"An investment in knowledge always pays the best interest." - Benjamin Franklin
Nov 11, 2020
169 Stashed Ideas
Life can feel overwhelming. With so many new technologies and ways of doing things, knowing what to pay attention to can be difficult.
In How to Think Like Shakespeare, professor Scott Newstok writes about what people of the past have already learned about better thinking and applying incentives. The main lesson is that even new problems are tied to wisdom and insight from ideas that are hundreds of years old.
Numbers and statistics are necessary and great for exposing the truth, but they’re not enough to change beliefs, and they are almost useless for motivating action.
The huge amount of information we are receiving today can make us even less sensitive to data because we’ve become accustomed to finding support for anything we want to believe, with a simple click of the mouse. Instead, our desires are what shape our beliefs.
No matter how busy successful people are, they always spend at least an hour a day (thus five hours a week) learning or practicing. And they do this across their entire career.
Barack Obama is far from the only leader to credit his success to reading. Bill Gates, Warren Buffett, Oprah Winfrey, Elon Musk, Mark Cuban and Jack Ma are all voracious readers.
People often confuse risk with uncertainty. But the terms "risk" and "uncertainty" do not refer to the same thing.
The more you understand a system, the more able you are to convert uncertainty into risk.
To adopt a paradox mindset means to consider the world with a “both/and” approach instead of an “either/or” one.
In times of change, uncertainty and scarcity, we need to do many tasks together. And people need to feel comfort with discomfort.
The Ego is a confusing paradox. Many are in agreement that ego was bad, that it destroyed creativity and happiness, that they knew plenty of toxic egomaniacs who had wrecked themselves. But they still think Ego is important.
People are continually handling problems that require advice from others. We face issues that are broad in scope and impact, such as climate change.
But people are not naturally competent in collaborative problem-solving. Generally, people aren't being taught this skill either. A 2015 international assessment of students revealed that more than 90% of students could not overcome teamwork obstacles or resolve conflict. However, this deficit could be addressed and lead to positive change.
The main cause of our trouble with being decisive comes down to this process: cultural conditioning +negative habits.
There are persons that start life from a disadvantaged position in terms of confident decision-making. But we should know that this is still largely constructed not inborn.
There are two extremes of evaluating productivity: Input vs. Output