Henrique Vicente, You Don’t Need UUID.
Neil Madden, Moving Away from UUIDs.
Connect2id, Human-Friendly Identifiers.
Rob Conery, A Better ID Generator For PostgreSQL.
Vsauce, Do Chairs Exist?
Addy Osmani, Managing Complex Change.
Henrik Kniberg, The Resource Utilization Trap.
Kurzgesagt, The Star That Shouldn’t Exist.
Jade Rubick, A History of Mini-Ms.
Jade Rubick, Variations for Mini-M Management Support Groups.
Jade Rubick, How to Implement Mini-M Support Groups.
Jade Rubick, Uplevel Your Managers with Mini-M Support Groups.
Jason Sachs, Why Amdahl’s Law is Misleading.
Eric Schwitzgebel, If Materialism Is True, the United States Is Probably Conscious.
KK Ottsen, They Are Preparing for War.
Michael McIntyre, Goodhart’s Law.
Basel Al-Sheikh Hussein, The Sapir-Whorf Hypothesis Today.
Evan Andrews, Sword of Damocles.
Nancy Friedman, Cunningham’s Law.
Robert Lucas, Econometric Policy Evaluation.
Benoit Mandelbrot, How Long is the Cost of Britain?
Lieberherr and Holland, Assuring Good Style for Object-Oriented Programs.
Douglas Hofstadter, Gödel, Escher, Bach.
Doc Norton, Escape Velocity.
Aaron Gustafson, Understanding Progressive Enhancement.
Seth Godin, Three Kinds of Forever.
Will Larson, Staff Engineer.
Shin Takahashi, The Manga Guide to Statistics.
Jasper Polak, McKinsey Presentations.
Healthline, Yerkes-Dodson Law.
Will Larson, An Elegant Puzzle.
Robert Keidel, Seeing Organizational Patterns.
Caleb Kruse, Seeing Blue.
“I Have Dubbed It The Baader-Meinhof Phenomenon”
Larry Wall and Randal Schwartz, Programming Perl.
Russell Ackoff, From Data to Wisdom.
Russell Ackoff, Continuous Improvement.
Will Larson, To Lead, You Have to Follow.
Northcote Parkinson, Parkinson’s Law.
Susanne and Andreas Bartel, The Official Guide to the Kanban Method.
Lyn Bond, Synthesizing.
Abigail Bassett, The Art of Kakeibo.
Arnold Zwicky, Why Are We so Illuded?
Will Storr, The Status Game.
Juvoni Beckford, Using Books to Navigate Life.
Allen Wilson, Playing the Zettelkasten RPG Through Arbitrary Constraints.
How, Exactly, Is Structure Supposed to Emerge?
Jakub Neander, How To Export PostgreSQL Query Output as CSV.
AoM #756 with Will Storr, How the Desire for Status Explains (Pretty Much) Everything.
AoM #734 with Brandon Warmke, How Moral Grandstanding Is Ruining Our Public Discourse.
Donella Meadows, Thinking in Systems.
Society of GK Chesterton, “Taking a Fence Down”.
AoM #762 with Michael Hyatt, Prepare Now to Have Your Best New Year Ever.
David Gray, Liminal Thinking.
Ron Jeffries, Story Points Revisited.
Camille Fournier, The Manager’s Path.
Kurzgesagt, The Origin of Consciousness.
Sarah Drasner, Mistakes I’ve Made as an Engineering Manager.
David Allen, Getting Things Done.
Christopher Sirk, The History of Kaizen.
Sarah Drasner, The Importance of Career Laddering.
Mile Oliver, Better Short Term Goals for New Engineering Hires.
Elizabeth Saunders, 6 Causes of Burnout.
Martin Fowler, What do you mean by ”event-driven”?
Hal Elrod, The Miracle Morning.
Bill Burnett & Dave Evans, Designing Your Life.
Ken Schwaber & Jeff Sutherland, The Scrum Guide.
Doanh Do, What Is Continuous Improvement (Kaizen)?
Jeff Sutherland, Scrum.
Simon Sinek, Most Leaders Don’t Even Know the Game They’re In.
Dan Pink, The Surprising Truth about What Motivates Us.
Nir Eyal, Hooked.
Robert Burton, Where Science and Story Meet.
Jeremiah Lee, Spotify’s Failed #SquadGoals.
Nick deWilde, The Learning Loop of Knowledge Work.
Tiago Forte, Building a Second Brain Podcast.
David Rock, Your Brain at Work.
Patrick Lencioni, The Advantage.
Dustin Gorski, When to Use Scrum?
Brené Brown, Dare to Lead.
Gary Neilson et al., 10 Principles of Organization Design.
Karla Segura Chavarría, Will Betelgeuse Go Hypernova?
What it’s like inside of a black hole.
Watts & Hertvik, Technical Debt: The Ultimate Guide.
Steven Rogelberg, The Surprising Science of Meetings.
Scaled Agile Framework, WSJF.
Greg McKeown, Essentialism.
Sönke Ahrens, How to Take Smart Notes.
Annie Duke, Thinking in Bets.
