We all enjoy a good movie, but had you heard these quotes from 7 famous movies?These quotes will hit your life somewhere

7 Movies Quotes Thay Impactfull For Our Life

"I guess it comes down to a simple choice, really. Get busy living, or get busy dying."

The Shawnshank Redemption

Katsumoto: You believe a man can change his destiny?Algren: I think a man does what he can, until his destiny is revealed.

The Last Samurai

Tyler Durden: The things you own, end up owning you.

Fight Club

Persian: A thousand nations of the Persian empire will descend upon you. Our arrows will blot out the sun!Stelios: Then we will fight in the shade.

The Dark Knight

Maximus: Nothing happens to anyone that he is not fitted by nature to bear

Gladiator

Gandalf: I will not say "Do not weep", for not all tears are an evil.

Lord Of The Ring: The Return Of The King

Seven movies quotes that will make you think.

personaldevelopment

Personal Development

movies

Movies & Shows

leadershipandmanagement

Leadership & Management

You don't need a massive game plan for the day, what you need is a simple Action Plan that allows you to focus your attention on the 3 - 5 things you actually need to accomplish during the day. It's all about priorities, so work on the few things which will allow you to make the biggest impact!

1. Have a Daily Action Plan!

If you want to be more productive and effective then you have to work to a schedule. You have to give yourself a chance to focus and do what needs to be done within a certain time frame. The good news is that you get to choose that time frame! So start getting into the habit of starting and finishing projects within a reasonable time frame. Then you can move onto the next task or project with a clear mind and fresh outlook.

2. Set Deadlines!

If you want to be more effective, then you have to learn to slow things down and be more deliberate in your approach to work and life. Stop rushing around and start giving yourself enough time to gather your thoughts and put yourself in a powerful state of mind. Be in control of yourself at all times!

3. Give yourself time!

You can't be effective in any way if your mind and attention is constantly scattered. Limit your meetings, discussions, social media and any activity that ultimately isn't related to the current task at hand. Give yourself designated times throughout the day to check your social media or call your partner or take meetings. A lack of focus is what kills productivity and effectiveness.

4. Limit distractions!

Open your ears, rather than your mouth. If you learn to listen more effectively you will be able to identify the opportunities and challenges that exist in front of you. You can save a lot of time and stress by learning to listen and pause before you respond thoughtfully.

5. Listen!

The most important thing to focus on is what you can do right now with the information you have at hand. Make informed decisions and find a way to move forward. Being effective means you find a solution and don't dwell on the problem and what has already occurred!

6. Focus on what you can do!

6 Tips To Help You Stay Focused And Productive

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If you cling to life, you'll lose it. If you're ready to lose life, you'll gain it. A bit christiany, wouldn't you say? :))A capacity for freedom is a natural feature.  However, the concept of freedom changes through times. Human thought is responsive to actual reality. So history  can be seen as the development of ideas about freedom.History is the progress and consciousness for freedom.I'm free because I can act on my desires. Or better yet, I'm free because I give up on them. It becomes a freedom of the pure self. But it becomes too abstract and you cant commit to any activity.

What is Hegel's freedom?

You need a middle ground mediated by society, so that you reflect your desires in society. Hegel looks at each civilization and the concept of freedom that it embodies.The Reformation seen as  inner spiritual freedom, inner fate, not through external authority.state-individualThere's a codependent relation between state and individual. Most of our desires are the result of the world we live in (We don't 'need' Pepsi, but you learn to need it.)I can't craft my own identity without the others around me. A metaphisycally bankrupt idea.

No history without society

Original history - is done by the person at the time happening. The likes of Herodotus and <a href="https://en.wikipedia.org/wiki/Thucydides">Thucydides</a>.Reflective history - is like a narrative of the past from the present which also want to draw a moral lesson from it.Philosophical history - there is more to history than dates and sad stories of war. There's progress. Hegel wants to see progress.The end of history - is about a conceptual closure (regressive move, going backwards, dystopian world, Handmaiden tale vibes).

