Second-Order Effects

First-order thinking stops at the obvious: lower prices = more customers. Second-order thinking asks: what happens next? Lower prices might attract price-sensitive customers who churn faster, damaging unit economics. Or it might trigger a price war, eroding the entire market. Second-order effects reveal hidden trade-offs. Examples: Hiring fast (first-order: fill roles quickly) might mean lower-quality hires who slow the team (second-order). Cutting customer support costs (first-order: save money) might increase churn and damage brand reputation (second-order). Good founders think in second-order: asking what will this cause? and then what? This prevents unintended consequences and reveals long-term strategic leverage.