Engineering and technology.
Managers pay attention to the implementation to find problems and gain intuition.
Coding as a manager.
Managers should delegate primary implementation responsibilities.
Managers can help clear the way for the team by taking smaller tangential tasks.
The purpose of management.
What do engineering managers create together?
Tactical responsibilities of engineering managers.
Sizing line manager teams.
Creating engineering manager support groups.
Rationale for forming engineering manager support groups.
Implementing engineering manager support groups.
Defining engineering directors.
Software engineering framework.
Tech leads lead technical projects.
Tech leads produce code, but figure out how to get others coding first.
Tech leads invest in their people skills.
Technical managers or individual contributors can inhabit the tech lead role.
Tech leads’ highest priority is to keep their projects moving forward.
Force multipliers invest their work so that others can create value.
Sofware engineering artifacts.
Charters for communication structures establish the goals and constraints of the organizational structure.
Process, meetings, teams, and relationships are all communication structures.
Software engineering events.
Short-term work planning ensures the team is working on what is currently most valuable.
Recurring informal activities in software engineering.
Software engineering roles.
The Solver archetype.
The right hand archetype.
Roles are different than titles.
Traits of engineers.
Unit tests add value by constraining software design.
UI automated tests.
Testing practices to avoid.
How long to guess a hash?
Tech debt/sustaining engineering.
Business value of tech debt.
Planning for tech debt.
Assessing tech debt urgency.
WSJF helps assess tech debt priority.
Allocate 20% of time for sustaining engineering efforts.
20% tech debt model is naïve and can be replaced with better planning.
Code decays over time.
Written code is a liability.
Sunset features that don’t provide proportionate value.
Working software is a critical aspect of its quality.
Software that meets the user’s needs is a quality expectation.
Stability and complexity problems have very different causes.
Defect cause analysis.
Putting out a fire is different than clearing the kindling for future fires.
Root causes to problems is largely a myth.
Preventing quality issues.
Slow is smooth, smooth is fast.
Addressing quality issues.
Mistakes take less time to correct immediately versus handling later.
Non-functional requirement attributes.
Concurrency versus parallelism.
Event-driven systems have a variety of patterns and tradeoffs to choose from.
Event notification pattern communicates that an event ocurred and little else.
First-in-first-out (FIFO) queues support progressive state iteration.
Event-carried state transfer pattern communicates an event with some coupling and networking tradeoffs.
Event sourcing uses a log of events as its source of truth about the system state.
Command/Query Responsibility Separation (CQRS) helps differentiate questions from changes.
Event queues deliver events in various ways to support the goals of the eventing style.
Software architecture tools.
Gartner TIME model measures application quality, value, and size for planning architecture strategy.
Systems are an organization of elements pursuing a goal.
Examples of systems.
Systems are composed of a few classes of concepts.
Feedback loops react to change to adjust flows.
Balancing feedback loops try to maintain a stock within given parameters.
Reinforcing feedback loops accelerate in a direction.
Systems contain delays with a few main types.
Long delays in systems necessitate investment in foresight.
Stocks are the stuff which a system concerns itself with.
Stocks can either be renewable or non-renewable.
Renewable resources behave in specific ways determined by how their use and subsystems interact.
Diagrams of systems reveal different views of their behavior.
The properties of a high-functioning system.
Resilience is the ability to remain unchanged or restore oneself after distortion.
Resilience is lost during optimization without a holistic view.
Resilience in practice.
Technical competency mapping can create resilience in organization operations.
Self-organization is the ability of a system to grow complexity.
Hierarchy is an arrangement of stable subsystems.
The nature of hierarchy suggests a few unique problems.
Systems are difficult for people to accurately interpret.
”Bounded rationality” means decisions are made well locally, but not globally.
Archetypes of systems traps and their opportunities.
Policy resistance comes from actors adjusting their actions against system corrections.
Tragedy of the commons sees many “helpless” users depleting a shared resource.
Eroding goals moves the goal down against pessimistic views.
Escalation happens to actors who set their goals relative to one another.
Success to the successful helps those in the lead get further ahead.
Dependence, addiction, shifting the burden to the intervenor all trade power for help.
Rule beating circumvents the intent of the rules.
Seeking the wrong goal happens where metrics aren’t reality.
System leverage points are places to intervene for change.
Transcend paradigms to reimagine a system’s possibility.
Change paradigms to sieze different opportunities.
Change system goals to change its trajector.
Augment self-organization to change how it evolves.
Adjust rules to change behavior.
Improve information flow to adjust component behaviors.
Humans desire to not be held accountable.
Adjust reinforcing feedback loops to change its impact.
Add or strengthen balancing feedback loops to address barriers.
Adjust delays, especially to address oscillations.
Redesign stock and flow structures to fix poorly designed systems.
Add or resize buffers to add stability to a system.
Individual components are usually poor leverage points.
Software development methodology.
Events in scrum.
Sprints are the container for scrum events.
Sprints balance quick delivery and pivoting with planning for focus.
Plans should pivot as new information suggests a better course.
Projects should be broken into regularly deliverable slices.
