Your comment and the article's referance to honey bee behavior reminds me of a section that has always troubled me from an old Charlie Munger talk on human misj

Your comment and the article's referance to honey bee behavior reminds me of a section that has always troubled me from an old Charlie Munger talk on human misjudgement [1] <QUOTE> ... 22. And then I’ve got development and organizational confusion from say-something syndrome. And here my favorite thing is the bee, a honeybee. And a honeybee goes out and finds the nectar and he comes back, he does a dance that communicates to the other bees where the nectar is, and they go out and get it. Well some scientist who is clever, like B.F. Skinner, decided to do an experiment. He put the nectar straight up. Way up. Well, in a natural setting, there is no nectar where they’re all straight up, and the poor honeybee doesn’t have a genetic program that is adequate to handle what he now has to communicate. And you’d think the honeybee would come back to the hive and slink into a corner, but he doesn’t. He comes into the hive and does this incoherent dance, and all my life I’ve been dealing with the human equivalent of that honeybee. [Laughter] And it’s a very important part of human organization so the noise and the reciprocation and so forth of all these people who have what I call say-something syndrome don’t really affect the decisions. <END QUOTE> So this "Say-Something-Syndrome" is a negative input that introduces development and organizational confusion in to an otherwise well tested method. It doesn't scale. It is to be ignored. This troubles me as an absolute position. Yes there is danger funneling good resources down a rabbit hole to nowhere and yur core strategies should not flap around like a faulty nic card chasing shiny new things. But, you cannot close a system off completely or it will get stuck. Contuious improvement, iteration, hot wash lessons learned, red teams, squad checks, all these are dependent on effective positive & negative feedback processing. Not writing off all dissenting opinion as noise. It's a balance. It's form of art. Dynamic systems are messy in real time both for managers and engineers and not much about that will change. Best we can do is learn what we can from some old bee and monkey [2] stories. [1] https://buffettmungerwisdom.wordpress.com/2013/01/14/full-text-of-speech-the-psychology-of-human-misjudgement-by-charlie-munger/ https://buffettmungerwisdom.wordpress.com/2013/01/14/full-te... [2] https://www.wisdompills.com/monkey-ladder/ https://www.wisdompills.com/monkey-ladder/