asterisk2a + decision   23

Re-Thinking the Way We Work with Basecamp CEO Jason Fried by The Growth Show
https://knowyourcompany.com/ // Transparency internally, via wiki ala Google. Everything in it. People can catch up, get to speed much faster when joining. And Transparency externally ala Buffer. // Book: Open Organisation (Red Hat CEO's book) // // ~~ Slack (group chat) has downsides, is too fast for non-important stuff that creates non-important discussions. ~~ creeps on your efficiency and productivity. interrupts. // "Work Ends." // recovery, time away, wasting time (Felix Salmon) == eureka effect. Creative solution not through the problem but around the problem.
book  Start-Up  advice  Start-Up  lesson  David  Heinemeier  Hansson  Jason  Fried  HR  human  resources  meetings  Buffer  productivity  Slack  decision  making  business  management  4-day  work  week 
september 2015 by asterisk2a
Sleep deprivation 'as bad as smoking' - Telegraph
People who rise too early or get by on too little sleep are just as bad as smokers, and can function as poorly as drunks, says leading neuroscientist as he urges the country to get back to bed [ it damages a whole host of skills: empathy, processing information, ability to handle people being impulsive and impaired thinking ] bit.ly/1U7eM31
Sleep  hygiene  deprivation  REM  productivity  effective  decision  making 
august 2015 by asterisk2a
Aaron Levie | Box | USC 2014 Alumni Entrepreneur of the Year - YouTube
min 36 - being a CEO. fill your weaknesses with confidants. self-awareness. << make your company successful. recruit the people that are great at x domain. make sure things are cohesive (mission, vision << product strategy) and execute execute execute!!! Still, operate Start-up like, have the structure, ... see Spotify ( https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/ &! tcrn.ch/1eJXzM2 ) &! Buffer " In 2015 we switched to a new organizational structure inspired by Frederic Laloux's Reinventing Organizations. This new structure eliminated the need for managers, bosses and formal hierarchy." &! &! min52 execution, always on, constantly (re-)calibrate, do the smartest things with your time (limited resources) &! (RoL) Return on Luck, exploit your luck & presented opportunity. exploit & maximise = execution. Uber wasn't the first! &! 1:05:00 spend money on contractors that do one off stuff that you are not able to do at a certain quality
Box  Aaron  Levie  scaling  management  people  management  product  management  project  management  Leadership  CEO  organisational  behaviour  organizational  behavior  HR  human  resources  learning  curve  growth  mindset  execution  decision  making  team  management  business  management  Start-Up  lesson  Start-Up  advice 
march 2015 by asterisk2a
NASA: We're sending humans to Mars | Hacker News
It's not a matter of public/private indeed, it's a matter of size. The bigger an organization, the more dis-aligned individual and collective incentives become. In a start-up you can't afford to harm the enterprise in order to further your own interest: if you act parasitically you'll kill your host almost immediately. In a big company, you won't make a meaningful difference, neither positively nor negatively, so you may as well serve your own interests, irrespective of their effect on the whole company. Corollary: people who want to play corporate politics concentrate in big companies, because that's where you can do it with relative impunity. Big private companies offset this competitive disadvantage through economy of scales and/or lobbying; public services do it through taxes and monopolies. NASA isn't inefficient because it's public, but because it's huge. // &! on a different note. improving NHS by managed market approach!? offering choice = competition, w care&quality standards.
Start-Up  lesson  Start-Up  advice  corporate  culture  personal  values  corporate  values  meritocratic  meritocracy  decision  making  economies  of  scale  scaling  scale  lobby  marketplace  efficiencies  marketplace  plurality  marketplace  inefficiencies  monopoly  NHS  oligopoly  oligopol  corporate  governance  crony  capitalism  creative  destruction 
december 2014 by asterisk2a
The Responsive Enterprise: Embracing the Hacker Way - ACM Queue
The "Seven Aspects of our Culture," as described in a Netflix slide presentation (Values are what we Value; High Performance; Freedom and Responsibility; Context, not Control; Highly Aligned, Loosely Coupled; Pay Top of Market; and Promotions and Development) provides a crisp formulation of people-management values for a software-centric enterprise.4 Here is our take on four of Netflix's seven core values: [...] No company embodies the hacker culture better than Facebook, and CEO and founder Mark Zuckerberg explained the idea eloquently in his letter to investors when Facebook filed for its IPO: "Hacker culture is also extremely open and meritocratic. Hackers believe that the best idea and implementation should always win—not the person who is best at lobbying for an idea or the person who manages the most people."10