Types of histories

Listen to In Our Time: Philosophy on Spotify. 

marketingandsales

Marketing & Sales

problemsolving

Problem Solving

In Our Time: Philosophy

Ideally, we can choose to always do what we love without ever needing to think about the things we don’t like. That, unfortunately, is not the case in real world. There are times when we need to do something we don’t like. Just think of the time when you were in school or college. While there were some modules you liked, there were usually also some modules you didn’t like. But you needed to work your way through all of them, not just the ones you liked.

How to Enjoy What You Are Doing No Matter What

Often, we need to do something we don’t like as a part of something larger which will give us big benefit in the future. For example, we take the modules we don’t like in college because it will eventually earn us a degree that gives us the opportunity to get a good job. It is unlikely that we need to do something we don’t like if there is no long-term benefit involved. By looking at the long-term benefit you will eventually acquire, the activity won’t look as bad as it is.

1. Look at the long-term benefit

I believe there is always something we can learn from every experience. If we can’t find one, that’s maybe just because we are too focused on the negative side rather than the positive. For example, European History which Joel talked about may help us learn from thousands of years of experiences so that we do not need to repeat the same mistakes people did. Besides, it can give us more potential common ground to connect with new people (especially with those who like history). If you really can’t find any, at least the experience teaches you to be persistent in any situation.

2. Find what you can learn from it

Love is a strong source of motivation. If you do something for someone you love, it’s very likely that you can stand even the most boring activity and even enjoy the process. So keep in mind that you do not do this for yourself, but for someone you love.

3. Think of doing it for someone you love

Your source of fun and enjoyment is not just the activity, but also the interaction with the people there. While the activity itself might not be very exciting, there might be a lot of rich experiences you can get from the interaction with the people. That’s also one reason to enjoy what you are doing.

4. Enjoy the interaction with the people

If you keep thinking or saying that you don’t like an activity, there is no way you can enjoy it. Always think and say something positive. The points above helps you find positive things you can think and say about. You may think of the long-term benefit you will get, or the nice interaction you have with the people. Focus on these positive things; don’t ever think or say something negative..

5. Think and say something positive

While you may not always have the luxury to choose who you work with, whenever possible you should choose to gather with positive people. Choose the people who you know are passionate about the activity. Their passion would be contagious. They will give you the energy to stay positive and even enjoy what you are doing.

6. Gather with passionate people

Important things to remember and follow them to enjoy the work you are doing ... And lead a wonderful day...

Enjoying your career is more important than earning a high salary or flashy title. Here's why you should switch to a job that makes you happy.

career

Career

business

Business

How to enjoy the work what you are doing ...

In the wake of Covid-19, organizations are fundamentally rethinking their product and service portfolios, reinventing their supply chains, pursuing large-scale organizational restructuring and digital transformation, and rebuilding to correct systemic racism from the ground up. Traditional change management process won’t cut it. The author borrows from agile software development processes to reinvent the change management playbook.

Summary

In the midst of a Covid-induced recession, and with some industries on the brink of extinction, change isn’t about fine-tuning — it’s existential.But traditional change management — often characterized by heavy process, lengthy timelines, and clunky rollouts — won’t cut it right now. The type of change management required in this moment is quick, agile, and (in many cases) virtual.

It's Different Now

The first step in well-known change management models is often to “create a sense of urgency.” Depending on the change you are pursuing, you may be able to skip straight to declaring a change vision that outlines a compelling vision of your future state.Companies without a clear vision will spend too much time fielding stakeholder inquiries instead of tending to the necessary changes.

Declare your change vision

CEOs can accelerate the change process by empowering a group of trusted experts deeper in the organization who can be redeployed full-time against the challenge at hand.Companies should also look to build an external network of advisors who can quickly be tapped to weigh in on business threats where in-house expertise doesn’t exist.To eliminate friction and delays, the group of internal and external experts will also need to quickly align on guiding principles and open a physical or virtual “war room” to drive collaboration.

Empower the people who are best positioned to drive change

When time is of the essence, these teams can help tackle challenges and opportunities as they see them, including those that aren’t visible to leadership but are critical to supporting the change agenda.

Encourage self-organizing teams to supplement your efforts

nternal social media and collaboration platforms are likely the fastest and most effective way to drive understanding of your change efforts and recruit the people who will champion the transformation.This more informal channel created greater authenticity, enabled two-way dialogue and made it possible for the CEO to assess employee sentiment as the change efforts unfolded.Employee influencers should be tapped to initiate online conversation around change efforts , leveraging positive peer pressure to bring colleagues on board and creating a sense of virtual community around the initiative.

