Key Insights
- Overconfidence in planning often leads to catastrophic failures when unforeseen variables emerge.
- Ideological rigidity can blind leaders to changing realities, resulting in self-destructive policies.
- Financial overextension amplifies systemic risks, turning minor setbacks into major collapses.
- Narrative control can create echo chambers that prevent critical feedback and adaptation.
- Historical examples show that the architects of downfall are often the same individuals who built the initial success.
References
- Tuchman, B. W. (1984). The March of Folly: From Troy to Vietnam. Knopf.
- Cohen, E. A. (2002). Supreme Command: Soldiers, Statesmen, and Leadership in Wartime. Free Press.
- Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.
- Taleb, N. N. (2007). The Black Swan: The Impact of the Highly Improbable. Random House.
- Greene, R. (2000). The 48 Laws of Power. Viking.
