One of your many jobs as manager is information conduit, and the rules are deceptively simple: for each piece of information you see, you must correctly determine who on your team needs that piece of information to do their job.

— Michael Lopp, Managing Humans

The entire counterculture scene of the sixties, with its weird mixture of kinky sex, pot, rock, zen, astrology, obscene language, and fusty anarchist theory, always struck me as a prime example of how quickly angry rebels turn into other-directed conformists of the most extreme sort.

— Martin Gardner, The Whys of a Philosophical Scrivener

If you want to change how you see your problems, you have to change what you value and/or how you measure failure/success.

— Mark Manson, The Subtle Art of Not Giving a F*ck

And it should be considered that nothing is more difficult to handle, more doubtful of success, nor more dangerous to manage, than to put oneself at the head of introducing new orders. For the introducer has all those who benefit from the old orders as enemies, and he has lukewarm defenders in all those who might benefit from the new orders.

— Niccolò Machiavelli, The Prince

Gell-Mann Amnesia effect, where people realize that news stories about their areas of expertise are simplistic or inaccurate, but completely trust news stories about topics they know nothing about.

— Adam Barr, The Problem With Software