General Thinking & Meta-Models
Section 1
Core Idea
The "backwards law" (often associated with Alan Watts and popularised in modern writing) is the idea that the more you pursue something directly — happiness, status, approval — the more it eludes you; and that acceptance or indifference toward the outcome can paradoxically make it more likely. Pushing hard on a metric can distort behaviour (Goodhart); wanting something too visibly can make others withhold or you choke. Founders see it in culture (pursuing "culture" directly vs building it via work), growth (chasing growth vs building value), and performance (needing to win vs playing to play). The lens: for some goals, indirect pursuit or detachment from the outcome works better than direct pursuit.
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Section 2
How to See It
Culture
You're seeing it when a company loudly "pushes culture" and gets performative compliance. Culture often improves when the focus is on mission and standards, not on "having great culture."
Performance
You're seeing it when needing to win undermines play (choking, tightness). Focusing on process or accepting the outcome can free action and improve results.
Negotiation & influence
You're seeing it when appearing too eager weakens your position. Indifference or walking away often improves outcomes — the backwards move.
Section 3
How to Use It
For goals that are distorted by direct pursuit (happiness, culture, some metrics), try indirect strategies: aim at inputs and process, or at a higher-level goal that implies the one you want. Where "wanting it too much" changes behaviour (yours or others’), create distance — e.g. process goals, optionality, or explicit acceptance of failure. Don’t confuse this with inaction; it’s about how you orient, not whether you act.
Decision filter
"Is pursuing this goal directly making it harder to achieve (distortion, choking, strategic disadvantage)? If so, try indirect pursuit or detachment from the outcome."
As a founder
Apply the backwards law where direct pursuit backfires: culture (build via work and standards), growth (build value and let growth follow), and key hires (sell the mission, not desperation). Design incentives and narrative so that the right thing is pursued in the right way.
Section 5
Founders & Leaders
Rick RubinRecord producer; co-founder, Def Jam; author, The Creative Act
Rubin has emphasised process, presence, and not forcing outcomes in creative work. Founders can adopt the lens: for culture, creativity, and some forms of growth, indirect pursuit and acceptance of outcome often beat direct grasping.
Section 7
Connected Models
Reinforces
Goodhart's Law
When a measure becomes a target, it ceases to be a good measure. Goodhart is the metric version of the backwards law — direct pursuit of the number corrupts the number.
Reinforces
Stoicism
Stoics separate what’s in your control (intentions, effort) from outcomes. The backwards law aligns: focus on the controllable, accept the rest — and that often improves results.
Leads-to
Via Negativa
Improvement by subtraction (removing the wrong thing) can be more effective than adding. Via negativa is the structural version of indirect improvement.
Section 8
One Key Quote
— Alan Watts, on the backwards law"The harder you try to be happy, the more you suffer. The attempt to grasp is what pushes the thing away."
Section 11
Summary & Further Reading
Backwards law: direct pursuit of some goals (happiness, culture, approval) can make them harder to achieve; indirect pursuit or detachment often works better. Use it where direct pursuit distorts behaviour or weakens position.
01
Book
Popular treatment of backwards law and values.
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