Randy Fernando

And of course, we don't have a lot of time today, so we're covering just a few aspects of each principle.

And if you want to go deeper, you can go to humantech.com slash course and sign up there.

So let's get to principle one.

One of the big things that we miss a lot when we're dealing with technology is we don't look at the whole system.

We look at just one small piece of it.

And that means we don't correctly understand what its effects are going to be.

And we don't correctly understand how to fix the problems that we find.

One of the biggest problems is that the incentives in the market reward simplicity, single variables, optimizing those and growing them as much as you can.

So things like engagement or growth or daily active users.

Systems thinking takes longer, it doesn't show up immediately on the quarterly report, and it's harder to defend to investors who want to think in this very simplistic way.

And so the problem is the way we think about technology also shapes the products that we build.

But not only that, also the laws around them, the institutions that govern them, and the assumptions that are baked into our tools and how we build them.

So when we don't think in systems, those failures compound across all the different layers.

Yeah, exactly.

And you have to look at what kinds of feedback loops are you generating?

What are the kinds of incentives you've set up in your system, right?

One thing people often miss is they say, hey, there's some good stuff and some bad stuff.

So that's kind of how it is.

But actually, we should always ask, there's some good stuff and some bad stuff, but what's driving?

Which one wins?