I think the article does a good job of illustrating that, for busy people, there are ALREADY so many defectors that you might as well defect too. When someone h

I think the article does a good job of illustrating that, for busy people, there are ALREADY so many defectors that you might as well defect too. When someone has 10,000 people trying to reach them, it is impossible to coordinate a cooperative strategy, and you are failing game theory by trying to play that strategy. Conversely, the article fails horribly in distinguishing between busy people and everyone else. You shouldn't need to follow-up with your manager, because they should not have 10,000 people trying to reach them. But you should expect the VP or CEO to be a Busy Person because they quite possibly do. --- Phrasing it as "your responsibility" is also foolish: you should do it because it is the game theoretical winning move AND because this is just how Busy Person culture works. Trying to argue that Busy People should change their culture is a lost cause, because they're responding to very real incentives. You have to adapt to them. But it's still the Busy Person's fault if they didn't set up priority channels and thus missed out on something genuinely important.