Use internal social channels and influencers

Recent events have confirmed what many change leaders already knew — though your change vision is critical to driving alignment and buy-in, that picture will seldom stay the same from the start of a change project to its finish. The fact that many companies are bringing employees back to work in phases allows for the agile iteration and continuous learning. They should take advantage by piloting change tools and processes on early returners and improving them with each subsequent wave.

Embrace a “test-and-learn” approach

The virtues of the shift from annual performance reviews to frequent check-ins should be apparent to leaders looking to drive rapid behavior change. More frequent feedback enables real-time coaching and allows managers to place the emphasis on what is most needed from the employee in that moment.Reward programs can also help drive swift behavior change. Retailers instituted hazard and overtime pay to support their change efforts at the onset of Covid-19, and many of their employees rose to the occasion, taking on tough assignments to keep the business humming.

Shift from long-term to short-term accountability

Non-financial rewards play an even larger role in more challenging economic times. Korn Ferry research indicates that these non-financial rewards (e.g., meaningful work, career development, training, recognition) are more instrumental in talent engagement and retention than base pay and variable pay programs.

Formal adoption of agile may or may not be right for your organization but now is the time to consider how to make change management work faster and harder. If we know anything for certain in this moment, it’s that more change is coming.

When facing crisis-driven change, consider these modifications from Sarah Jensen Clayton  to accelerate and streamline your process.

In the wake of Covid-19, organizations are fundamentally rethinking their product and service portfolios, reinventing their supply chains, pursuing large-scale organizational restructuring and digital transformation, and rebuilding to correct systemic racism from the ground up. Traditional change management process won’t cut it. The author borrows from agile software development processes to reinvent the change management playbook.

remotework

Remote Work

An Agile Approach to Change Management

A “razor” is a rule of thumb that simplifies decision-making.Humans are wired to take shortcuts in our decision-making. These shortcuts can lead us astray—but when used appropriately, the shortcuts can be extremely valuable.Here is a list of powerful decision-making razors to help you make better decisions, faster than ever before.

The Razor

Complexity and jargon are used to mask a lack of deep understanding.If you can’t explain it to a 5-year-old, you don’t really understand it.If someone uses a lot of complexity and jargon to explain something, they probably don’t understand it.

The Feynman Razor

When choosing between two paths, choose the path that has a larger luck surface area.Much of what we call "luck" is actually the macro result of 1,000s of micro-actions. Your daily habits put you in a position where “luck” is more likely to strike.It’s hard to get lucky watching TV at home—it’s easy to get lucky when you’re engaging and learning, physically or digitally.Spend more time on things that increase your luck surface area.

The Luck Razor

When faced with two paths, choose the path that puts you in the arena.It's easy to throw rocks from the sidelines. It's scary and lonely in the arena—but it's where growth happens.Once you're in the arena, never take advice from people on the sidelines.

The Arena Razor

When choosing who to spend time with, prioritize spending more time with optimists.Pessimists see closed doors. Optimists see open doors—and probably kick down the closed doors along the way.Remember: Pessimists sound smart, optimists get rich.

The Optimist Razor

Nassim Nicholas Taleb famously proposed this rule of thumb in his best-selling book, Skin in the Game.He talks about choosing between two surgeons of equal qualification and experience. One looks highly refined and one looks like a butcher. If forced to choose between two options of seemingly equal merit, choose the one that doesn’t look the part.The one who doesn’t look the part has had to overcome much more to achieve their status than the one who fits in perfectly.

Looking The Part Razor

When in doubt, choose to show MORE gratitude to the people who have mentored or supported you.Say thank you more. Tell someone you appreciate them. Not just on special occasions—every single day.Lean into gratitude daily and your life will improve.

The Gratitude Razor

Time is either *invested* or *spent*.Invested time—actions that compound:<ul><li>Reading</li><li>Physical activity</li><li>Mindfulness</li><li>Relationship building</li></ul>Spent time—actions that don’t compund.When choosing what to do, prioritize investing time, not spending it.

