“In complex environments, individuals are not fully able to analyze the situation and calculate their optimal strategy. Instead they can be expected to adapt their strategy over time based upon what has been effective and what has not.”

—  Robert Axelrod , book The Complexity of Cooperation

Chap. 1 : Evolving New Strategies

Adapted from Robert Axelrod, “The Evolution of Strategies in the Iterated Prisoner’s Dilemma,” in Genetic Algorithms and Simulated Annealing, ed. Lawrence Davis (London: Pitman; Los Altos, Calif.: Morgan Kaufman, 1987)
The Complexity of Cooperation (1997)

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Robert Axelrod 15
American political scientist 1943

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Context: Having conflicting goals, dedicating resources to unconnected targets, and accommodating incompatible interests are the luxuries of the rich and powerful, but they make for bad strategy. Despite this, most organizations will not create focused strategies. Instead, they will generate laundry lists of desirable outcomes and, at the same time, ignore the need for genuine competence in coordinating and focusing their resources. Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.

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