implementation
‘Do unto others as you would have others do unto you.’
Dale Carnegie • How to Win Friends and Influence People
over $75,000 a year—big raises and annual bonuses won’t actually improve their productivity or performance. After that basic-needs line is crossed, employees want intrinsic rewards. They want to be in control of their own time (autonomy), they want to work on projects that interest them (curiosity/passion), and they want to work on projects that
... See moreSteven Kotler • The Art of Impossible
.psychology .implementation
Lets walk through a step-by-step of how to use the framework. We'll go through 5 steps:
• Spell Out Your Variables
• Give Each Variable A Score
• Identify What Matters Most
• Evaluate Your Ability To Change The Variable
• Understand The Time Horizon Of Change
Bangaly Kaba • Impact = Environment x Skills: How to Make Career Decisions
The only time a captain had total authority was in the midst of battle,
Eric Barker • Barking Up the Wrong Tree: The Surprising Science Behind Why Everything You Know About Success Is (Mostly) Wrong
You can also start to look at coverage. Is there an intervention that will work for only a portion of the population? That can be created only under very specific circumstances? That is available only at certain times?
Matt Wallaert • Start at the End: How to Build Products That Create Change
.implementation
Every year, the number of things that can economically go electric increases as their components get cheaper and more performant. Every year, China grows its Electric Stack capabilities relative to the West. Taken together, that means that more of the physical cutting edge will be Made in China.
And as humanity infuses machines with intelligence,
... See morePacky McCormick • The Electric Slide
we remember more when we are interested and motivated. Chances
Maria Konnikova • Mastermind
.psychology .implementation
we’ve accomplished the task and saps the energy we need to realize it. More dreams now mean less achievement later.
Eric Barker • Barking Up the Wrong Tree: The Surprising Science Behind Why Everything You Know About Success Is (Mostly) Wrong
When an intervention doesn’t create the behavior change you want, you’ve got a decision to make. And like intervention selection, this one is something you ultimately just have to intuit: either you revise the pilot and rerun or you kill it and return to your pressure map and intervention design.
Matt Wallaert • Start at the End: How to Build Products That Create Change
.psychology .implementation