Spending Vs Investing Time

If you have a choice between entering two rooms, choose the room where you're more likely to be the dumbest one in the room.Once you're in the room, talk less and listen more.Bad for your ego—great for your growth.

Rooms Razor

When deciding whether to take on a new project, follow a simple two-step approach:Is this a "hell yes!" opportunity? If not, say no. If yes, proceed to Step 2.Imagine that this is going to take 2x as long and be 1/2 as profitable as you expect. Do you still want to do it? If no, say no. If yes, take on the project.Using this approach will force you to say no much more often—you'll only say yes to projects you are extremely excited about, which are ultimately those that drive asymmetric rewards in your life.

The New Project Razor

When faced with two options, choose the one that’s more difficult in the short-term.There are two paths:Easy now—hard later.Hard now—easy later.Naval Ravikant calls this making "uphill decisions”—overriding your pain avoidance instinct and choosing the path that looks more arduous.It's worth it—short-term pain typically creates compounding long-term gain.

The Uphill Decision Razor

When you're weighing alternative explanations for something, the one with the fewest necessary assumptions should be chosen.Put simply, the simplest explanation is often the best one.Simple Assumptions is greater than Complex Assumptions. If you have to believe a complex, intertwined series of assumptions in order to reach one specific conclusion, always ask whether there is a simple alternative assumption that fits.Simple is beautiful.

Occam's Razor

If you encounter someone with opinions or perspectives very different from your own, listen twice as much as you speak.Our natural tendency when we hear a view we disagree with is to respond and refute it.Instead, always default to Listen Mode. You'll learn way more that way.

Listen Mode

If you have the choice, always choose to sprint and then rest.Most people are not wired to work 9-5—long periods of steady, monotonous work. It's a remnant of the Industrial Age.Parkinson’s Law states that work expands to fill the time available for its completion. When you establish fixed hours to do your work, you find unproductive ways to fill it—you work longer, but get less done.If your goal is to do inspired, creative work, you have to work like a lion: Sprint when inspired. Rest. Repeat.

The Lion Razor

If your smartest friends are all interested in something, it’s worth paying attention to.If that something seems crazy, it's worth paying a lot of attention to.The passions and weekend projects of the smartest people in your circles are a looking glass into the future.

Smart Friends Razor

Make decisions that your 80-year-old self and 10-year-old self would be proud of.Your 80-year-old self cares about the long-term compounding of the decisions of today.Your 10-year-old self reminds you to stay foolish and have some fun along the way.When you make decisions with both of them in mind, you have a recipe for a productive, joy-filled life.

The Young & Old Test

If it looks like a duck, swims like a duck, and quacks like a duck, it’s probably a duck.You can determine a lot about a person by observing their habitual actions and characteristics.When someone tells you who they are, believe them the first time.

The Duck Test

Never attribute to malice that which can be adequately explained by stupidity.In assessing someone's actions, we shouldn't assume negative intent if there's a viable alternative explanation—different beliefs, lack of intelligence, incompetence, or ignorance.Applies to politics, relationships, and general Twitter discourse...

Hanlon's Razor

Anything asserted without evidence can be dismissed without evidence.If something cannot be settled by reasonable experiment or observation, it's not worth debating.These will save you from wasting a lot of time on pointless arguments.

Hitchens’ Razor & Newton’s Flaming Laser Sword

Opinions are earned—not owed.If you can't state the opposition's argument clearly, you haven't earned an opinion. There's a natural human tendency to feel the need to have an opinion on absolutely everything. When asked about a topic you don't understand deeply, take pride in having no opinion. If it's important, do the work to earn one.

The Opinion Razor

If you're struggling to understand something, try writing it out.When you write, you expose the gaps that exist in your logic and thinking. Study to fill the gaps.Writing is the ultimate tool to sharpen thinking—use it as a "knife block" for life.

The Writing Knife Block

Truly successful people rarely feel the need to brag about their success.If someone regularly brags about their income, wealth, or success, it's fair to assume the reality is likely a small fraction of what they claim.If they consistently name-drop important people with no relevant context, it's fair to assume that fraction is even smaller than you originally thought.