Start-Up  advice  Start-Up  lesson  Lean  Start-Up  corporate  culture  corporate  values  personal  values  feedback  loop  Software  Is  Eating  The  World  Future  of  Work  meritocratic  meritocracy  Power  Play  Patriarchy  Aristocracy  IQ  EQ  abuse  of  lobby  gender  politics  gender  pay  gap  gender  policing  gender-based  discrimination  STEM  Women  in  Tech  Silicon  Valley  Open  Source  decision  making 
december 2014 by asterisk2a
Avoiding Decision Fatigue - Tim Ferriss
http://hwcdn.libsyn.com/p/f/4/1/f414924ce9344385/Short_-_Decision_Fatigue.mp3 "there is no greater waste than deciding on things that shouldn't have been there at the first place." ie you could set out your clothing for the week ... >> better for metal capacity available for rest of the day. >> same for food, eat healthy, varied, but pre-setup meals. morning: porridge with peanut butter and fruits. >> have app for your wardrobe inventory, stopping looking and trying. have preset outfits. >> "control your variable" "minimise your variables" "minimise your first 1hr of the day, reduce decision making"
life  hacker  life  lesson  lifehacks  lifehacker  decision  making  management  creativity  Tim  Ferriss  book  quantified  self  burnout 
november 2014 by asterisk2a
Humans And Computers Will Come Together For Middle Work | TechCrunch
Middle work leverages what machines do best – solving low-value, high-volume problems – and combines it with what humans do best – solving high-value, low-volume problems. Middle work is not just “information work” where humans use computers to complete tasks like millions of people do every day in the office. Rather it’s defined as work that wouldn’t be economically viable for a human to do without a workflow platform, yet  is too nuanced for software to perform unaided. For example, software is great for spellchecking a marketing email, but only a human can think creatively to write an engaging headline to get consumers to click on that email.
Mobile  Creative  Mobile  Creatives  skill-biased  technological  change  practical  skills  practical  skill  set  Year  of  Code  creativity  destruction  decision  making 
july 2014 by asterisk2a
Lets Bend Arc Menlo Invested Gild - Menlo Ventures
Hiring biases are rampant in our decision-making.  Most of us tend to hire people similar to us. We weigh heavily the metadata around the candidate (gender, race, region, school, accent) and underweight the actual performance data of the candidate.
HR  people  management  human  resources  bias  skill-biased  technological  change  Big  Data  prejudice  stereotype  decision  making 
june 2014 by asterisk2a
Exercise Versus Calories on Menu Lists - NYTimes.com
In a recent study, diners who ordered from restaurant menus that listed the amount of brisk walking required to work off each dish were less likely to overeat than those with menus that listed calories or no health information. “We found that the menu with the exercise labels lead to significant reductions in calories ordered and consumed,”
behaviour  incentive  public  health  policy  accountability  decision  making  behavioral  economics  Junk  Food  health  crisis  transparency  vegan  Behavior  industry  health  science  public  health 
april 2013 by asterisk2a
The Importance of Benevolent Dictators
I believe that groups coming together to make tough decisions driven by consensus tend to make poor decisions. [...] It’s hard being a leader. By definition leaders make hard choices given incomplete information. And by tough decisions I mean it is clear that some people’s views will end up on one side of the fence and others will end up on the other side. But you need conviction. [...] Leaders need to be respected, not loved. [...] Decision makers. Visionaries. Leaders. Chart their own course against the constant chorus of second guessers. [...] Don’t get me wrong. I am not saying that you should make decisions without other people’s input. My motto is “always triangulate.” >> http://www.bothsidesofthetable.com/2013/03/10/consequences-and-the-decisions-we-make-or-dont/
larryellison  billgates  stevejobs  leadership  Apple  markzuckerberg  decision  making  management  start-ups 
march 2013 by asterisk2a
How Travel Saved Actor Andrew McCarthy - YouTube
Having hiked Mt. Kilimanjaro and traveled the Amazon River, actor Andrew McCarthy from the films "St. Elmo's Fire," "Pretty in Pink" and "Weekend at Bernie's" talks about his love affair with travel and how it impacted his impending marriage. He chronicles his adventures in a new book: "The Longest Way Home." With WSJ Off Duty Host Wendy Bounds.