In progress work is a liability which could have been an asset.
Sprint planning defines a sprint backlog.
Daily scrum allows a team to plan the day’s progress toward the sprint goal.
Sprint review inspects outcomes of the sprint.
Artifacts in scrum.
Product backlog is the ordered list of intended product improvements.
Sprint backlog defines the what, why, and how of what product value will be delivered in a period.
Increment is the next step toward the product goal.
Roles in scrum.
Product owner defines product goal and projects to increase product value.
Scrum master helps the team move forward, especially with scrum practices.
Developer role in scrum is anyone producing change toward the increment.
Multiple scrum teams can own the same backlog.
Implementing scrum in an organization.
Scrum framework leaves gaps for the team to find its own way through intentionally.
Teams that assume they know how to implement scrum fail to achieve its goals.
Tools, processes, and philosophies that supplement scrum.
Product goal is the long term objective of a team.
Sprint goal is the stakeholder commitment for a sprint.
Definition of Done defines when an increment has met the necessary quality to be completed.
Agile methodologies seek to establish a culture that is adept at reacting to changing business needs.
Resource utilization must be less than full to allow flow.
Kicking off a new kanban process.
Metrics in kanban.
Ceremonies in kanban.
The Spotify Model attempts to optimize an org for team autonomy.
The Spotify Model failed at Spotify for making the wrong tradeoffs.
Spotify Model design and rationale.
Tradeoffs in the Spotify Model.
Tradeoffs in the Spotify Model, continued.
(Potentially) better tradeoffs than Spotify Model.
Product development methodologies each optimize for different factors and outcomes.
Scrum is well-suited for teams building things for stakeholders with evolving needs.
Scrum does not apply to all situations and will show friction points when ill-applied.
Waterfall is well-suited to predictable work.
Kanban is well-suited for teams triaging work across focus areas.
Organizations must prevent heroes to prevent single points of failure and favoritism.
One-on-ones facilitate quick syncing and relationship building.
1:1s should be stored in a historical shared record.
Delegation is lending one’s authority to another to perform an action and be accountable for the result.
Deciding what to delegate is a matter of frequency and complexity.
Becoming an engineering manager.
Management is a track change and requires interest in developing a new skillset.
Promoting technical experts to management can be a good move.
30/60/90 day plans add some intentionality and drive to career pathing.
New team members need a short term plan to learn how to navigate their responsibilities.
Short term growth plans further assess new hires’ fit for their role.
Some roles help grow leadership and management skills without committing to a management path.
Senior engineers need to assess their career options to choose their advanced path.
Staying on the high-level individual contributor track trades creative expertise against control.
Management track switch trades contribution for control.
Employees should drive their career path conversations.
Structuring IC worloads to grow their skills.
Managers should identify what skills are needed for reports to succeed without them.
Firing is necessary to reinforce the necessary behaviors of an organization.
When terminating an employee, it’s generous to let them set the tone.
Performance improvement plans (PIPs) set goals for performance improvement for underperformers.
Factors influencing performance.
There are three modes of employee performance, and corresponding manager action.
Engineer individual contributor engagement metrics.
Burnout comes from people not getting what they need out of their jobs.
Things that managers should know about their relationship with employees.
Thinking about the 5 year career horizon may provide insight on direction.
Working groups independently create shared results.
“First team” or “team number one” is the team you report into.
Teams need to celebrate their wins.
Minimum viable process.
Retrospective reviews opportunities to be more effective and increase quality.
Standups reduce disruption by creating dedicated space for resolution.
Standups are useful for team members assessing their opportunities to collaborate.
Using standup to deliver status updates corrupts its core purpose.
Standups are not just for teams of individual contributors.
Measuring success of a team.
Great teams deliver what matters while improving.
Great teams work to understand what matters.
Great teams improve.
Signals indicating a team’s health.
Team velocity is closely related to its purpose.
Velocity as a success metric requires high quality and good prioritization.
Velocity differs from speed in that it has a specific direction.
Qualities that impact team performance.
Teams should practice vulnerability to foster collaboration, effectiveness.
A team moves fastest when all of its parts can contribute to all of its properties.
Dysfunctional teams exhibit pathologies that harm themselves, their purpose, or the organization.
Working with external stakeholders.
Stakeholders lose trust when their expectations are not managed.
Marketing should regularly check in with product and engineering to validate that their outcomes will be supported.
Setting unrealistic expectations undermines respect by overstimating ability
Sustainability on a team.
Composition and team size.
Smaller teams maximize speed with a sweet spot of several people.
Communication channels and cognitive load increases with number of team members.
Brooke’s Law says that more people make projects later.
Engineering managers should have 6–8 ICs or accept other tradeoffs.
Hiring and onboarding.
Project management streamlines execution by analyzing and arranging project components.
People are bad at planning and estimation.
Students are unable to produce correct estimates on paper writing time.
Time-based estimates are particularly prone to poor estimates.
Multiple time-based estimates by 3 to get a closer result.
The coastline paradox says coastlines increase in length as measurements get more precise.
Planning tools and methodologies.
Technical project planning.
