Phyllis’s insight that “the engineers can’t work without a specification” applies to most organized human effort. Like the Surveyor design teams, every organization faces a situation where the full complexity and ambiguity of the situation is daunting. An important duty of any leader is to absorb a large part of that complexity and ambiguity, passing on to the organization a simpler problem—one that is solvable. Many leaders fail badly at this responsibility, announcing ambitious goals without resolving a good chunk of ambiguity about the specific obstacles to be overcome. To take responsibility is more than a willingness to accept the blame. It is setting proximate objectives and handing the organization a problem it can actually solve.这句话说得真好。

说要写书，拖延症已经三年了，还没有完工。最近总算看见了胜利的曙光。 我打算咬咬牙，在本月内把我还能勉强接受的初稿打磨出来。然后就可以发给大家看看预览了。

今天下午给同事们讲，我是怎么用 AI 的，结果练漏了，好多演示都失败了。

大家的 OpenClaw 都用来做什么呢？我好像没什么事情可以交给它处理。 是不是因为平时自己太勤快了，能做的事情都自己做完了？

电吉他好帅，可惜我不会弹。