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Content Warning: This section of the guide includes discussion of illness, death, and death by suicide.
Collins introduces “simplex stepping” as a way of navigating uncertainty when the final destination cannot yet be seen. Inspired by George Dantzig’s simplex algorithm, the method involves taking the “next best step” (185) visible from one’s current position, reassessing from the new position, and continuing iteratively. A step may prove unhelpful or need to be reversed, but it can still provide information about what to do next. The aim is to keep moving and learning without requiring a complete plan in advance.
Katharine Graham followed this pattern after unexpectedly assuming responsibility for The Washington Post Company. Following her husband’s death by suicide, she faced grief, self-doubt, and uncertainty about the company’s future. Instead of selling the business or immediately appointing someone else to run it, she chose first to learn. She gradually increased her involvement, brought capable people such as Ben Bradlee into key roles, and discovered both an enjoyment of leadership and encodings she had not previously recognized. Seven years into her leadership, she authorized publication of the Pentagon Papers despite substantial legal and business risks. Her progression shows how incremental action during fog can build the knowledge, judgement, and confidence needed for larger commitments once greater clarity emerges.
Georgia Frontiere’s experience introduces the possibility of “preclearing” some fog when a cliff can be anticipated. Before inheriting the Los Angeles Rams after her husband’s death, she had spent years learning about football, business, and leadership from him. She therefore entered her new role with greater preparation and a clearer sense of the role than Graham. Collins also describes “point reallocation,” in which a person gradually shifts time and energy toward a possible future direction before an existing role ends. Anticipating a cliff cannot remove its difficulty, but early exploration may reduce some of the uncertainty about what follows.
Collins borrows simplex stepping from a mathematical optimization method, but applying it to a life does not guarantee that successive choices will produce an optimal outcome. In the uncertain life decisions Collins examines, there is no predefined optimum against which each step can be calculated, and some choices may need to be reconsidered. In practice, action can produce information when planning alone cannot. Trying a direction, observing what happens, and adjusting accordingly can reveal previously unseen encodings and make the next decision clearer. In Collins’s account, clarity often develops gradually through movement, without a single decisive epiphany.
Collins examines how luck shapes the paths available in a life, beginning with Jimmy Page’s chance discovery of a guitar in his childhood home. Across the people in his study, some element of luck influenced when and how a hedgehog came into view. Yet Collins rejects the idea that each person has one predetermined calling. He distinguishes finding “the” hedgehog from finding “a” hedgehog, arguing that a person’s constellation of encodings may support multiple potentially fulfilling paths at different stages of life. The later second and third hedgehogs found by several participants support this possibility, although Collins acknowledges that his selected sample cannot establish how commonly such late discoveries occur in the wider population.
The chapter then separates luck from “return on luck” (216). Luck refers to consequential circumstances largely outside a person’s control, while return on luck concerns what the person does with those circumstances. Collins identifies three forms: “what luck,” involving events; “who luck,” involving consequential relationships; and “zeit-luck,” involving historical or cultural conditions. Gerald Ford and Jimmy Carter experienced substantial good and bad luck, but Collins argues that their trajectories are better explained by how they responded to those circumstances than by luck alone. This distinction preserves a role for personal agency without suggesting that people control the opportunities or setbacks they receive.
Collins also introduces “NATILIE moments”— “Not All Time In Life Is Equal” (233)—when an unusual opportunity or danger warrants effort well beyond a person’s normal level. Michael J. Fox illustrates the idea by continuing Family Ties while filming Back to the Future for three and a half months. Collins presents such intensity as temporary and situational, appropriate when a particular moment may have an unusually large effect on what follows.
Importantly, Collins places a boundary around the idea of return on luck. He acknowledges that severe illness, trauma, economic hardship, discrimination, or accumulated adversity can leave people with very little room to act. Everyone in his study was ultimately “fortunate” enough to have circumstances that allowed them to come fully into frame at least once. This qualification places an important limit on individual agency within Collins’s argument. Return on luck explains how people may respond when meaningful options remain; severe circumstances can restrict those options beyond what effort alone can overcome.



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