Project plans typically include multiple artifacts.
Engineers augment project plans with lower-level tasks.
Plans need to communicate to the team and stakeholders its progress.
Seeing incremental progress strongly encourages further progress.
A ”premortem” establishes a plan for deployment.
Tactics can be applied to reduce risks to timelines.
Questions to help buffer in project planning.
Planning is more important than a plan.
The lifecycle of planning.
Role involvements across the planning lifecycle.
QA needs to be involved early in a project.
Weighted shortest job first (WSJF).
Cost of delay (CoD) estimates the downside of not doing something.
WSJF prioritization needs to continuously be updated to assess contextual relevance..
WSJF supports decentralized decisions.
Roadmaps should support decisions across perspectives.
Estimation informs plan sanity and timelines.
Approaches to estimation.
Story points can be based on relative size compared to the smallest task.
People are better at estimating relative size than the time needed for a task.
Story points abstract work estimates away from units of time.
Story points were originally a euphamism for ”ideal days”.
Poker planning reduces bias while estimating.
Avoid asking for status when it can be figured out.
Project management tools.
Drywell experimentation tests user behavior without investing in a solution.
Fail fast/fall forward asks a team to experiment to quickly find what works best.
Comparing product management-adjacent roles.
Building blocks of a company.
Index of formal building blocks.
Index of informal building blocks.
Which company building blocks to adjust.
Survey constraints and scarcities in the org.
Decision rights owner decides how ownership manifests among teams.
Tradeoffs in reporting structure shape.
Tradeoffs in macro organization designs.
An organization’s function corresponds to a suitable solution space.
Failures of organization design come from the wrong balance.
Results of one-variable organization designs (overdoing top priority).
Results of two-variable organization designs (underdoing bottom priority).
Undifferentiated designs avoid making tradeoffs.
Triadic profile of organizational design.
Analyzing organization design.
Strategic playbook addresses an organization’s why, what, who, and how.
Answering “why do we exist?”.
Answering “how do we behave?”.
Answering “what do we do?”.
Answering “how will we succeed?”.
Identify strategic anchors by dumping all org context and finding themes.
Strategy is a collection of differentiating decisions.
Answering “what is most important right now?”.
Unclear prioritization fosters mediocrity and failure.
A “future retrospective” helps assess ideas about what is important.
Answering “who must do what?”.
Answering “what is the character of the organization?”.
Answering “who is the business for?”.
Answering “how does the business compete?”.
People processes are great tools for reinforcing strategic clarity.
Enforce org values through the hiring process.
Enforce strategy through the onboarding process.
Enforce org values and strategy with performance management.
Separating from employees who do not reflect the org’s values is key to health.
Business strategies answer questions about identity, behavior, and focus.
Types of org values.
Analysis approachs for identifying an org’s current or needed values.
Identifying org values from most and least valued employees’ behavioral traits.
Creating a healthy organization is a business’ most critical advantage.
Creating a knowledgeable organization is a fundamental practice.
Parkinson’s Law states that “work expands so as to fill the time available for its completion.”
Parkinson’s law concludes that public administration automatically grows 5.75% year-over-year regardless of circumstances.
Factors involved in maintaining system integrity during scale.
Tradeoffs of reward systems.
Tradeoffs in meeting systems.
Tradeoffs of decision systems.
A sense of ownership stimulates primary work motivators.
Well-aligned self-direction is unlikely without establishing ownership first.
Tactics to increase ownership.
Defining tasks together increases ownership.
Ownership requires autonomy.
People invest themselves into what they sense control over.
Predictability is a prerequisite to autonomy.
Effects of micromanagement.
Micromanagement neutralizes creativity.
Causes of micromanagement.
Management contributing at the wrong level harms contributors at that level.
Understanding how to contribute at the right level has many dependencies.
Micromanagement and not leaving space for others to step up are closely related.
Micromanagement creates conditions where more micromanagement is necessary.
Accountability and responsibility.
Accountability works best as a self-reinforcing system.
Escalations about behavior or performance stem from a lack of visible accountability.
Behavior determines results.
Leaving space for others to step in to take responsibility is critical for growing employees.
Anatomy of accountability.
Accountability requires expectation setting.
Accountability requires the accountable to acknowledge their commitments and the requestor keep track.
Accountability entails some form of followup.
TASC asks if someone has what they need to be accountable and successful.
Unmet expectations may stem from inability to meet the expectation.
RASCI asks what the relative responsibilities a project needs from individuals and groups.
Clarity must be created throughout an org via intentional practices.
Explicitly cascading communication ensures information flows quickly, accurately, and consistently.
People integrate information most effectively when they are exposed to it in different ways and contexts.
Clarity comes from active caring while lack of clarity comes from lack of external focus.
Creating robust collaboration between business subunits.
Sharing opportunities observed from one vantage point can help drive connections between independent groups.
Effectiveness is the pursuit of an objective with respect to value.
Efficiency is the quality of pursuit of an objective.
Amdahl’s Law computes how much an improvement will speed up a system.
Gustafson’s Law claims that efficiency improvements will be used to do harder jobs.
