Usually, HBR articles favor Captain Kirk style snap-decision-making, C-level-wannabe folks LOVE THAT. This one is a little more nuanced by DARING to suggest th

Usually, HBR articles favor Captain Kirk style snap-decision-making, C-level-wannabe folks LOVE THAT. This one is a little more nuanced by DARING to suggest that there's a flip-side to every decision and that one has to embrace paradox. Truly talented managers already know that intrinsically. Bad one's just won't understand-- they'll just see what they want to see, "oh look, it says here that Amazon does rank-and-yank, hmmm, that's 'intolerance for incompetence' maybe I should do that!"