The hottest Organizational Behavior Substack posts right now

And their main takeaways
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Top Business Topics

TBM 412: Institutionalized Overload (Now With AI)

The Beautiful Mess • 687 implied HN points • 27 Mar 26
💼 Business Organizational Behavior
  1. Workplace overload has become normalized so people adapt by treating constant busyness and juggling inputs as a sign of competence, which then gets defended and sustained.
  2. AI is mostly being used to cope with and amplify that overload, helping people process more context faster while reinforcing existing power structures instead of changing them.
  3. Changing this requires actively resisting the expansion of work and information, and deliberately designing for calmer, more focused ways of working even though that will feel uncomfortable at first.

Have you tried a text box?

benn.substack • 1150 implied HN points • 02 Jan 26
🕹 Technology Organizational Behavior
  1. Before building complex decision systems, try the humble text box: have people write down what they did and why. Modern AI can often get far by analyzing that unstructured text instead of modeling every rule upfront.
  2. Recording decision traces or a context graph — the inputs, rules, exceptions, and reasons behind actions — gives companies a searchable history of how choices were made. That record is exactly the context AI agents will need to act sensibly and follow precedents.
  3. Beware overengineering ontologies and elaborate models because they feel principled; the 'bitter lesson' suggests scaling data and learning often wins. In practice, collecting lots of explanatory text will usually yield faster, more reliable results than trying to simulate how people think.

What makes for a 'great place to work'?

Make Work Better • 359 implied HN points • 29 Jan 26
💼 Business Organizational Behavior
  1. A great place to work has a healthy culture, clear career progression, autonomy, and genuine flexibility. People often join for pay but stay (or quit) because of culture.
  2. Corporate values and purpose statements can do more harm than good when they’re treated as branding instead of behavior; employees distrust symbolic rollouts and want leaders to change systems and actions first. Leaders who embody values through visible behavior boost trust and engagement.
  3. Small, sincere acts that show people they matter (like focused attention) really change behavior, and leaders should prioritize impact over intent by listening, accepting challenge, and modeling the culture they claim to want.

The Unreachable Engineering Managers

Leading Developers • 141 implied HN points • 17 Feb 26
💼 Business Organizational Behavior
  1. Managers who are hard to reach become real bottlenecks because they hoard context and decisions, which delays work or forces suboptimal choices.
  2. Being responsive is part of the engineering manager job — prioritize unblocking others by answering quickly and checking key channels regularly.
  3. Use systems and delegation to scale availability: mute or reorganize channels, create focused discussion groups, and give engineers ownership so you aren’t the sole decision source.

TBM 389: Overthinker!

The Beautiful Mess • 1600 implied HN points • 16 Nov 25
💼 Business Organizational Behavior
  1. People often reduce complex problems to simple ideas to make them easier to understand. While this can be effective, it can also oversimplify important details.
  2. Finding a balance between reductionism and complexity is key. Both views can be useful, depending on the context.
  3. To create real change, we need to engage with others and take action together. It’s about making connections and being willing to prototype our ideas.
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What Eight Years Of Being Stuck Taught Me About Career Paths

Diary of an Engineering Manager • 259 implied HN points • 22 Aug 24
💼 Business Organizational Behavior
  1. Career growth can be messy and non-linear, much like cooked spaghetti. Just because you're not moving up quickly doesn't mean you're failing.
  2. Promotions often come with extra responsibilities and sacrifices. It's important to reflect on whether you're ready for those changes before chasing a title.
  3. Your career will have phases, with ups and downs. It's okay to experience stagnation; it's part of building resilience for the long run.

TBM 394: Imagine If a Restaurant Behaved Like Your Average Product Team (Extended Edition)

The Beautiful Mess • 647 implied HN points • 09 Dec 25
💼 Business Organizational Behavior
  1. Product teams need fast, frontline customer feedback like a restaurant’s servers provide; without immediate signals from users, teams can’t detect and fix problems quickly.
  2. Being busy isn’t the same as being effective: lots of meetings and tasks can hide low-impact work, often caused by misaligned leadership incentives and menu creep.
  3. Real outcomes require clear strategy, upstream discovery, and tight cross-functional coordination across Sales, Customer Success, UX and Ops, not just a busy engineering “kitchen.”

TBM 395: Words! Damned Words!

