Researchers tried to stop you in the street. They asked for a few minutes to answer a survey but only 29% of people agreed to participate.The researchers then used the Barnum effect. They stopped a second sample of individuals and began the interaction with the question ‘Do you consider yourself a helpful person?’Nearly everyone said yes. In that moment, after the subjects had confirmed their helpful nature, the researchers then asked if they’d take part in the survey. Now, 77% of people volunteered.You can boost survey participation by 3 times simply by asking a Barnum effect question.

Barnum Effect

Survey participarion

<a href="https://en.wikipedia.org/wiki/Dunning%E2%80%93Kruger_effect">The Dunning-Kruger Effect </a> is one of the most important cognitive biases that exist, probably because of how impactful it is to everyone (i.e., we all suffer from the burden of incompetent people and it is quite likely we, too, are someone's burden). In short, people with low ability at a given task tend to overestimate their ability and those with high ability tend to underestimate it.

The Dunning Kruger Effect

Double Standard is "the application of different sets of principles for situations that are, in principle, the same." As a manager, I regularly ask myself "If I were doing this, would I expect the same outcome within the same time?" and I find that this helps me better empathize and be more realistic about the outcome and timeline.

02. The Double Standard

Something is obvious when you know it, and not if you don't—so too the definition of <a href="https://en.wikipedia.org/wiki/Curse_of_knowledge">the Curse of Knowledge </a> . Also, I find that assuming someone knows something or being surprised that someone doesn't know something can sound extremely condescending, so it’s probably best to avoid that.

03. The Curse of Knowledge

The Sunk Cost Fallacy describes our tendency to follow through on an endeavor if we have already invested time, effort, or money into it, whether or not the current costs outweigh the benefits."

05. The Sunk Cost Fallacy

Loss Aversion is simply the disproportional weight a person often places on minimizing losses to acquire economic gains. For example, someone may prefer to take $10 with 100% certainty rather than $20 with 90% certainty because the displeasure from that 10% possibility outweighs the pleasure they'd receive from the additional $10 (or expected $8 = (0.9 * 20) - 10). This is extremely irrational and puts non-disciplined investors at a mathematical disadvantage.

06. Loss Aversion

The <a href="https://en.wikipedia.org/wiki/Gambler%27s_fallacy">Gambler's Fallacy </a> refers to the incorrect belief that a given event is more or less likely given a previous sequence of events when the event is not a function of time.

07. The Gambler's Fallacy

Anchoring is a cognitive bias that causes us to rely too heavily on the first piece of information we are given about a topic. When we are setting plans or making estimates about something, we interpret newer information from the reference point of our anchor, instead of seeing it objectively."

08. Anchoring

Sample Bias originates from statistics and is a result of a flawed collection of an intended random sample. This is particularly common in business and Twitter where people think their customers or Twitter poll-responders are representative of the entire population.

09. Sample Bias

<a href="https://www.statisticshowto.com/assignment-bias/#:~:text=Assignment%20bias%20happens%20when%20experimental,people%20who%20are%20significantly%20smarter.">Assignment Bias </a> is similar to Sample Bias in that it is a bias in the sample but is rooted in a broken assignment system. For example, imagine an experimental drug trial where the "random assignment machine" (i.e., a machine that assigns things at random) only treated the young and healthy—obviously that’s biased—and while that is a pathological and extreme example it highlights the issue.

10. Assignment Bias

<a href="https://en.wikipedia.org/wiki/Decision_fatigue">Decision Fatigue </a> is a phenomenon whereby an individual's decision making quality deteriorates after a long session of decision making.

12. Decision Fatigue

<a href="https://en.wikipedia.org/wiki/Response_bias">Response Bias </a> is both interesting and counterintuitive. It is a catch-all for the frequent tendency of participants to respond inaccurately or falsely to survey questions. This is part of the reason surveys often conflict with reality. For internet companies, you may find that user-survey data conflict with tracking metrics that you have for your customer. What people say and what they do are often wildly different.

