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Whatever I Do What I Want

threatened legal action against a 20-year-old, pontificated on how doxing is banned on the platform, and then immediately posted a video doxing a man (View Highlight)
Musk is free to moderate his new platform as he wishes. That was the entire premise of Twitter's previous approach, which, for all its failings, typically followed a corporate-bureaucratic process with many people giving input, as Musk's own Twitter Files have shown. Now, ==it's clear that Musk is running Twitter as his personal fiefdom, playing Calvinball with the rules, and his commitments to free speech and moderating within the law have gone out the window. ==(View Highlight)

Unfortunately for Musk, at the end of the day, Twitter is a business, and the castle is on fire ever since he passed his likability limit (202212210203).

His ability to do outrage marketing is extremely impressive, though I do wish he'd put his attention back into moonshot engineering organizations rather than the website responsible for gems like:

(View Tweet)

Full Stack Employees

When I came to Washington before World War II to head the electrical section of the Bureau of Ships, I found that one man was in charge of design, another of production, a third handled maintenance, while a fourth dealt with fiscal matters. The entire bureau operated that way. It didn’t make sense to me. Design problems showed up in production, production errors showed up in maintenance, and financial matters reached into all areas. I changed the system. I made one man responsible for his entire area of equipment—for design, production, maintenance, and contracting. If anything went wrong, I knew exactly at whom to point. I run my present organization on the same principle.

Quadrant II Thinking

To do a job effectively, one must set priorities. Too many people let their “in” basket set the priorities. On any given day, unimportant but interesting trivia pass through an office; one must not permit these to monopolize his time. The human tendency is to while away time with unimportant matters that do not require mental effort or energy. Since they can be easily resolved, they give a false sense of accomplishment. The manager must exert self-discipline to ensure that his energy is focused where it is truly needed.

Think as often in possible in Quadrant II. Avoid trivial interruption, especially self imposed 202301092304, 202301141347

Quadrant II is the heart of effective personal management. It deals with things that are not urgent, but are important. It deals with things like building relationships, writing a personal mission statement, long-range planning, exercising, preventive maintenance, preparation—all those things we know we need to do, but somehow seldom get around to doing, because they aren’t urgent. (Location 2814)