The Beautiful Mess • 476 implied HN points • 14 Dec 25
🎭️ Culture Organizational Behavior
  1. Terms like “initiative” naturally mean different things to different people and at different zoom levels, so don’t force one single definition; use a thin base meaning and allow different shapes or scales with clear rules and interfaces.
  2. Abstract labels become harmful when they harden into rigid governance or accounting rules, so anchor decisions on concrete events (milestones, releases) or intentionally work around or rewire those constraints to protect learning and impact.
  3. Use practical lenses — interaction, constraint, governance, and relational — and tactics like event storming, naming exceptions, fractal artifacts, and designing for many frames to see how things actually behave and keep the system resilient.

Work friends are the secret to great culture

Make Work Better • 163 implied HN points • 16 Jan 26
🎭️ Culture Organizational Behavior
  1. Close friendships at work dramatically improve engagement, retention and business outcomes, and many people would even take lower pay for strong workplace relationships.
  2. AI and digital tools are making some interactions more superficial and increasing loneliness, so human collaboration and repeated meaningful contact remain essential even with remote or hybrid work.
  3. Leaders should set the tone for connection, laughter and trust, because friendship grows through shared time and experience and is a core pillar of healthy culture and performance.

TBM 366: Empowered For Delivery, But...

The Beautiful Mess • 1547 implied HN points • 08 Jul 25
💼 Business Organizational Behavior
  1. Many tech companies have a mix of old and new management styles. Teams are told they can be independent, but managers still hold a lot of control and responsibility.
  2. Feedback and questioning traditional methods are often not encouraged, making it hard for employees to voice concerns. This creates a culture where dissent is not easily accepted.
  3. It's important to accept the reality of your workplace while finding ways to build trust and safety within your team. Look for better work environments if your values clash with your company's operations.

Meditations on Founder Mode

The Engineering Leader • 79 implied HN points • 08 Sep 24
💼 Business Organizational Behavior
  1. Founder Mode allows leaders to be more hands-on and in touch with their company. This helps them make quick decisions that align with their original vision.
  2. While Founder Mode can be effective in early stages, it doesn't scale well in larger companies because one person can't manage everything.
  3. Great leaders know when to switch between being hands-on and delegating tasks. This flexibility is key to adapting to a company's growth and changing needs.

Executive Amplification

Fish Food for Thought • 18 implied HN points • 25 Feb 26
💼 Business Organizational Behavior
  1. What leaders say and do carries outsized weight, shaping how people prioritize work and even how employees see their roles. This influence changes behavior across the organization, not just tasks.
  2. Small or offhand remarks often get treated as directives, which creates wasted time, unnecessary meetings, and misaligned effort. These ambiguous signals introduce friction and distract teams from high-value work.
  3. Leaders need to be intentional about their signals: clarify intent, model priorities with actions like protected calendar time, and assume everything they say will be amplified. Clear, purposeful communication reduces misinterpretation and aligns follow-through.

The Impact of One Great Leader

Fish Food for Thought • 26 implied HN points • 18 Feb 26
💼 Business Organizational Behavior
  1. A single clear sentence from a credible leader can reframe how someone sees themselves and send their career down a very different path.
  2. Powerful mentorship is often short and works by naming undervalued strengths, offering a new identity, and granting permission to act rather than giving long advice.
  3. Leaders should point out others’ potential because that recognition lowers barriers and compounds into bigger opportunities. People earlier in their careers should pay attention and act when a credible person reflects a new possibility for them.

TBM 369: Sources Of Truth

The Beautiful Mess • 502 implied HN points • 27 Jul 25
💼 Business Organizational Behavior
  1. Many problems in product development aren't really about finding the 'truth.' Teams often struggle because they can't agree on what the truth is or if they even want to find it.
  2. Different groups in a company might have their own definitions and understandings of initiatives and goals, creating confusion. Trying to standardize everything can lead to teams working around rules instead of working effectively.
  3. While some companies simplify processes to make things easier, they can end up losing important details. It’s crucial to find a balance between understanding the complexity of the work and not getting overwhelmed by it.

