psychology

To use a phrase popularised in a famous FT article: great brands are often built obliquely. They are generally a by-product of something (ideals, vision, focus) and not a product of anything.

called another meeting and this time I asked where they felt their problems were. We discussed each point, and I asked them their opinions on which was the best way to proceed. With a few lowkeyed suggestions, at proper intervals, I let them develop my system themselves. At the end of the meeting when I actually presented my system, they

You don’t want to be a phony transactional networker. You want this to become an organic, serendipitous, natural friendship, right?

The use of AI, machine learning, deep learning, and artificial intelligence are creating the perception that understanding the causal mechanics of a system or how the world actually works doesn’t matter because all I need to have is a marginal degree of statistical significance in my actions to make A TON of money.

The outcome of having a dense network is insidious but powerful. It means only the narratives which can go viral do go viral. The collective epistemic commons becomes filled with those narratives which outcompete the others and muscle their way to the top. It means that at a time of unprecedented low unemployment, high wages, high standard of

In fact, a competitive situation can induce a “feeding frenzy” for a scarce good, even among seasoned negotiators. Take the story of Barry Diller, an executive at the TV network ABC , who was considered a mogul for his success in the entertainment industry. But then, in 1973, he paid 3.3 million dollars for the right to show the movie The Poseidon

When multiple curiosity streams intersect, you not only amp up engagement—you create the necessary conditions for pattern recognition, or the linking of new ideas together.2 Pattern recognition is what the brain does at a very basic level. It’s essentially the fundamental job of most neurons. As a result, whenever we recognize a pattern, the brain

In the end, Kaczynski and his followers made the same mistake as Skinner: they viewed us as mere puppets of our environment, devoid of agency and the ability to adapt. They needn’t have feared the world becoming a Skinner box, because, among all the papers written about that troublesome contraption, one fact is always overlooked: Skinner’s pigeons

leaves room for spontaneity and problem-solving by introducing strategic uncertainty , planning projects or acting on ideas without detailed itineraries: “Committing to things beyond your comfort zone is the only way to build adaptability and resilience.”