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Logical Fallacies

The Teleological Fallacy

The teleological fallacy is the illusion that you know exactly where you are going, that you knew in the past, and that others succeed by knowing where they are going. It leads to rigid planning and ignores the value of revising goals based on new information.

THE IDEA

The Teleological Fallacy

So let us call here the teleological fallacy the illusion that you know exactly where you are going, and that you knew exactly where you were going in the past, and that others have succeeded in the past by knowing where they were going.

The rational flâneur is someone who, unlike a tourist, makes a decision at every step to revise his schedule, so he can imbibe things based on new information, what Nero was trying to practice in his travels, often guided by his sense of smell. The flâneur is not a prisoner of a plan. Tourism, actual or figurative, is imbued with the teleological illusion; it assumes completeness of vision and gets one locked into a hard-to-revise program, while the flâneur continuously—and, what is crucial, rationally—modifies his targets as he acquires information.

Now a warning: the opportunism of the flâneur is great in life and business—but not in personal life and matters that involve others. The opposite of opportunism in human relations is loyalty, a noble sentiment—but one that needs to be invested in the right places, that is, in human relations and moral commitments.

The error of thinking you know exactly where you are going and assuming that you know today what your preferences will be tomorrow has an associated one. It is the illusion of thinking that others, too, know where they are going, and that they would tell you what they want if you just asked them.

Never ask people what they want, or where they want to go, or where they think they should go, or, worse, what they think they will desire tomorrow. The strength of the computer entrepreneur Steve Jobs was precisely in distrusting market research and focus groups—those based on asking people what they want—and following his own imagination. His modus was that people don't know what they want until you provide them with it.

This ability to switch from a course of action is an option to change. Options—and optionality, the character of the option—are the topic of Book IV. Optionality will take us many places, but at the core, an option is what makes you antifragile and allows you to benefit from the positive side of uncertainty, without a corresponding serious harm from the negative side.

When to use it

  • In entrepreneurship, avoid relying solely on market research; instead, iterate based on feedback and user behavior.

  • In personal career planning, remain open to changing directions as you gain new experiences and insights.

  • In decision-making under uncertainty, cultivate optionality rather than committing to a rigid plan.

FROM THEORY TO EVERYDAY LIFE

In practice

01

Steve Jobs and Market Research

Steve Jobs famously distrusted market research and focus groups, believing that people don't know what they want until you provide them with it. Assuming others know their future preferences is the teleological fallacy.

02

The Tourist vs. the Flâneur

A tourist follows a rigid itinerary, assuming they know the best path in advance. The rational flâneur revises plans based on new information, avoiding the teleological fallacy.

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A MOMENT TO REFLECT

Put it to work.

  1. When have you assumed that you knew your future preferences, only to be surprised?

  2. How can you adopt the mindset of a rational flâneur in your current project or decision?

  3. Why might it be a mistake to ask customers what they want in advance? Can you think of a counterexample?

Connected ideas

Another lens can bring the same problem into focus.

Often confused with

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Source texts

  • Antifragile (Nassim Nicholas Taleb)
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