TBM 364: Three Team Vibes

The Beautiful Mess • 608 implied HN points • 27 Jun 25
💼 Business Organizational Behavior
  1. Different teams have unique vibes that you can sense just by asking about their work. For example, some teams feel focused and motivated, while others may seem confused or disorganized.
  2. Team dynamics can cycle through different modes, like being highly effective or feeling lost. It's important to recognize where your team stands to improve productivity.
  3. Company culture influences how teams operate. If teams focus too much on individual projects, it can lead to burnout and lack of coordination, while a healthy culture encourages teamwork.

TBM 359: Process Person

The Beautiful Mess • 727 implied HN points • 23 May 25
💼 Business Organizational Behavior
  1. Bad processes often come from a lack of experience or understanding. It's important to be flexible and learn from feedback to improve them.
  2. Not every process works for everyone. What's easy for one team can be too much for another, so finding a balance is key.
  3. Leadership sometimes asks for complicated processes without thinking about what's really needed. It's better to focus on making things simpler and more effective.

What Meta’s diffs per developer metric revealed about engineering at scale

Dev Interrupted • 42 implied HN points • 15 Jan 26
🕹 Technology Organizational Behavior
  1. Single-number productivity metrics (like diffs per developer) can stop reflecting real work when codebases, teams, and constraints grow, because a small change today can be a much heavier unit than it was before.
  2. When a metric becomes a target, people naturally optimize the metric instead of value, favoring safe, visible motion over hard, high-leverage work.
  3. Leaders should treat simple metrics as clues not verdicts: investigate flow, risk, and impact, and change what you measure and reward so teams focus on real product and business outcomes.

TBM 321: "Reducing Complexity"

The Beautiful Mess • 1480 implied HN points • 14 Nov 24
💼 Business Organizational Behavior
  1. Product work is naturally complex because it involves many changing factors and teamwork among different groups. This complexity isn't bad; it's just part of making meaningful products.
  2. A company operates as a complex system influenced by habits, processes, and people. This can lead to mismanagement and stress when priorities clash and workloads become heavy.
  3. Leaders should not try to simplify the work itself but instead create an environment where teams can handle their complexity efficiently. Reducing friction and improving communication can help people do better work together.

TBM 330: (Un)common Sense Playbook

The Beautiful Mess • 1163 implied HN points • 29 Dec 24
💼 Business Organizational Behavior
  1. Getting to know your team is really important. When managers understand their team members, it helps everyone work better together.
  2. Clear communication about goals and priorities helps keep the team focused. It’s better to do a few things really well than to try and do too much at once.
  3. Sometimes, the environment can hold back good management practices. Creating a supportive atmosphere makes it easier for common sense leadership to succeed.

Teleocracy & Prestige

Becoming Noble • 757 implied HN points • 30 Jun 23
💼 Business Organizational Behavior
  1. Organizations like big tech companies have a unique capability to help young men reach their full professional potential through exposure to elite performers and a culture of audacious projects.
  2. To attract young elite talent and transform them, alternative structures need to offer opportunities for prestige, independence, wealth, and growth, emphasizing mission, service, transformation, and recognition.
  3. Building attractive spaces for elite talent involves strategic embedding of factors like perceived external prestige (PEP) in organizations by leveraging unique strengths, to compete with elite liberal institutions.

TBM 363: Is Matt A Loser?

The Beautiful Mess • 370 implied HN points • 22 Jun 25
💼 Business Organizational Behavior
  1. Sometimes, executives may ignore useful advice to protect their own interests and bonuses. This can hurt the overall effectiveness of a company.
  2. People like Matt care deeply about improving their workplace, even when faced with difficult situations. However, they often feel stuck and unsure about their future.
  3. The dynamics in a company can make it hard for employees to voice concerns or suggest changes. This can lead to frustration and wasted potential within teams.

TBM 362: How (And Why) We Help

The Beautiful Mess • 370 implied HN points • 14 Jun 25
💼 Business Organizational Behavior
  1. Consulting can either follow a set plan or focus on helping people discover their own solutions. It's important to understand the difference and choose the right approach.
  2. It's normal to feel torn between sticking to the usual ways of doing things and wanting to create real change. Recognizing this struggle is the first step to addressing it.
  3. Being aware of how we show up in our work is crucial. It helps us connect better with others and can lead to more meaningful change.

Why are corporations cutting managers?

