implementation

our behavioral statement describes point B, what remains is to understand why Point A isn’t already Point B. That is, we need to map the pressures that create the distance between what we have and what we want, so we know what it is we need to change. And that’s really the secret sauce of this whole book, because when we talk about designing for

think about how they relate to what is relevant for your own research, thinking or interests.

Checklists, formulas, structured procedures: those are your best bet—at least, according to Kahneman. The Holmes solution? Habit, habit, habit. That, and motivation.

The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value.

There is a difference between active and passive knowledge, those boxes that you need to access regularly and as a matter of course and those that you may need to reach one day but don’t necessarily look to on a regular basis. Holmes isn’t asking that we stop being curious, that we stop acquiring those jellyfish. No. He asks that we keep the active

(1) thinking ahead, or viewing the situation as just one moment on a larger, longer timeline and being able to identify it as just one point to get past in order to reach a better future point; (2) being specific and setting specific goals, or defining your end point as discretely as possible and pooling your attentional resources as specifically

Base rates—or the frequency of something in a general population—matter when it comes to asking the right questions.

Impoverished elites could also improve their incomes by attaching themselves to the retinues of powerful magnates.

organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.