This is such typical HR/manager dribble. 1) constantly compliment, in extremely general terms, their employees : "The world is better off without Capone’s expe

This is such typical HR/manager dribble. 1) constantly compliment, in extremely general terms, their employees : "The world is better off without Capone’s expertise, but it’s not better off without yours", "how even the smartest people in the world can destroy their lives and careers with a tiny mistake". But only in general terms. 2) their only purpose is to increase their own money : "We were obsessed with safety. Insurance for construction companies is extremely expensive; one way to stay competitive was to make sure no employees got hurt". The article itself is just attention-grabbing, and it's obviously succeeded with very little actual content. 3) Between the lines it is clear what they really think about their employees : "You see, you’ve been blessed with the ability to think, reason, and do math". In other words, he thinks his (ex-)employees are morons. "That’s how the brain works—it fears what it doesn’t understand.". He proceeds to "explain how your mind words", again patronizing, childish and confirming his own superiority. 4) They suggest having the solution. Just read the titles "How To Stay On Top Of Your Game And Never Make Rookie Mistakes", "Why You Suffer From Lazy Expert Syndrome" 5) Of course, they don't have the solution. The problem is that the solution is the point where the good balances out the bad. Where your way of working prevents you getting fired, or even gets you good review, but otherwise is as little work and as little risk as possible. But of course, there is zero guidance in the article about where to find this point. Probably there's 2 reasons for this. Firstly, they don't want you to think in your own interest. The interest of the manager comes first (I'd say the company's interest, but let's be honest here), and that means maximizing output (as alluded to in the skills of an expert cook. Inaccurate, of course. My dad's a cook and I've asked this many times. The thing that distinguishes an expert cook is consistently good food. NOT more of it, even though a significant part of training for cooks is how to increase food output to a point without degrading quality too much. But consistently good food, that's bloody hard) 6) Due to lack of a solution, an extremely general advice is given. "Become a mentor". Right. Supremely unhelpful of course. Like all of management. You could make a list of 10 inspirational lines and you'd have a good summary of hundreds of terabytes of these pieces. Also, I've studied AI and the idea that the brain "fears what it doesn't understand". That is just so wrong it's ridiculous. When you train a person for something new, what happens is that the higher (and MUCH slower) brain processes train the lower ones to perform a task. There is no fear involved (in non-extreme situations, not talking about learning to skydive here), there is simply switching from working from an abstract model (e.g. from a book, from a trainer) to working in an extremely non-abstract situation (the real world). For abstract models, the brain is very, very slow, inaccurate and also very, very much non-parallel. Non-abstract reflexive models - very, very fast, extremely accurate and massively parallel (10-15 neurons involved at most in decision making, you can combine it with dozens of other tasks without effort, very fast and appears even faster because the brain responds to it's prediction of a future situation, not to the impulses it's actually receiving, creating the -usually good enough- illusion of infinitely fast reactions as long as the prediction is accurate (e.g. nobody has a brain fast enough to make a tennis racket track a tennis ball. That is impossible with a feedback loop that takes 0.10-0.15s to react, it needs thousands of hertz. Yet lots of humans do so). And of course, hilarity ensues, often painfully, if the prediction is wrong).