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The No. 1 reason startups fail is that they try to build something that nobody wants.
People adopt and endorse something which they feel they want at a primal level, with the design appeal of...
Creating something that people would desire requires examining the three main forces involved.
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It is when you to turn a task into a game to motivate yourself to finish it.
It motivates the "player" to chase after rewards as he gets points and achieve new levels with new challen...
Use surprise rewards.
Engage in time-based challenges
Make a deal with your friend.
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They are shortcut strategies that save time and effort by focusing our attention and simplifying the way we process information. The rules aren’t universal- they’re tailored to the particular si...
They guide the choice of what to do (and not do) without requiring a lot of time, analysis, or information.
They work well for categorical choices, like a judge’s yes-or-no decision on a defendant’s bail, and decisions requiring many potential opportunities to be screened quickly.
These rules also come in handy when time, convenience, and cost matter.
They rank options to help decide which of multiple paths to pursue.
They are especially powerful when applied to bottleneck activities - pinch-points in companies, where the number of opportunities swamps available resources, and prioritizing rules can ensure that these resources are deployed where they can have the greatest impact.
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“Deciding what not to do is as important as deciding what to do. It’s true for companies, and it’s true for products."
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