>Whats the fallacy for when you think you've identified a fallacy and simply assert it? Not this. >Anyway, back the to topic. I do believe, you missed the cen

>Whats the fallacy for when you think you've identified a fallacy and simply assert it? Not this. >Anyway, back the to topic. I do believe, you missed the central point and latched onto a tangential irrelevant point. The point is identifying the company culture, understanding peoples personalities, their motivations, and then figuring out a way to work together - even if you have an annoying boss, even if your coworkers are incompetent (as they often are), even if you think you know how to fix all problems - is WAY more important than doing something because you think youre hot shit who can prove people wrong. There are a few people saying that. Nonetheless, I do believe that there are a number of people on this thread who are happy to use that as an excuse to say "shut the fuck up and kiss the ring" (e.g. the guy who said 'wait six months before proposing anything new'). That isn't healthy either, a and if you work with people like that the healthiest response is to leave and try and find somebody who isn't a jerk to work for. >Okay, but that is not the only way people start companies. I didn't say it was. Nonetheless, the most common unifying feature of entrepreneurs isn't a propensity to be trailblazers who take risks - it's access to spare cash, and, shockingly, not every employee of every company has capital just lying around. If we're talking probabilities, the average entrepreneur is more like my boss than Mark Zuckerberg. Bosses like to feel that their authority is deserved though, and it's easier to think that if you spread the myth that just "anybody" can start a company.