I have to admit – I’m somewhat bemused by all the news rolling out of Elon Musk’s V2.0 edition of Twitter. Here is just a quick round up of headlines grabbed from a Google News search last week:
Elon Musk took over a struggling business with Twitter and has quickly made it worse – CNBC
Elon Musk is Bad at This – The Atlantic
The Elon Musk (Twitter) Era Has Been a Complete Mess – Vanity Fair
Elon Musk “Straight-up Alone,” “Winging” Twitter Changes – Business Insider
To all these, I have to say, “What the Hell did you expect?”
Look, I get that Musk is on a different plane of smart from most of us. No argument there.
The same is true, I suspect, for most tech CEOs who are the original founders of their company. The issue is that the kind of smart they are is not necessarily the kind of smart you need to run a big complex corporation. If you look at the various types of intelligence, they would excel at logical-mathematical intelligence – or what I would call “geek-smart.” But this intelligence can often come at the expense of other kinds of intelligence that would be a better fit in the CEO’s role. Both interpersonal and intrapersonal intelligence immediately come to mind.
Musk is not alone. There is a bushel load of Tech CEOs who have pulled off a number of WTF moves. In his article in the Atlantic titled Silicon Valley’s Horrible Bosses, Charlie Warzel gives us a few examples ripped straight from the handbook of the “Elon Musk School of Management.” Most of them involve making hugely impactful HR decisions with little concern for the emotional impact on employees and then doubling down on mistake by choosing to communicate through Twitter.
For most of us with even a modicum of emotional intelligence, this is unimaginable. But if you’re geek-smart, it probably seems logical. Twitter is a perfect communication medium for geek-smart people – it’s one-sided, as black and white as you can get and conveniently limited to 280 characters. There is no room for emotional nuance or context on Twitter.
The disconnect in intelligence types comes in looking at the type of problems a CEO faces. I was CEO of a very small company and even at that scale, with a couple dozen employees, I spent the majority of my time dealing with HR issues. I was constantly trying to navigate my way through these thorny and perplexing issues. I did learn one thing – issues that include people, whether they be employees or customers, generally fall into the category of what is called a “complex problem.”
In 1999, an IBM manager named Dave Snowden realized that not every problem you run into when managing a corporation requires the same approach. He put together a decision-making model to help managers identify the best decision strategy for the issue they’re dealing with. He called the model Cynefin, which is the Welsh word for habitat. In the model, there are five decision domains: Clear, Complicated, Complex, Chaotic and Confusion. Cynefin is really a sense-making tool to help guide managers through problems that are complicated or complex in the hope that chaos can be avoided.
Geek Smart People are very good at complicated problems. This is the domain of the “expert” who can rapidly sift through the “known unknowns.”
Give an expert a complicated problem and they’re the perfect fit for the job. They have the ability to hone in on the relevant details and parse out the things that would distract the rest of us. Cryptography is an example of a complicated problem. So is most coding. This is the natural habitat of the tech engineer.
Tech founders initially become successful because they are very good at solving complicated problems. In fact, in our culture, they are treated like rock stars. They are celebrated for their “expertise.” Typically, this comes with a “smartest person in the room” level of smugness. They have no time for those that don’t see through the complications of the world the same way they do.
Here we run into a cognitive obstacle uncovered by political science writer Philip E. Tetlock in his 2005 book, Expert Political Judgement: How Good Is It? How Can We Know?
As Tetlock discovered, expertise in one domain doesn’t always mean success in another, especially if one domain has complicated problems and the other has complex problems.
Complex problems, like predicting the future or managing people in a massive organization, lie in the realm of “unknown unknowns.” Here, the answer is emergent. These problems are, by their very nature, unpredictable. The very toughest complex problems fall into a category I’ve talked about before: Wicked Problems. And, as Philip Tetlock discovered, experts are no better at dealing with complexity than the rest of us. In fact, in a complex scenario like predicting the future, you’d probably have just as much success with a dart throwing chimpanzee.
But it gets worse. There’s no shame in not being good at complex problems. None of us are. The problem with expertise lies not in a lack of knowledge, but in experts sticking to a cognitive style ill-suited to the task at hand: trying to apply complicated brilliance to complex situations. I call this the “everything is a nail” syndrome. When all you have is a hammer, everything looks like a nail.
Tetlock explains, “ They [experts] are just human in the end. They are dazzled by their own brilliance and hate to be wrong. Experts are led astray not by what they believe, but by how they think.”
A Geek-Smart person believes they know the answer better than anyone else because they see the world differently. They are not open to outside input. And it’s just that type of open-minded thinking that is required to wrestle with complex problems.
When you consider all that, is it any wonder that Musk is blowing up Twitter – and not in a good way?