The Braggers Razor

When deciding what to read, just read whatever grabs you. When it stops grabbing you, put it down.Avoid the trap of only reading “impressive" sounding books that bore you to death.Never establish reading vanity metrics as goals.

The Reading Razor

Too many people take on stress that has no upside.If something is going to be stressful, consider whether the reward is sufficiently outsized to justify the stress.If it isn't, don't take it on.

The Stress-Reward Test

The Curiosity Chronicle has quickly become one of the most popular newsletters for growth-minded individuals in the world. Each week, subscribers receive a deep dive that covers topics ranging from growth and decision-making to business, finance, startups, and technology. In addition, subscribers receive The Friday Five, a weekly newsletter with five ideas curated to spark curiosity headed into the weekend.

The Curiosity Chronicle | The Most Powerful Decision Making Razors

Many managers are aware of the upsides of mediating conflict between employees. But mediation can break down, and the authors’ research explains four reasons why that may happen. Being aware of these potential tripwires allows managers to watch out for them and devise strategies to navigate each. There are four roles — beyond the standard mediator role — that managers can assume to limit the potential damage of a dispute and get it back on track.

The Mediator

The higher the intensity of a conflict, the more likely it is for mediation to collapse because the odds of one of the disputants storming out or freaking out and further damaging the relationship goes up. In our scenario above, the fact that the project is high stakes and the department heads have never gotten along are factors that notch up the tension levels.

Four Reasons Mediation Fail: 1. High Intensity

Conflicts that occur between people or groups who are solely competing against one another, especially over coveted resources, are also prone to fail in mediation. For example, perhaps those two department heads are fighting over sparse funding allocations or even the attention and recognition rarely doled out by higher-ups.

2. Competitive Relationships

Efforts that are greatly constrained by time, law, norms, or other factors are also prone to flop. To suggest that two employees can work out their issues in a single, two-hour meeting might be wrong. Working things out takes as long as it takes, and mediation doesn’t always respond to the parameters that organizations draw.

3. Limiting conditions

Problems can’t be resolved in open dialogue if important issues are kept hidden. For example, perhaps there are tensions around gender equity in the office, and the department heads in this scenario are of different genders. Mediations that involve issues that organizations aren’t talking openly about tend to fail.

4. Unspoken Issues and Hidden Agendas

The standard mediator’s role is ideally to open dialogue and then disappear, allowing the parties to reach their own resolutions. Once the mediation is underway, you want to offer a relational, non-judgmental approach by asking questions, reflecting on the answers, and reframing what’s being said to help the parties expand their viewpoints.But to do so, business leaders need to learn to navigate the four tripwires.

Avoiding The Four Tripwires

A mediator’s first task is to gauge and control the intensity of a conflict. For those highly volatile ones, it’s important to play the role of medic by triaging the conflict to reduce its intensity. A mediator in medic mode is active — they remain highly present throughout the process and enforce communication guidelines like keeping people from going on the attack. This does not necessarily require an overly firm intervention; instead, the medic strikes a deft balance between allowing the parties to vent while slowing them down long enough that they begin to talk.

The First Task: Be A Medic

The medic’s best tools are controlling the process, managing emotions, and providing a structure that finally lets the parties involved hash it out, in a reasonable amount of time. Simultaneously, it’s up to the medic to model a positive example of self-composure and self-expression, and to reassure those involved, all while consistently evaluating and reframing their problems. The medic’s authority as an executive helps. A strong presence controls the room, and that control leads to better outcomes.

The Tools Of The Medic

The next task for the mediator is to assess whether the dispute is primarily a win-lose competition. If so, you need to be prepared to support firm and fair negotiations between them. The referee models how to effectively bargain and horse trade and efficiently settles outcomes. The referee also gives guidance and direction and makes the rules of the process crystal clear.

The Second Task Of A Mediator: Being A Referee

The referee carefully evaluates the fairness and viability of both sides’ proposals. The problem may also require facilitating compromise and trade-offs or finding ways to expand the pie to move the parties out of a win-lose mentality. There may be more common ground than you think. For instance, in the hypothetical example above, it may be that the budget allocated to the project isn’t sufficient for either of the department heads to get their jobs done. That shared perspective can help align them toward working on a resolution together.