Effectiveness is a superset of efficiency.
Groups perform optimally under a little bit of pressure.
Getting Things Done overview.
Starting the Getting Things Done process.
Getting Things Done seeks to reduce latent stress and increase productivity through focus and organization.
Getting Things Done methodology has 5 steps.
Capture all outstanding tasks to reclaim headspace.
Any internal desire to change something constitutes and open loop which remains indefinitely open.
Open loops create stress and distraction regardless of circumstances.
”Mind like water” is a tranquil state where action and reactions receive full focus.
Clarify ideas into actions.
Asking what the next action is is the most impactful way to work toward a known objective.
Clarify todo items to turn them to something doable.
Action-driven cultures foster positivity, clarity, movement, and ownership toward outcomes.
Complaints can be reframed into action.
Action orientation offers a sense of empowerment.
Collaborative cultures often obfuscate accountability.
Organize tasks to facilitate their doing when able.
Getting Things Done artifacts/systems for organizing action.
Next actions should be organized by physical context to make it easy to do things when appropriate.
We control 3 fundamental resources.
Hidden projects warrant analysis and identification so they can be tended.
Reflect often on task notes to ensure everything is captured and triaged.
Time must be spent priodically focusing on important, but not urgent, topics.
Engage the task management system to find the most effective use of time.
4 criteria model for choosing what to do.
3-fold model for identifying daily work.
6-level model for reviewing one’s own work.
Using the 6-level model as an organizing tool.
Natural planning model outlines everything from purpose to tactics.
Unnatural planning model tries to make existing ideas work.
Productivity requires effective planning.
Mental capacity changes throughout the day.
Schedule tasks with mental capacity in mind.
Do the hardest task of the day first.
Schedule tasks according to focus type and availability.
Simplify ideas to wield them more effectively.
Visual representations ease decision making.
Personification makes logic problems easier to understand.
Long term memory helps with focus.
Other parts of the brain can help with simplified information.
There can only be 1 active focus at a time.
Pending decisions steal resources and attention.
Distractions harm focus in a way that compounds.
Stopping/preventing (inhibition) distraction is difficult.
Meeting agendas and general structure.
Alternatives to meetings.
Silent brainstorming is more effective than verbal brainstorming.
Temporary messaging groups can be more effective than synchronous meetings.
Fostering meeting engagement.
Set expectations with meeting participants early.
Types of meetings.
Decision making meetings.
Decision making meeting tactics.
Ensure decision makers understand context.
Information sharing meetings.
Action items are the commitments or requests that come up in discussions.
Continuous improvement is a commitment to reviewing the way something is done to find ways to do it better.
Kaizen is a process for continuous improvement.
Kaizen originated in the United States before further development in post-WWII Japan.
Shuhari describes the stages of learning to mastery.
Improvements must consider the overarching system to be effective.
Metrics and measurements.
Goodhart’s law suggests that metrics change what’s measured.
BAGEL method to reading.
THIEVES reading technique.
Organizations can foster learning, actively.
Mentorship is an obligation for experienced engineers.
Managerial mentorships are defined by the working relationship.
Engineering managers may technically mentor their individual contributors but it benefits from delineation.
Technical mentorship trains up hard skills.
Proactive technical mentorship enriches engineers in ways they may otherwise not experience.
New hire mentors help new employees orient quickly.
New hires provide insight into how the organization operates.
Expectations about the nature of a mentorship relationship need to be set early.
Sharing information with others furthers one’s own understanding.
Expert blindness is the inability to see how one’s knowledge would be understood by others.
My Zettelkasten practices.
My internal linking practices.
Linking practices continued.
My Zettelkasten ID structure.
Notes can carry on from others.
IDs have two major components.
The second half of an ID is where the real effort happens.
The practical uses of a Zettelkasten.
Journaling can be made more sustainable.
Journals provide active value when used well.
Journals work best with intentional categories of captured information.
Track failures to find learning opportunities.
Constraints optimize for what’s valued.
Constraints add value in knowledge work by defining areas of focus.
Diagrams and charts.
Cumulative flow diagram.
Inventory of knowledge components.
Benefits of capturing information.
Iceboxing ideas is an effective way to reduce resistance to improving focus in a body of work.
Capturing anxious thoughts reduces their effects.
Developing complex thought requires externalization.
Benefits of hand writing information.
Management information systems.
Misassumptions made by management information systems.
Synthesis in writing/reading is the process of breaking down and recombining points made by several sources.
Constraints in writing practices promote progress through focus and enforced stopping points for activities.
Writing constraints that can help with different parts of the process.
McKinsey presentation framework.
DIKW model: data, information, knowledge, and wisdom.
A data point only becomes knowledge once integrated.
Library and museums.
Noguchi is a ”most recently used” filing system.
Mobile devices have many constraints to address.
Mental phenomenae and biases.
Learned helplessness is the belief that one has no control over their experience.
Generalizing effect leads to accidental connections between ideas.
Imposter syndrome is the feeling of poor suitability in a role.
Anchoring biases orient one disproportionately toward the first things they learn about something.
