Thanks for this. Just a small side remark. Back in the 1982-1995 era, I worked at AAPL (I was on the original Mac team). I was repeatedly amazed at how management would take decisions and actions with one stated goal in mind (like maximize gross margin %) without seeing the possibility of counter-outcomes (like this could slash actual profits and revenue where customers can easily switch to other suppliers). Just reinforces your point that it's very hard to understand second, third, fourth-order outcomes, never mind oscillations, resonances, etc.
Beautifully written article that does highlight the effects of "unintended consequences" as a result of making avoidable policy blunders. Thank you for sharing this.
It Feels Like We're Doing it Again
Thanks for this. Just a small side remark. Back in the 1982-1995 era, I worked at AAPL (I was on the original Mac team). I was repeatedly amazed at how management would take decisions and actions with one stated goal in mind (like maximize gross margin %) without seeing the possibility of counter-outcomes (like this could slash actual profits and revenue where customers can easily switch to other suppliers). Just reinforces your point that it's very hard to understand second, third, fourth-order outcomes, never mind oscillations, resonances, etc.
Beautifully written article that does highlight the effects of "unintended consequences" as a result of making avoidable policy blunders. Thank you for sharing this.