What A Referee Does

Another critical task is to identify any major constraints on the mediation. Here the fixer makes an assessment with the goal of pushing restrictive situations toward new possibilities. Are there external constraints like bad timing (a pressing deadline makes it impossible to think), lack of privacy, restrictive HR procedures, or others that are keeping the parties from working things out? If so, look at what you can do to lessen those constraints; ideally, you do this before bringing the disputants together.

The Third Task: The Fixer

The fixer can address tight constraints by calling them out and if necessary, discussing and solving them with the involved parties to make the necessary accommodations. This can trigger a more cooperative dynamic. The fixer can also leverage certain constraints to begin to lower the aspirations of anyone who’s completely stuck in their position or is there only to prevail. For instance, if the financial costs of a stalled project are escalating due to the dispute, the fixer might play to the budget concerns of the disputants to get them to budge off their position.

What The Fixer Does

Now for the tough part — to carefully surface unexpressed concerns or hidden agendas. This is where the counselor's role comes in. It’s best to speak privately with each party to unearth those covert issues. The counsellor is a neutral coach who makes all parties feel safe, heard, and understood. The private caucus is a sacred space created by the mediator for the benefit and comfort of the parties. The counsellor must set the tone to show their employees, “Here is a safe space where we can get work done.”

The Tough Part: Counselling

The counsellor’s tools are listening, coaching, questioning, clarifying, and probing the history of the dispute, all while taking their time. This approach often gets frustrated parties to open up about sensitive issues like workplace inequity, such as concerns about wages, access to promotions, advancement opportunities, and unequal distribution of work. It’s often in these more open, candid conversations that managers get a more accurate sense of the challenges some employees face.

What A Counsellor Does

Many managers are aware of the upsides of mediating conflict between employees. But mediation can break down, and the authors’ research explains four reasons why that may happen. Being aware of these potential tripwires allows managers to watch out for them and devise strategies to navigate each. The authors offer four roles — beyond the standard mediator role — that managers can assume to limit the potential damage of a dispute and get it back on track. These roles are the medic, the referee, the fixer, and the counselor. In some mediations, a leader may need to play all four of these roles to move things forward. Other times, they may lean heavily into just one. The key is to assess which of the pitfalls the parties are at risk of falling into, and respond accordingly.

Why Employee Mediations Fail — and How to Get Them Back on Track

As we quarantine with macaroni and cheese, meat and potatoes, and other high-calorie comfort foods to ride out the pandemic, let’s pause to give a moment’s thanks to Liza Minnelli.In 1970, the young actress was perhaps the first—and certainly the most glamorous—to coin the modern usage of the now-well-worn phrase, comfort food. “Comfort food is anything you just yum, yum, yum,” she told syndicated newspaper food columnist Johna Blinn, smacking her lips together. She was daydreaming of a hamburger with all the fixins.

Comfort Food

Before Minnelli, comfort food had been the bland fare of the young, the elderly, and the ill. In the decade after, the two words grew slowly into an inescapable food fad, and now, a half-century later, comfort food has become a trend that will never end.Potatoes were the 1970s original “comfort food,” when the phrase still appeared in quotation marks in newspaper lifestyles sections. Minnelli preferred hers baked with sour cream, pepper, and butter. Philadelphia Inquirer food writer Elaine Tait opted for boiled with bacon, slices of hard-boiled egg, and ripe tomato

Early Comfort Food Was Bland

Chicken soup also quickly earned the title, a soothing meal with an appeal that cut across demographic divides. But from there, tastes diverged.The key word in Minnelli’s definition, it turned out, hadn’t been “yum” but “you.” The comfort foods of the 1970s were intensely personal, something enjoyed at home and alone. People confessed to craving butter and sweet onions on rye, sardines straight from the can, brown sugar sandwiches, salted peanuts and milk, and soggy cornflakes.

What Your Like

In the pages of Bon Appétit, M.F.K Fisher rhapsodized about milk toast, a dish that “seems to soothe nerves and muscles and mind altogether.” She published the only recipe for comfort food anyone will ever need. You can debate the merits of buttered toast drowned in warm milk seasoned with salt, pepper, and paprika, but not the final step in its preparation.Before eating, she writes, “walk gently to wherever you have decided to feel right in your skin.”