Bandwagon effect influences opinions based on that of the larger group.
Halo effect lets one perceive another as more correct because they have other qualities.
The brain wants to match patterns and move on.
The brain revises, lies, and glosses over to reinforce its existing models and theories.
Feature Positive effect.
Fundamental attribution error.
Terminal uniqueness is the belief that one is somehow different than others.
Sunk cost bias.
Status quo bias.
Fear of missing out.
Baader-Meinhof phenomenon, also known as frequency illusion.
Sensitization is the intentional act of priming someone to notice something.
Motivation and behavior.
ARIA model can help create insight and action.
SCARF model describes the threats and rewards of social situations.
Fogg Behavior Model describes the factors of behavior.
6 elements of simplicity in action.
Fundamental motivators drive all behaviors.
Pink’s intrinsic motivation model.
Autonomy is a primary motivator.
Mastery is a primary motivator.
Purpose is a primary motivator.
Increased status is a primary reward for people.
Status is the feeling of having value to a social group.
Morality can be used to attain status through prestige or dominance.
People and groups will do whatever they can to increase status.
Failures of status result in dominance behaviors.
Moral granstanding is an unfaithful pursuit of status.
Sustainable status accrual helps avoid toxic behavior.
Social media is a problematic way to seek status.
Social media readily encourages grandstanding.
Positive pursuit of status helps oneself and one’s ability to help the group.
Ego is the shadow side of status pursuit.
Ego defends beliefs from threats.
Compensation is a hygienic motivator only.
Requests without reciprocal value tend to be poor motivators.
Data collection depends on reciprocation.
Motivation is largely social in nature.
People are primarily motivated by how they feel about their jobs.
Increased connection is a primary reward for people.
Perception of inequity creates abnormally strong negative reactions.
Paradox of success.
Establishing context and problems is the first step to choice.
Punt decisions and tasks when they aren’t urgent.
Gather options before committing to a solution to maximize potential.
Exploration is necessary to find the best options.
Create space for exploration.
Options must be weighed before committing to a decision.
Tradeoffs align with core purpose.
Make choices in context of other opportunities.
Narrow options until a choice can be made.
Too many choices is effectively the same as none.
Tactics for reducing options toward a decision.
Tactics for making very hard decisions.
Decline nonessential opportunities.
Saying no can be done in a way that helps the other party.
Decisions require commitment to enter into reality.
Consensus is not a valuable decision making target.
Disagree and commit.
Commitment is active.
Decision making discussions must end with confirmations about understanding and commitments.
Decisions may benefit from followup to assess results.
The quality of a decision is in the process of making it, not in the outcome.
A good process for making decisions is much more important than most specific decisions.
Decision making tools.
List of decision making pitfalls.
Indecision is a pitfall.
Decisions are necessarily made with imperfect knowledge.
Make decisions with the right representation.
Inclusive decision making is best served by representatives of diverse viewpoints.
Cut losses on bad investments.
Forcing things to work.
Cargo culting a solution is a sloppy approach to problem solving.
Finite game versus infinite game are vantage points that shape one’s focus areas.
Vulnerability is necessary to lead teams that have clarity and trust.
Vulnerability is nothing more than the feeling experienced during emotional risk.
Defending against vulnerability prevents growth.
Tangible business needs requiring vulnerability.
Ego pursues self-worth through social recognition at the expense of authenticity.
Learning how to more authentically be ourselves is one of life’s noble pursuits.
Negative behaviors created by defensive ego.
Perfectionism attempts to avoid the pain of disappointing others.
Turning joy into foreboding to avoid a future feeling of loss.
Numbing pain suppresses every other experience.
Needing to be right is defensiveness.
Cynicism and sarcasm seek to avoid emotional contribution.
Ego goes into overdrive when a sense of value is missing.
Measuring self-worth with productivity.
Judgment offers catharsis to mask our anxieties.
Violating trust creates counterfeit relatability.
Anxiety tends to cause negative reactions from ego.
Shame is the fear of disconnection stemming from feeling unworthy.
Traits that show an organization has become tainted with shame.
Shame compounds when left untreated.
Shame creates outward and inward damage.
Connection is the antidote to shame.
Trust grows slowly through small reciprocal moments.
Leaders are best able to trust those that ask them for help.
Trust builds cohesive and productive organizations.
The 7 attributes of trust.
Psychological safety is disrupted by trust-harming behaviors.
Achetypes that harm team psychological safety.
Address archetypes that harm psychological safety.
Psychological safety is fostered through trust enforcing behaviors.
Psychological safety is the ability of people to feel safe taking risks together.
Investing in social connectedness increases productivity.
Problems related to psychological safety.
Lack of psychological safety produces ego-defensive behaviors.
Lack of psychological safety creates anxiety.
Empathy is about connecting to underlying feelings.
Barriers to empathy.
Life design is an empirical approach to fostering better life outcomes.
Framework for more intentional living.
Personal maintained artifacts.
Strategic personal artifacts.
Tactical personal artifacts.
Personal recurring events.
Recurring personal activities (informal).
Personal event triggers
Miracle Morning Life SAVERS lays out a morning routine.
