Mental Models I Find Repeatedly Useful

High-context vs Low-context Culture — “In a higher-context culture, many things are left unsaid, letting the culture explain. Words and word choice become very important in higher-context communication, since a few words can communicate a complex message very effectively to an in-group (but less effectively outside that group), while in a low-conte

Gate’s Law — “Most people overestimate what they can do in one year and underestimate what they can do in ten years.”

Divergent Thinking vs Convergent Thinking — “Divergent thinking is a thought process or method used to generate creative ideas by exploring many possible solutions. It is often used in conjunction with its cognitive opposite, convergent thinking, which follows a particular set of logical steps to arrive at one solution, which in some cases is a ‘co

Natural Selection — “The differential survival and reproduction of individuals due to differences in phenotype. It is a key mechanism of evolution, the change in heritable traits of a population over time.”

Dunning-Kruger Effect — “Relatively unskilled persons suffer illusory superiority, mistakenly assessing their ability to be much higher than it really is…[and] highly skilled individuals may underestimate their relative competence and may erroneously assume that tasks which are easy for them are also easy for others.” (related: overconfidence effec

Hanlon’s Razor — “Never attribute to malice that which is adequately explained by carelessness.” (related: fundamental attribution error — “ the tendency for people to place an undue emphasis on internal characteristics of the agent (character or intention), rather than external factors, in explaining another person’s behavior in a given situation.

Peter Principle — “The selection of a candidate for a position is based on the candidate’s performance in their current role, rather than on abilities relevant to the intended role. Thus, employees only stop being promoted once they can no longer perform effectively, and ‘managers rise to the level of their incompetence.’”

Occam’s Razor — “Among competing hypotheses, the one with the fewest assumptions should be selected.” (related: conjunction fallacy, overfitting, “when you hear hoofbeats, think of horses not zebras.”)

Makers vs Manager’s Schedule — “When you’re operating on the maker’s schedule, meetings are a disaster.” (related: Deep Work)

Maslow’s Hierarchy of Needs — “Maslow used the terms ‘physiological’, ‘safety’, ‘belongingness’ and ‘love’, ‘esteem’, ‘self-actualization’, and ‘self-transcendence’ to describe the pattern that human motivations generally move through… [though there is] little evidence for the ranking of needs that Maslow described or for the existence of a definit