"" - when your travelling alone, you are much more untethered, more vulnerable, dependent on the kindness of strangers, - it opens you up - you sort of become a better version of yourself. ""

"" Travel obliterates fear. ""
"" Fear makes for bad decision making. ""
decision  making  fear  lifehacker  lifelesson  holiday  vacation  travel  book 
september 2012 by asterisk2a
An introduction to the Cuckoo Clock Syndrome : RSA blogs
http://wrap.warwick.ac.uk/5306/

Policymakers and leaders often treat Wicked problems as though they were Tame or Critical (and sometimes vice versa)

Wicked problems cannot be treated like Tame or Critical problems. By their very nature these problems – whether it be obesity, issues of mental health or anti-social behaviour – are not caused by a single factor but rather a complex web of drivers; social, economic and environmental. Attempting to solve them with a single, discreet intervention is misguided and likely to be counterproductive.

Likewise, occasionally policymakers decide to treat Wicked problems as though they are a Crisis. The reason why our leaders choose to react to problems with inappropriate responses is partly because they need to be seen as courageous and as having a strong handle on the problem.

Wicked problems require ‘Clumsy’ rather than ‘Elegant’ solutions that combine different ‘cultural understandings’
leadership  decision  making  problem  solving  skill  policy-makers  policy  folly  policy  error  public  policy  politicalscience  political  economy  political  theory  academia  politics 
july 2012 by asterisk2a
Column: Why you don't really have free will – USATODAY.com
Our brains are simply meat computers that, programmed by our genes and experiences to convert an array of inputs into a predetermined output. Recent experiments involving brain scans show that when a subject "decides" to push a button on the left or right side of a computer, the choice can be predicted by brain activity at least seven seconds before the subject is consciously aware of having made it. "Decisions" made like that aren't conscious ones. And if our choices are unconscious, with some determined well before the moment we think we've made them, then we don't have free will in any meaningful sense.
- evolution, survival of the fittest
- products of natural selection, perhaps because our ancestors wouldn't thrive in small, harmonious groups — the conditions under which we evolved — if they didn't feel responsible for their actions.
Sociological studies show that if people's belief in free will is undermined, they perform fewer prosocial behaviors and more antisocial behavior
Behavior  sociology  evolution  research  science  neuroscience  unconscious  conscious  decision  decision  making  mind  neurobiology  choice  free  will  psychology  philosophy 
january 2012 by asterisk2a
Italy money supply plunge flashes red warning signals - Telegraph
M1 in Italy have fallen at an annual rate of 7pc over the last six months, faster than during the build-up to the great recession in 2008," said Simon Ward from Henderson Global Investors.Such a dramatic contraction of M1 cash and overnight deposits typically heralds a slump six to 12 months later. Italy's economy is already vulnerable – industrial output fell 0.6pc in May, and the forward looking PMI surveys have dropped below the recession line."What is disturbing is that the numbers in the core eurozone have started to deteriorate sharply as well. Central banks normally back-pedal or reverse policy when M1 starts to fall, so it is amazing that the European Central Bank went ahead with a rate rise this month," Mr Ward said.

"We expect the crisis to continue deteriorating, and threaten to undermine the entire euro area as European policy-makers still misunderstand market dynamics. They show no sign of catching up with reality," 
= wrong policy response, policy mistake
moneysupply  italy  france  2011  recovery  greatrecession  M1  M3  ECB  economics  economy  politics  EFSF  ESM  bailout  PIIGS  sovereign  debt  crisis  policy  mistake  wrong  decision 
july 2011 by asterisk2a
Schwarmintelligenz: Gemeinsam sind wir dümmer - SPIEGEL ONLINE - Nachrichten - Wissenschaft
Bei fast allen Fragen zeigte sich, dass die zuerst gegebenen Antworten im Durchschnitt die besten waren. Je mehr die Probanden über die Schätzungen der anderen Studienteilnehmer wussten, umso mehr sank die Schwarmintelligenz. Extremwerte verschwanden nach und nach, die Schätzwerten der einzelnen Probanden näherten sich immer mehr an, ohne dass der Mittelwert dem tatsächlichen Wert näher kam.
Das Experiment zeige, dass sozialer Einfluss die Diversität der Antworten verringere, nicht jedoch den kollektiven Fehler, schreiben die Forscher im Wissenschaftsblatt "Proceedings of the National Academie of Sciences". 

"Wenn Menschen sehen, wie andere Menschen denken und entscheiden, konvergieren die Meinungen", sagt Helbing. Dieser Effekt betreffe alle Gremien in Politik und Wirtschaft, überall, wo man zusammensitze und diskutiere. "Ein derartig zustande gekommener Konsens kann eine schlechte Entscheidung sein." 

Consensus decision-making
psychology  intelligence  sociology  information  decissionmaking  mass  twitter  research  study  financialcrisis  FinancialCrisisInquiryCommission  bubble  democracy  consensus  voting  influence  influencer  decision 
may 2011 by asterisk2a

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