14. Response Bias

On Paradoxes, Cognitive Biases, and Irrationality

Understand yourself and those around you.

psychology

Psychology

Discover the world of business and economics.

economics

Economics

personaldevelopment

Personal Development

problemsolving

Problem Solving

How to Make Better Decisions

There are 3 main reasons why a cascading model doesn’t work in agile markets: <ul><li>It assumes your strategy is perfect. </li><li>It’s expensive and slow to move. </li><li>It leaves many teams on the sideline. </li> </ul>

Cascading OKRs means that teams at a level N can only write their OKRs if OKRs at the level N-1 are written. That means a lot of waiting around. And, once again, it means having to rebuild the entire OKRs tree if one of the top-level Key Results is changed (this will happen, trust me).

A common question we get during onboarding calls at <a href="https://tability.io/okrs">Tability </a>is about cascading OKRs, and our answer is always the same: don’t do it . But we’re not the only ones saying that. It’s an opinion shared by OKRs experts like <a href="https://cwodtke.medium.com/cascading-okrs-at-scale-5b1335812a32">Christina Wodtke </a>or <a href="https://felipecastro.com/en/okr/okrs-not-cascade/">Felipe Castro </a>. This post will show why cascading OKRs is dangerous, and how a simple change can make the whole thing easier.

A common question we get during onboarding calls at Tability is about cascading OKRs, and our answer is always the same: don’t do it. But we’re not the only ones saying that. It’s an opinion shared…

strategy

Strategy

product

Product & Design

leadershipandmanagement

Leadership & Management

Cascading vs. aligning OKRs: why cascading OKRs might be harmful to your org culture

Implementing cultural change should be treated like any other project in the company. There should be roadmaps, tasks assigned and it should assess progress withe the team and managers

Company Culture

The numbers we measure, the importance we assign them, the action plans we derive from their interpretation - all of these are examples of the CEO function.

Numbers Are Part Of The CEO Role

Culture KPIs can focus on ritual engagement, personal growth initiatives completed by your people, and even response rates to culturally themed emails.

Culture KPIs

Whether you're a new CEO trying to navigate chaotic workdays or a veteran of the C-Suite trying to reignite your passion, focus is your most important asset. Many owners and CEOs think they have to be involved in every aspect of their business. They spend valuable brainpower on low-priority decisions. Before long, they're overworked and burned out. Instead of doing everything, it's time to focus on the right things. A CEO Only Does Three Things zeroes in on the three pillars of business: culture, people, and numbers. Steeped in twenty-plus years of practical knowledge, training, and consulting with some of the world's largest companies, this indispensable guide shows how to articulate the right culture for your business, hire people with the right mindsets, and inspire your teams to produce optimal results. Hundreds of CEOs have used Taylor's methods to create fulfilled, efficient, professional lives, and you can join them. Learn how to focus on the work you love-and avoid CEO burnout.

corporateculture

Corporate Culture

business

Business

Whether you're a new CEO trying to navigate chaotic workdays or a veteran of the C-Suite trying to reignite your passion, focus is your most important asset. Many owners and CEOs think they have to be involved in every aspect of their business. They spend valuable brainpower on low-priority decisions. Before long, they're overworked and burned out. Instead of doing everything, it's time to focus on the right things. A CEO Only Does Three Things zeroes in on the three pillars of business: culture, people, and numbers. Steeped in twenty-plus years of practical knowledge, training, and consulting with some of the world's largest companies, this indispensable guide shows how to articulate the right culture for your business, hire people with the right mindsets, and inspire your teams to produce optimal results. Hundreds of CEOs have used Taylor's methods to create fulfilled, efficient, professional lives, and you can join them. Learn how to focus on the work you love-and avoid CEO burnout.