In My Tribe • 698 implied HN points • 02 Jan 25
💼 Business Organizational Behavior
  1. Many companies are reducing their number of middle managers to trim costs and cut bureaucracy. This means fewer people are overseeing employees, which can simplify decision-making.
  2. Firms are focusing on their core business and letting go of complex managerial structures that don’t add immediate value. They might be cutting back on certain initiatives to streamline operations.
  3. Cost-cutting has become a priority for many senior executives, especially when revenue growth slows. This focus on reducing expenses can lead to a significant reshaping of company structures.

TBM 322: Work Shape Mix

The Beautiful Mess • 647 implied HN points • 20 Nov 24
💼 Business Organizational Behavior
  1. Companies often deal with three types of work: large projects, independent product work, and new zero-to-one efforts. Each type requires different management and has its own risks.
  2. As a company grows, it shifts from doing new projects to having more complex ones. It’s important to balance these types of work to avoid chaos and inefficiency.
  3. Recognizing when to formalize new processes is crucial. Waiting too long could lead to bigger problems, so it’s key to find a balance between addressing issues and letting some friction stay.

An end to firefighting

The Uncertainty Mindset (soon to become tbd) • 79 implied HN points • 08 May 24
🇺🇸 U.S. Politics Organizational Behavior
  1. Regular management practices often assume stability, which makes teams weak when unexpected events happen. Instead of relying on these outdated methods, teams should prepare for unpredictability.
  2. To stop 'firefighting', organizations need to adjust their staffing expectations and allow roles to evolve as needed. This helps teams stay adaptable in changing situations.
  3. It's important to make experimentation a part of policymaking. By training teams to test ideas effectively, they can respond better to new challenges and avoid being stuck in old ways.

The Manager’s Iceberg

The Engineering Leader • 159 implied HN points • 25 Feb 24
💼 Business Organizational Behavior
  1. Managers do a lot of work behind the scenes that often goes unnoticed. This includes tasks like coaching, resolving conflicts, and setting goals that are crucial for team success.
  2. Being a manager means putting the team's needs first and supporting them to succeed. It can be tough because their work might not get immediate recognition.
  3. It's important to be patient with your manager and understand they have many responsibilities. Asking how you can help them can strengthen your working relationship.

TBM 326: Adhocracies and Bureaucracies

The Beautiful Mess • 489 implied HN points • 06 Dec 24
💼 Business Organizational Behavior
  1. Rapid-growth tech companies often start as adhocracies where everyone works quickly and independently. But as they grow, they can develop unspoken rules that make things complicated.
  2. Larger companies tend to have strict bureaucracies with many rules that can slow everything down. When they try to change, they often need to untangle these rules and make things simpler.
  3. Leaders often try to eliminate bureaucracy, but this can lead to even more hidden rules. It’s important for teams to talk openly about processes to solve problems effectively.

TBM 337: Pirates and Garbage Cans

The Beautiful Mess • 343 implied HN points • 02 Feb 25
💼 Business Organizational Behavior
  1. Conflict in companies often stays unresolved because people are afraid to ask for help. This fear can make it look like admitting problems is a weakness.
  2. The Garbage Can model shows that decision-making is messy and often relies on chance rather than a clear process. Conflicts may get ignored until something urgent happens.
  3. Unlike businesses, pirate ships had systems in place for resolving conflicts because surviving together was crucial. Businesses can postpone resolving conflicts without facing immediate consequences, which can lead to bigger problems later.

Getting it Right vs. Getting Ahead

In My Tribe • 379 implied HN points • 05 Dec 24
🇺🇸 U.S. Politics Organizational Behavior
  1. In a meeting, people can either aim to show they were on the winning side or focus on what will lead to the best long-term results. These two priorities often clash, especially in organizations.
  2. In academia, flattering important figures may help someone advance, even if it doesn't contribute to real knowledge. This can lead to challenges for those who prioritize truth over personal gain.
  3. It's common for workers to try to guess what their managers want rather than providing honest opinions. This can result in a culture where the truth is overlooked for the sake of advancement.

TBM 318: Why Orgs Become Too Tall

The Beautiful Mess • 449 implied HN points • 31 Oct 24
💼 Business Organizational Behavior
  1. Organizations can become too tall when they grow too big, leading to excessive layers of management. This often happens when companies cannot adjust their team sizes effectively as they deal with market challenges.
  2. Narrow spans of control make it hard for managers to handle large teams, resulting in more layers. This could be due to inexperienced managers needing more guidance or a culture that prefers smaller teams.
  3. A lack of trust and delegation can make organizations taller. When managers feel they need to oversee everything, it creates more layers instead of empowering teams to work independently.

