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Stu255's avatar

Whilst this is fascinating, and it is.

How much of this Machiavellian behaviour / mentality do you think there was on the Manhattan Project of the Apollo Program? Or at Apple Inc during the iCEO years where Jobs forced absolute clarity of objectives with zero compromise?

I think this kind of social climbing and playing the game is normal and is the default condition in almost every organisation including public and private organisations. So it is useful information and wise advice for competing in the real world.

However I think where you have world changing high performance teams… those teams can only happen when this Machiavellian stuff gets crushed and replaced with a cult like obsession of objectivity.

This hyper successful team condition is extremely rare because the Machiavellians have a strategy on how to attain power. Whereas the Objectivists do not.

Objectivists either find themselves in power by accident of history (Oppenheimer as head of Manhattan project, Wernher von Braun appointed Tech Director of NASA by JFK himself in 1961) or they become Objectivists whilst already in power (Jobs being expelled from Apple by a Machiavellian coup, only to return years later bitter and utterly intolerant of such things).

When I was at business school, we once played a week long strategy game in random teams of 5. The game was played in 10 rounds and teams had to decide on maybe 50-80 parameters for each round, there were 2 rounds per day. All of the other teams made their decisions in the typical Machiavellian manner and as with any MBA cohort this is ruthless stuff to behold. Everyone was using teams decision making as an arena to position for dominance within their small team of 5.

This was fascinating to me. All of the energy in the building was focused on the “self” v’s 4 colleagues rather than my team v’s the other 40 teams.

Now everyone at business school studies dozens of business failures and turn-arounds and various other textbook examples. I was obsessed with studying hyper success, I was alone in this and people thought it was a bit wonky and naive of me. But I didn’t care for all the reasons that organisations failed. It seemed to me that failure was a bottomless pit of various reasons. Whereas the really hyper successful teams would have succeeded not only at the thing they set out to do, but I believe they would have succeeded at anything you asked them to do. People like Gene Kranz of mission control also believed this. Anyway, I brute forced the entire game with various methods which required much spying other teams and reverse engineered much of the game engine in the 3 practice rounds. We won the whole competition easily and by a huge margin, with my teammates limited to token contributions. My team saw what I was doing and were just blown away that I would be so ambitious. They bought into the “mission” of winning by a huge margin. There were 40 teams and we finished round 10 with a market cap 8 times larger than the second placed team. The game could have been rerun many times and I know that we would have always won every time. It wasn’t an accident, it wasn’t luck.

Interestingly hyper successful teams always seem to dissolve with entropy once their binding objective is completed. <- a discussion for another time

But they all really focused on three things i). objectivity ii). learning iii). executing

The first casualty of Machiavellianism is objectivity, AKA the truth. The truth is not useful to the individual, it is only useful to the team. The individual benefits from asymmetric information, the team benefits from universally symmetrical information.

There are so many mechanisms at play here, so many tools and control surfaces that can be abused by the Machiavellian careerist types that unless you play the game you cannot compete with them. But the result at the macro level is mediocre organisations.

You can build hyper performance teams, there is a blueprint. But you either need an intersubjective fiction (a shared mission) that is so powerful it is effectively a cult/religion, this was the cas with Manhattan, Apollo and a few other cases.

Or you need a supremely powerful guardian figure a kind of god in the machine, much like Steve Jobs or more recently Elon Musk who is obsessed with the three pillars i). objectivity ii). learning iii). executing.

There is no such figure in Western politics today. There is no such mission.

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Timothy Pitt-Payne's avatar

I recommend CS Lewis's brilliant essay on "The Inner Ring", which takes as its starting-point the Tolstoy passage about the "hidden code". Lewis develops his insights about how power is deployed in institutions in his sci-fi novel "That Hideous Strength". Something Lewis is particularly good at identifying is the way that devotion to the "hidden code" drives out, not just competence, but friendship.

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