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Knowledge Under Pressure
On Evolving Active Teams and (Ir)reversible Decisions
Field notes from what we’ve been up to, what we’ve been taking in, and what we are thinking about at The Emergency Mind Project.
If you have ideas or things you’d like to see — or if you want to help and get more involved — I’d love to hear from you: dan@emergencymind.com
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Leading The Rounds: The Stress Resistant Leader
Dan Dworkis joins the team at the Leading The Rounds Podcast to talk leadership, preparing for emergencies, and learning in high pressure environments. Broad conversation covering tools to destress during critical technical moments, learning from complex events, and leading teams who regularly perform in suboptimal conditions.
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Reversible and Irreversible Decisions
“Reversible decisions don’t need to be made the same way as irreversible decisions.” Great piece from the folks at Farnam Street about the reversible / irreversible decision framework. “The biggest risk to irreversible decisions is deciding before you need to. The biggest risk to reversible ones is waiting until the last minute. Make reversible decisions as soon as possible and make irreversible decisions as late as possible”