Preparing Your Own Comfort Food

Giving these sometimes-unusual dishes the label comfort food was a bit of permission to admit to one’s indulgences—at least until the diet industry tried to claim the term. Their idea of comfort had always been a little bit different.In a 1966 book titled “The Thin Book by a Formerly Fat Psychiatrist,” Theodore Rubin listed tea as his top comforting food. Now the diet-conscious warned of the dangers of eating for emotional gratification, ensuring that our favourite dishes would henceforth be served with a side of guilt.

Whatever We Want To Indulge In

By the turn of the decade, “mood food” swung from savoury to sweet. The country sought sinful solace in ice cream, pudding, pie, and, of course, chocolate.The 1970s and early 1980s gave us plenty of foods we’ve all but forgotten—fondue, bread bowls, raspberry vinaigrette—and at first, comfort food followed the same trajectory: from popularity to commodification to backlash.

The Forgotten Comfort Food

Among the earliest cookbooks to spot the public’s yearning was The Best of Electric Crockery Cooking. When it was published in 1976, the book sold itself as a gourmet’s guide to the new-fangled Crock Pot. But, by 1978, it was advertising its step-by-step instructions for meatloaf and minestrone. Thousands of similar titles have been published in the decades since, offering “quick,” “modern,” “familiar,” “shareable,” “gluten-free,” “keto” and “vegan” comfort food recipes.

The Cookbooks

For years, countless diners and cafeterias had been serving the type of 1950s middle-class, Midwestern cuisine that was, by the mid-1980s, what people meant when they said “comfort food.” By the early 1980s, the country’s top chefs wanted a taste. The Los Angeles Times marvelled at the attention lavished on rice pudding by kitchens better known for their caviar.

The Diners

Meanwhile, the food writer Jane Stern despaired at the phone calls from high-end restaurants she and her husband, Michael, fielded after publishing their cookbook on the topic. These dishes didn’t belong in fancy dining rooms, especially not at twice the price. “The point is that food is more than food—it’s heart strings—it’s memory,” she said. In 1988, the decidedly upscale Food & Wine magazine declared comfort food to be “hot.”

The Mags

The dueling diet trends of the 1990s should have spelled the end for comfort food. The decade began with low-fat and then no-fat products crowding the supermarket shelves and ended with its mirror image: the low-carb dictates of Atkins. The 1993 debut of the Food Network, too, should have doomed the trend. Bobby Flay and Emeril Lagasse turned every home cook into a professional chef, experimenting with new ingredients and creating picture-perfect plates.

The New Diet Trends

Science has tried to explain this persistent draw. One <a href="https://www.jstor.org/stable/25756731?mag=a-brief-history-of-comfort-food">straightforward answer</a> offered by a team of food scientists writing in the Proceedings of the National Academy of Sciences credits comfort food’s appeal to its nutritional make up. Many dishes are high in fat or sugar, substances that the body can process into temporary stress relief. Psychologists have explored a more complicated connection between food and individual memory, theorizing that well-loved dishes can evoke the same feelings of security or contentment they did when the diner was younger.

The Food We Loved When We Were Young

The behavioural economist Stacy Wood, however, posited that we’ve all fallen victim to the “comfort food fallacy” in a <a href="https://www.jstor.org/stable/10.1086/644749?mag=a-brief-history-of-comfort-food">2010 article for the Journal of Consumer Research</a>. Her study found that, although consumers predict that they will reach for familiar flavours in times of transition, the opposite is actually true. Change begets change, the study concluded, and consumers tend to choose more novel options in moments of personal upheaval.

Comfort Food Fallacy

In the midst of the upheaval of 2020 that we are, collectively, craving comfort food—the term now so ingrained in our vocabulary that we apply it not just to soothing sustenance, but also to the unchallenging and often nostalgic music, movies, and other entertainments we’ve embraced during the quarantine.In the 1970s, comfort foods were idiosyncratic and solitary appetites, but over the years, as cookbooks and restaurants codified the menu, they became a communal experience.

The Food Of The Heart

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psychology

Psychology

A Brief History of Comfort Food

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7 Movies Quotes Thay Impactfull For Our Life

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How to enjoy the work what you are doing ...

An Agile Approach to Change Management

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