Putting the I in Team

In My Tribe • 364 implied HN points • 02 Dec 24
💼 Business Organizational Behavior
  1. Teamwork relies on everyone doing their part. If some people don't contribute, it can hurt the whole team's chances of success.
  2. Hiring people who are responsible and committed can help encourage teamwork. When employees feel connected to their mission or colleagues, they're less likely to slack off.
  3. Measuring how well employees cooperate can improve teamwork. Giving clear examples of what good teamwork looks like can help everyone understand how to contribute.

The Success Trap

Fish Food for Thought • 30 implied HN points • 26 Nov 25
💼 Business Organizational Behavior
  1. Success often feels like freedom but quietly narrows your options; the more you specialize and optimize, the harder it becomes to change course.
  2. The 'success trap' happens when you reward exploitation over exploration, so companies and people stop experimenting and become vulnerable to disruption.
  3. Avoid it by deliberately preserving optionality: make time for experiments, rotate roles, learn new skills, and treat success as stewardship that must be renewed.

Bits, Bytes, and Bylaws: Timeless Computing Laws (Part-1)

Wisdom over Waves • 159 implied HN points • 14 Dec 23
🕹 Technology Organizational Behavior
  1. Hyrum's Law emphasizes that with a large number of users, system behaviors will be relied upon, regardless of what was promised.
  2. Hofstadter's Law points out that tasks often take longer than expected, even with buffers, so it's beneficial to shorten estimation cycles for better planning.
  3. Parkinson's Law highlights how work expands to fill the time available, showing the importance of constraints for creativity and efficiency.

Founder DNA

The Leadership Lab • 196 implied HN points • 09 Mar 23
💼 Business Organizational Behavior
  1. Every aspect of your team's culture reflects your strengths, blind spots, and dysfunctional behaviors as a leader.
  2. Founder DNA influences how teams adopt a leader's habits and behavioral patterns, leading to organizational dysfunction.
  3. Team culture stems directly from a leader's psychological and relational patterns, affecting how employees interact and behave within the organization.

TBM 229: Winnable and Unwinnable Games (Part 3)

The Beautiful Mess • 1110 implied HN points • 07 Jul 23
💼 Business Organizational Behavior
  1. Hierarchy creates a chain of communication in which information gets oversimplified as it moves up, leading to an unwinnable game
  2. Passing information up the chain results in details being shaped and possibly distorted based on audience and perceived urgency
  3. The ideal conditions for a 'good game' are challenged in scenarios where goals become unclear, feedback loops are long, and motivations are dwindled

How Agile Are You Really?

Rethinking Software • 299 implied HN points • 11 Oct 24
🕹 Technology Organizational Behavior
  1. Agile should give more decision-making power to developers instead of keeping it all with managers. When developers can make choices, they can respond better to challenges in their work.
  2. Developers should connect directly with customers instead of relying on a middle person, like a product owner. This helps them understand what users want and build better products.
  3. Releasing work often and early is important for getting feedback. Instead of waiting for fixed time frames, developers should share updates when they're ready to adjust based on customer input.

The Sheer Stupidity of Sweating the Small Stuff

The Radar • 59 implied HN points • 07 Mar 24
💼 Business Organizational Behavior
  1. Broken windows theory highlights the impact of respecting the environment on criminal behavior, where fixing small issues can prevent larger violations.
  2. Sweating the small stuff in management can lead to top-heaviness, allowing unproductive managers to justify their positions by focusing on trivial matters.
  3. Overemphasizing minor issues can distract from addressing real problems and lead to ineffective management, ignoring actual priorities and resource allocation.

The "good" experiment

The Uncertainty Mindset (soon to become tbd) • 159 implied HN points • 06 Sep 23
💼 Business Organizational Behavior
  1. When facing uncertainty, it's better to run small and cheap experiments instead of committing to a big strategy. This keeps you flexible.
  2. A good experiment must have a clear hypothesis, provide useful insights whether it fails or succeeds, and be designed to be sneaky so organizations don’t resist it.
  3. Experimenting helps you learn and get clarity when things are unclear. It's a practical way to tackle problems without getting stuck.