Jay Matthews

I’m indifferent to whether you do something great or not. All I know is that tapping into your creative potential is deeply powerful and with all the resources in the world at our disposal, we might as well see what we can become.

Thus “The Simultaneous City,” with texts spanning from about 1909 to 1915, explores the technological myths of the modern city that are archetypal to the Futurist imagination: new machines that abolish distance and modify our senses, new simultaneous perceptions of the street, the crowd, and nightlife, the dynamic clash of competing forces, and the... See more

The rise of professionalized economics makes it useful for organizations to incorporate groups of economists and econometric analyses. Though no one may read, understand or believe them, econometric analyses help legitimate the organization's plans in the eyes of investors, customers (as with Defense Department contractors), and internal... See more

“The word “poverty” was a fine, somehow noble word. It evoked an image out of old schoolbooks: poor but clean. Cleanliness made the poor socially acceptable. Social progress meant teaching people to be clean; once the indigent had been cleaned up, “poverty” became a title of honour. Even in the eyes of the poor, the squalor of destitution applied... See more

If I am seeing the world through an identity-first lens, what happens to the image I have constructed of myself once a core part of it is challenged? In this scenario, I am forced to either:

1. Subscribe to additional identity labels or come up with numerous caveats to explain why my experience contradicts that of someone else in my identity group


2. Deny

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Getting the attention and the following is also wonderful, but all too often it changes the vibe. The more you grow, the less depth you can have with people. It becomes something that needs to be managed.

Caveats to the "Underdog Strategy" When a really credible person tells you you can't succeed, in some sense, you basically internalize those expectations, your confidence drops, you actually believe them, and you don't perform as successfully. On the other hand, when you receive low expectations from someone who's not seen as credible, you perceive... See more

Starts with explaining how in the 1980s and 1990s, in elite schools (e.g. Harvard), there was a shift in focus from producing good corporate employees to the following: