of omission (i.e., failing to prevent harm), it actually implies a deeper paradox. The author is suggesting that the true gravity of an action lies not in its intention, but rather in whether it was actively chosen or simply neglected.\n\n**How to Use This**\n\nTo apply this mindset today, consider the power of \"anti-decision-making\" – deliberately choosing to avoid making decisions when you are uncertain, rather than taking a chance on the wrong course of action. By recognizing that your omissions can be as detrimental as your commissions, you will cultivate a more cautious and strategic approach to decision-making, ultimately leading to better outcomes in both personal and professional endeavors.",{"currentPage":98,"totalPages":98,"totalItems":8,"itemsPerPage":99},1,10]