Affirmations are commitments and inspiration to create the future one wants.
Creating affirmations involves assessing intent and commitments.
Some actions can make internalizing affirmations more effective.
Strategies for reliably waking up.
Visualization improves goal pursuit.
SMARTER goals model makes engaging goals.
Actionable goals orients to doability.
Risky goals command attention better.
Exciting goals are intrinsically motivating.
SMART goals model makes practical goals.
Specific goals illuminate the path to success.
Measurable goals offer progress feedback and finish lines.
Positive goals are more successful because they emphasize outcomes.
Achievable goals keep focus on the realm of possibility.
Goals need to be relevant to each other and in life.
Time-bound goals emphasize urgency and routine.
Goal setting happens best in a liminal mindset.
Reframe limiting beliefs into liberating truths.
Perform an after-action review to learn from the past.
Learn through a year-in-review.
Goals absolutely must be written down and reviewed.
Well-designed goals cover all bases of the behavior model.
Personal yearly goals should be planned ambitiously and in the areas in need of improvement.
Start working on goals—don’t overplan.
Activation triggers keep habits and goals integrated into one’s life.
Objectives and key results (OKRs) are an approach for goal setting in organizations.
Designing your life methodology.
Surveying the state of one’s life suggests specific focus areas for improvement.
Gravity problems are problems with no practical solution.
Work and life ethos statements orient one to purpose or fundamental understanding.
A personal compass provides insight through comparison.
“Work” is anything we are committed to make happen.
Tracking one’s relationship with daily activities will show what one values.
Mindmapping off of things that bring joy allows one to visualize different future lives.
An Odyssey Plan is a 5 year plan for a theoretically desired life that answers questions about the option.
Life decision options can be prototyped for validation and learning.
Life design artifacts roll experiential information into experimental analyses.
Consciousness and metaconsciousness.
Liminal thinking is an approach to sidestepping the biggest hindrance to change: belief.
Liminal comes from the Latin word for threshold.
Beliefs prevent change—but change happens at those boundaries.
Liminal thinking exercises.
Liminal thinking exercises continued.
Liminal thinking exercises continued.
Liminal thinking exercises continued.
Theory of beliefs assess origin and meaning of beliefs.
Beliefs are models of reality.
Beliefs are constructed.
People are compelled to form like-minded social groups.
The pyramid of belief shows the construction process of a belief.
Beliefs create a shared world.
A learning loop evolves reaction to needs as results are assessed.
Doom loops are a mutually negative feedback loops between learning loops.
Story webs are a self-evident reality produced by its participants.
Beliefs create blindspots—limiting beliefs.
Beliefs defend themselves.
Self-sealing logic causes a self-consistent narrative that aids quick action.
Self-sealing logic forms a bubble of reality which distorts information to fit.
New information is tested internally and maybe externally.
Beleifs are tied to identity.
Governing beliefs are the core of a belief system, discussing identity and self-worth.
Self-worth is the foundation of belief, so threats to beliefs are interpreted as threats to self.
Governing beliefs are at the center of group cohesion.
Conspiracy theories originate in groups that have a shared identity related to lack of control over life.
Conspiracy theories offer explanations for why certain needs, especially control, are unmet.
Reality distortion can be mitigated and change fostered with practice.
Assume onself is not objective to find blind spots.
The Johari Window is an aid to understand oneself.
A beginner’s mind is needed to get away from bad assumptions about a problem.
Good probing questions ask more about experience specifics than open-ended qualitative views.
People work more effectively when their emotional needs are respected.
Emotions are a manifestation of needs.
Needs are concealed when psychological safety is lacking.
Domains of social behavior express different positive aspects of effectiveness.
Validate theories directly, or through contrast with other viewpoints.
Models/theories that are good at predicting are not necessarily true.
Incomprehensible behaviors are the result of ideas/inputs that are not readily apparent.
Comparing/contrasting different viewpoints is the best way to learn reality.
Ask questions and make connections.
Disrupt routines to unseat negative feedback loops.
Act out different realities/beliefs to find new opportunities.
Double loop learning is a process for testing new approaches.
Chesterton’s Fence refers to the idea that one must understand past rationale before reform.
Beliefs are transmitted to others through story.
Take risks to get new experiences.
Consciousness likely originated to improve the pursuit of food.
Properties of consciousness.
Properties not necessary to consciousness.
Minfulness and meditation.
Understanding how the brain works allows one to wield it more effectively.
Emotions are a simplified heuristic for navigating a complex world.
Org decisions and emotions both use values as a heuristic to navigate uncertainty.
Index of feelings to watch for and associated actions.
Resentment indicates that communication has not adequately occurred.
Stress creates or harms performance.
Stress can be reduced by focusing on other activities.
The Yerkes-Dodson Law says that performance follows a bell curve of stress.
Once an emotion has come up, the main options are to express it or change viewpoints.
Labeling internal states gives control over them.
Reappraising a situation allows one to apply a new perspective to choose a better approach.
Over-arousal of the limbic system causes many cognitive downsides.
