[Greed]

I don't think the concepts are as unrelated as you're suggesting, they both tend to operate on the premise that they can be more effective than others because they're able to bypass the lanes that everyone else is taking.

And you are highlighting exactly what I'm pointing out, which is that if your process is so rigid and overfit that your org is regularly missing out on obvious solutions then the thing you should be solving is the process rather than trying to create "wolves". The concept of a team needing someone that consistently "breaks the rules" so that you can do the right thing is a glaring red flag that you have a bigger picture problem.

[hogehoge51]

my point was the efficiency from bypassing/cutting corners is different to the efficiency from understanding and synthesizing problems and solutions differently.

the "obviousness" in the first is seen by everyone, the "obviousness" in the second is seen only by people able to break out of a collective mindset and unground their thought processes.

in the first the "wolf" is missing some obvious things, in particular the negative externality of their action. in the second the "wolf" is generally working on maximising the positive externality by generalizing problem space and solution space outside of the conventional fitting.