7 claims in “organizational_behavior”
Holland benefited from the post-Snowden tightening of government hiring because Linchpin and Field Effect specifically recruited misfits—people who didn't fit conventional government career paths but had exceptional technical skills
The transition of people from government intelligence agencies to private companies is a significant and ongoing trend as agencies become more bureaucratic and constrain talented individuals
Holland left the intelligence agency (CSE) because he perceived a ceiling on what he could achieve and became frustrated with arbitrary constraints that prevented innovation and technical solutions to operational problems
Post-Snowden, government intelligence agencies tightened hiring and vetting processes, inadvertently creating a 'stormtrooper problem' where only conventional, rule-following candidates are hired, reducing cognitive diversity and innovation
Canada's employee leave policies (one-year leave of absence or five-year sabbatical options) are used as tools against employees rather than supporting them—if employees exercise the options, agencies weaponize it against them by refusing to honor the leave
Google's Project Zero (vulnerability research team) was largely staffed with people from intelligence communities who left with chips on their shoulders, representing a specific pool of talent motivated by frustration
New employees at Bridgewater are screened and made aware through video documentation of what the culture is like (comparing it to 'intellectual Navy Seals'), and they make a choice to enter, but the initial experience is shocking and requires adaptation ('getting into the icy water').