Trey Taylor

A CEO Only Does Three Things

Most of the important things I’ve learned have come from books, articles, speeches, and other media. After seeing how <a href="https://sivers.org/">Derek Sivers </a> publicizes his book notes, I decided I would publicize all of my summaries and notes from books, speeches, articles, and other things I was reading. The notes and summaries are meant to be concise, reminding me of high-level concepts and not trying to recreate the whole book. You can use them to remind yourself of something you read or to decide on something new to read.

Book Summaries

My growing collection of notes from 200+ books, as well as the occasional article, video, documentary, and more. Organized by category and rating.

education

Learning & Education

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Communication

Summaries, Notes, and Lessons from Books I've Read

Since theories can contradict each other, but there are no contradictions in reality, every problem signals that our knowledge must be flawed or inadequate.The quest for good explanations is, the basic regulating principle not only of science, but of the Enlightenment generally.That is what a good explanation will do: it makes it harder for you to fool yourself.

Chasing good explanations

…all progress, both theoretical and practical, has resulted from a single human activity: the quest for what I call good explanations

A bold and all-embracing exploration of the nature and progress of knowledge from one of today's great thinkers. Throughout history, mankind has struggled to understand life's mysteries, from the mundane to the seemingly miraculous. In this important new book, David Deutsch, an award-winning pioneer in the field of quantum computation, argues that explanations have a fundamental place in the universe. They have unlimited scope and power to cause change, and the quest to improve them is the basic regulating principle not only of science but of all successful human endeavor. This stream of ever improving explanations has infinite reach, according to Deutsch: we are subject only to the laws of physics, and they impose no upper boundary to what we can eventually understand, control, and achieve. In his previous book, The Fabric of Reality, Deutsch describe the four deepest strands of existing knowledge-the theories of evolution, quantum physics, knowledge, and computation-arguing jointly they reveal a unified fabric of reality. In this new book, he applies that worldview to a wide range of issues and unsolved problems, from creativity and free will to the origin and future of the human species. Filled with startling new conclusions about human choice, optimism, scientific explanation, and the evolution of culture, The Beginning of Infinity is a groundbreaking book that will become a classic of its kind.

books

Books

A bold and all-embracing exploration of the nature and progress of knowledge from one of today's great thinkers. Throughout history, mankind has struggled to understand life's mysteries, from the mundane to the seemingly miraculous. In this important new book, David Deutsch, an award-winning pioneer in the field of quantum computation, argues that explanations have a fundamental place in the universe. They have unlimited scope and power to cause change, and the quest to improve them is the basic regulating principle not only of science but of all successful human endeavor. This stream of ever improving explanations has infinite reach, according to Deutsch: we are subject only to the laws of physics, and they impose no upper boundary to what we can eventually understand, control, and achieve. In his previous book, The Fabric of Reality, Deutsch describe the four deepest strands of existing knowledge-the theories of evolution, quantum physics, knowledge, and computation-arguing jointly they reveal a unified fabric of reality. In this new book, he applies that worldview to a wide range of issues and unsolved problems, from creativity and free will to the origin and future of the human species. Filled with startling new conclusions about human choice, optimism, scientific explanation, and the evolution of culture, The Beginning of Infinity is a groundbreaking book that will become a classic of its kind.

David Deutsch, FRS is a British physicist at the University of Oxford. He is a non-stipendiary Visiting Professor in the Department of Atomic and Laser Physics at the Centre for Quantum Computation (CQC) in the Clarendon Laboratory of the University of Oxford. He pioneered the field of quantum computation by being the first person to formulate a description for a quantum Turing machine, as well as specifying an algorithm designed to run on a quantum computer. He is also a proponent of the many-worlds interpretation of quantum mechanics.In his books, he also made philosophical contributions. In epistemology, he stressed the importance of explanation, and proposed 'hard to vary' as a criterion for good explanations.

Survey participarion

How to Make Better Decisions

Cascading vs. aligning OKRs: why cascading OKRs might be harmful to your org culture

A CEO Only Does Three Things

Summaries, Notes, and Lessons from Books I've Read

Edmar Miyake