C: Behaviors that are often overlooked from a short-term perspective, but that will yield significant returns later on.
nishio You realize that, for the value 1 you could create by action A in the past, doing action B will create more value in the short term, and you do it. However, if I had done action C with the effort to do B three times, I would have been able to create more value. However, if I had done action C with the effort of doing B three times, I could have created more value.
nishio After thinking about why C is not done, I realized that the feedback time delay is too large and hard to recognize because the return on C increases later. From a short term perspective, B looks more promising; from someone who understands C, âB is a linear order of magnitude.
- Returns increase later.
- being a lap behind (e.g. motor sports) in feedback is large and hard to recognize
- From a short-term perspective, B looks more promising; from the perspective of someone who knows C, âB is a Linear Order.
nishio This diagram has room for improvement because both âvalue to be gainedâ and âeffort to be put inâ are drawn in boxes.
nishio The length of the bottom thatâs in contact with the ground is an effort.
- The stench of those who connect discusses the role and responsibility of âconnectorsâ in connecting people. Many believe that connectors are responsible for ensuring the goodness of the people they connect, but problems can arise because there is no clear agreement on the extent of their responsibility.
Relevance to content:.
- From a short-term perspective, the act of connecting itself appears to have value, but from a long-term perspective, follow-up and responsibility after the connection is made are also important.
- If the connector fails to follow up, the connector could be held responsible for any problems that occur among the people connected.
- In other words, it is not only the act of connecting, but also the maintenance and development of the relationship that leads to long-term value creation.
Context 2: 3 variables of the game
In this context, the three variables necessary to win the game are âwork fast,â âkeep doing it lazily,â and âdonât make mistakes. It is stated that all but these variables are useless and that vague concepts such as âtrying hardâ and âworking hardâ are unnecessary.
Relevance to content:.
- âKeep lollygaggingâ corresponds to behavior C. It does not create much value in the short term, but it is a winning behavior in the long run. It is an action that does not produce significant value in the short term, but leads to victory in the long term.
- Getting the job done quicklyâ corresponds to Action B. It appears to create great value in the short term, but does not lead directly to long-term wins.
- This is subtle.
- There is value to be gained by acting fast/at the right time.
- Sometimes that value is short-term value, but other times it is an appropriately timed trigger for long-term value formation
- This is subtle.
- Avoiding âmistakesâ is a critical component of executing Action C. Taking the time to avoid mistakes will lead to long-term value creation.
- I donât think this is it.
- I donât think this is it.
As discussed above, this content is closely related to the âdifference between short-term and long-term perspectivesâ and âactions required for long-term value creationâ discussed in both contexts. It suggests the importance of people taking a long-term perspective and not being distracted by short-term profit and value.
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