---
description: Gaddis's observation via Napoleon -- the higher leaders rise the more their success erodes the environmental feedback that produced their good judgment, creating a structural blindspot that scales with authority
type: claim
domain: grand-strategy
created: 2026-03-05
confidence: likely
source: "John Lewis Gaddis 'On Grand Strategy' 2018"
tradition: "Grand strategy, organizational theory"
related:
- fitness landscape ruggedness determines whether adaptive systems find good solutions because smooth landscapes reward hill-climbing while rugged landscapes trap agents in local optima and require exploration or recombination to escape
reweave_edges:
- fitness landscape ruggedness determines whether adaptive systems find good solutions because smooth landscapes reward hill-climbing while rugged landscapes trap agents in local optima and require exploration or recombination to escape|related|2026-04-18
---

# common sense is like oxygen it thins at altitude because power insulates leaders from the feedback loops that maintain good judgment

Gaddis's formulation -- "common sense, in this sense, is like oxygen: the higher you go, the thinner it gets" -- captures a structural pattern that recurs across every domain of strategic failure. Napoleon is the paradigm case: "like Caesar, he rose so far above fundamentals as to lose sight of them altogether." After Borodino, Napoleon was "like a dog which has caught the car it has been chasing" -- his grammar had become his logic, and no one remained who could challenge it.

The mechanism is feedback erosion. At lower altitudes, consequences are visible and immediate. A squad leader who makes a bad call sees soldiers die. A small business owner who misprices feels it in cash flow. But as authority grows, layers of hierarchy, deference, and success insulate the decision-maker from direct feedback. Augustus succeeded by maintaining "checklists" that reconciled theory with practice -- a deliberate mechanism to counter altitude effects. Napoleon abandoned all such mechanisms.

This pattern maps precisely onto since [[proxy inertia is the most reliable predictor of incumbent failure because current profitability rationally discourages pursuit of viable futures]]. Incumbent leaders don't fail because they're stupid -- they fail because success has made the feedback loops that would alert them to changing conditions progressively weaker. Since [[good management causes disruption because rational resource allocation systematically favors sustaining innovation over disruptive opportunities]], the very practices that produced success at altitude become the mechanism of failure.

The altitude problem also applies to AI capabilities labs: the more capable and successful a lab becomes, the less it can hear the alignment concerns that look "impractical" from the summit. Since [[the alignment tax creates a structural race to the bottom because safety training costs capability and rational competitors skip it]], altitude effects compound the race dynamic -- successful labs lose touch with the ground-level reality of alignment risk.

Since [[effective grand strategists combine hedgehog direction with fox adaptability because neither pure conviction nor pure flexibility succeeds alone]], the antidote to altitude thinning is deliberately maintaining fox-like ground contact even while maintaining hedgehog direction. Lincoln exemplified this: despite rising to the highest altitude of wartime presidential power, he maintained relationships that brought unfiltered reality to his decisions. The institutional version is governance mechanism diversity -- since [[governance mechanism diversity compounds organizational learning because disagreement between mechanisms reveals information no single mechanism can produce]], multiple feedback channels resist the altitude effect.

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Relevant Notes:
- [[proxy inertia is the most reliable predictor of incumbent failure because current profitability rationally discourages pursuit of viable futures]] -- proxy inertia IS altitude thinning at the organizational level
- [[good management causes disruption because rational resource allocation systematically favors sustaining innovation over disruptive opportunities]] -- Christensen's version: good management at altitude produces blindness
- [[governance mechanism diversity compounds organizational learning because disagreement between mechanisms reveals information no single mechanism can produce]] -- institutional antidote to altitude effects
- [[the alignment tax creates a structural race to the bottom because safety training costs capability and rational competitors skip it]] -- altitude effects compound the alignment race
- [[effective grand strategists combine hedgehog direction with fox adaptability because neither pure conviction nor pure flexibility succeeds alone]] -- fox ground-contact as altitude antidote
- [[companies and people are greedy algorithms that hill-climb toward local optima and require external perturbation to escape suboptimal equilibria]] -- hill-climbing IS the altitude problem: success pulls you upward while eroding peripheral vision

Topics:
- [[maps/attractor dynamics]]
- [[maps/competitive advantage and moats]]