Action potential is the signal the brain sends when it intends to do something.
The most important life skills for success are reappraisal and mindfulness.
People perform better when they are happy.
Cognition and perception.
Cognition is the processing of information.
Cognition is largely concerned with predicting events.
The brain rewards problem solving/pattern finding.
Cognition differs from consciousness in awareness.
Intelligence is an entity’s ability to acquire knowledge on its own.
Kinds of “forever,” or, perception of permanent states.
Insight comes from attention to the way a problem is being thought about.
Focus on the details of a problem can stand in the way of solving it.
Effectively helping others solve problems.
Giving people solutions is an ineffective way of creating desired outcomes.
Outcome-oriented thinking creates insight by focusing on things related to the outcome.
Cognition can be manipulated.
Visualizations create similar cognitive reactions as real events.
Triadic thinking contrasts three things.
Leaders follow other leaders in the same mission.
Leaders have vision toward a different world.
Leaders lead change initiatives.
The Lippitt-Knoster model for managing complex change.
Restraint is a fundamental leadership quality.
It can be better to wait for something to unfold rather than immediately reacting.
Leaders thrive in ambiguity.
Listening and empathy are foundational leadership traits.
Giving feedback more frequently creates defensiveness than change.
People generally want more feedback to help them be more effective.
Better performance outcomes come from facilitating positive change instead of feedback.
Is it better to provide direct feedback, or indirectly facilitate positive change?
Healthy conflict is a necessary form of feedback.
Tactics to help conflict be productive.
All participants in a breakdown could have influenced the outcome more positively.
Ensure you’re ready to provide feedback before starting.
Hiding feedback ensures further problems.
Regular feedback, especially positive, builds the trust needed for harder discussions.
Engineering managers must understand how their employees want feedback and praise.
Managing conflict is a mix of prevention and facilitation.
Teams must engage conflict to make progress.
Conflict is valuable for driving commitment and better decisions.
Conflict requires being comfortable with vulnerability.
Groups may need help engaging conflict if there’s a preference for artificial harmony.
Tactics for engaging conflict constructively.
Recovering from mistakes of empathetic leadership.
Box breathing creates a space to foster perspective about an emotion.
In all conflicts, lack of information leads all parties into imaginary narratives that fill in the gaps.
Questions to ask to get past automatic internal narrative.
Dragging conflict through demands about minutiae is gaslighting.
Improve performance by requesting feedback.
Receive feedback with a mind to use it.
Expectations directly determine how we experience the world.
Sharing expectations creates a path to satisfaction.
Unshared expectations create disconnects.
Requirements for the development of social systems.
Human interactions fall into three categories.
Strong emotions spread automatically through groups.
Peace and conflict studies.
Precursors to civil war.
Stages of insurgency.
The network effect, or, demand-side economies of scale.
Kakeibo is the art of mindful budgeting.
Budgeting has the highest chance of success with clear goals and review.
Mindful curiosity helps improve purchase decisions.
Budgeting is necessary because society is incentivized to separate people from their money without noticing.
Elixir processes often store state and offer an API for other processes to work with it.
Pointers in golang.
Exporting CSV from psql.
Listing tables in schemas.
UUID is inadequate for high security.
Generate IDs outside DB for high scale.
Computer science design principles.
Law of Demeter.
There are multiple types of infinity.
Data types in statistics.
Ontology: the study of what exists.
Basic concepts of ontology.
Ontological stances or viewpoints.
Mereology is the philosophy of parts and wholes.
Identifying core intent aids self-aligned decision making.
A statement of core intent distills one’s motivations and purpose.
Methods for identifying core intent.
Current and desired roles and responsibilities are key identifiers of core intent.
Sharing personal values with others allows them to interpret us more correctly.
Identifying personal values allows them to be more deeply integrated.
Values must be turned into action for them to be meaningful.
Use a joy and meaning list to define success.
Deciding what you want.
Holga click guide.
Linguistic relativity, or the Sapir-Whorf Hypothesis.
Grammar and parts of speech.
Order of abjectives in English.
Mythology and folklore.
Sword of Damocles.
The event horizon is all-encompassing.
Pair instability supernova are the highest energy events, culminating in a hypernova.
Black hole stars could explain otherwise impossibly large black holes.
Physics of motion.
Speed and velocity.
The Maxwell Color Triangle represents all possible hues using three variables.
Chromatic aberration occurs when a lens bends different colors at different rates.
Snell’s Law states that light changes direction when changing speed.
Human eyes don’t see most wavelengths in focus.
Important systems in the brain.
Prefrontal cortex is inefficient with energy.
Limbic system tracks emotional relationship with the world and memory forming.
There are two distinct ways of interacting with the world.
Direct experience network focuses on processing sensory information.
Dopamine drives interest.
Dopamine levels can be preserved or encouraged.
Norepinephrine and adrenaline drive alertness.
Oxytocin reflects our emotional and goal entanglements with others.
People possess limited mental resources.
How big is short term attention?
Ego depletion is the reduction of volition caused by the exercise of volition.
Decision making is extremely tiring.
Limited mental resources require potent and effective decision making.