Right Attitudes

Ideas for Impact

Thought Process

To Rejuvenate Your Brain, Give it a Break

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To Rejuvenate Your Brain, Give it a Break Research suggests that once you hit a “plateau of productivity,” the number of hours you work without a break is inversely proportional to how much you’ll accomplish.

Even brief escapes such as a walk in nature or a run around the block can clear your head and rejuvenate the brain. Just leave the phone behind and seek novelty (e.g., noticing something new or taking different paths.) Engage your mind with the world instead of worrying about the work you’re supposedly taking a break from.

Downtime allows the brain to refresh the specific neural network you’ve been using, make new connections, and inspire you to fresh approaches to tasks.

Idea for Impact: Intermittent escapism can be valuable. It distracts the brain from useless worry, helps generate out-of-the-box ideas, and may even restore a sense of wonder.

Novelist Neil Gaiman said it better, “People talk about escapism as if it’s a bad thing… Once you’ve escaped and come back, the world is not the same as when you left it. You return to it with skills, weapons, and knowledge you didn’t have before. Then you are better equipped to deal with your current reality.”

Wondering what to read next?

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  3. Everything in Life Has an Opportunity Cost
  4. Make a Habit of Stepping Back from Work
  5. What Airline Disasters Teach About Cognitive Impairment and Decision-Making Under Stress

Why Investors Keep Backing Unprofitable Business Models

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Why Investors Keep Backing Unprofitable Business Models Investors have heaped billions into Q-Commerce—especially the rapid grocery startups—hoping to hook consumers on the convenience of groceries that would turn up immediately, sometimes in minutes.

I’ve never really fathomed how the small-basket orders of low-margin groceries can endlessly compensate for the labor costs and overheads, even after discontinuing the generous referral bonuses, discount codes, and freebies enticing customers. The prospects may evolve if these startups subsist on ever more funding and develop massive businesses with efficiencies from scale. But then they’re right in Amazon’s wheelhouse.

Idea for Impact: Some business models are never created to be profitable, and investors should be wary of encouraging—and funding—loss-making propositions. The lure of backing an initial entrant, capturing market share, and then selling out to a more determined fool isn’t viable! Who needs goods delivered in such a rush for such charges, anyway?

Wondering what to read next?

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  3. The Myth of the First-Mover Advantage
  4. A Real Lesson from the Downfall of Theranos: Silo Mentality
  5. Fall in Love with the Problem, Not the Solution

Sometimes a Conflict is All About the Process

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Sometimes a Conflict is All About the Process There’s a considerable difference between a “decision conflict” and a “process conflict,” and it’s necessary to disentangle the two.

A decision conflict is about a choice or another to be made. But a process conflict is about the approach, e.g., where making a choice has lacked rigorous deliberation (haste, a lack of participation from essential stakeholders, contempt for shared priorities, lack of attention to the tradeoffs, and so forth.) A sound decision has ensued from a meticulous-enough thought process, even if the decision emerges to be defective in the fullness of time.

Idea for Impact: Worry about bad decision processes. Make the “how” the anchor for your decision-making process. Improving the quality of decisions is developing better frameworks for making those decisions.

Wondering what to read next?

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  2. Making Tough Decisions with Scant Data
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  4. How Stress Impairs Your Problem-Solving Capabilities: Case Study of TransAsia Flight 235
  5. Presenting Facts Can Sometimes Backfire

What if Something Can’t Be Measured

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Spirit Airlines---Route Feasibility Decisions During a September-2021 Airlines Confidential podcast (via Gary Leff’s View from the Wing,) former Spirit Airlines CEO Ben Baldanza told an exciting story about the airline industry’s systematic approach to reckon if potential new routes are economically feasible:

For the most part, airlines rely on data—required and reported by the Bureau of Transportation Statistics—on ticket purchases that show the number of people flying a given route and what price. For example, New Orleans, which is home to one of the largest Honduran populations in the U.S., has not had direct service to Honduras. Spirit Airlines will therefore analyze data from Sabre Market Intelligence for 2019 showing O&D (Origin and Destination) traffic between New Orleans and Honduras.

Sometimes, though, there’s no data on historical demand on a route, such as when Spirit Airlines was considering service to Armenia, Colombia. There hadn’t ever been a U.S. carrier flying into the airport, so there wasn’t available traffic data Spirit could access. Instead, Spirit looked at telephone data and migrant remittance statistics to get a sense of ties between the U.S. and the Latin American city. Spirit studied the frequency with which people were calling friends and relatives and how much money and how frequently money was being remitted as a reliable metric to determine if the new route was viable.

Spirit Airlines relies heavily on leisure bookings, especially visiting friends and relatives (VFR) traffic. In the absence of historical yield data for a route being considered, Spirit used fund transfers to Latin America as a stand-in variable.

Substitute Variables and Proxy Metrics: What if Something Can't Be Measured A surrogate metric or proxy metric is exactly that—a substitute used in place of a variable of interest when that variable can’t be measured directly or is difficult to measure. For example, per-capita GDP is often a proxy for the standard of living, and the value of a house is a stand-in for the household’s wealth. Freight tonnage is often a proxy for economic activity.

Idea for Impact: Relying on intuition for sound decision-making isn’t sustainable, so folks need a systematic approach to making those decisions. Use meaningful proxy and surrogate metrics in your decisions to help overcome inherent biases with what can’t be measured.

Wondering what to read next?

  1. The Data Never “Says”
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  3. Why Your Judgment Sucks // Summary of Daniel Kahneman’s Thinking, Fast and Slow (2011)
  4. How to Solve a Problem By Standing It on Its Head
  5. Accidents Can Happen When You Least Expect Them: The Overconfidence Effect

Get Good At Things By Being Bad First

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You Have to Be Bad at Something Before You are Good at it

Your first attempts are going to be bad

A technique used by many a brilliant inventor:

  • Make something. Get it functional. Get it adequate. It’s okay if it’s subpar.
  • Then, stumble around. Iterate until it’s good.

Now, that’s a better creative process than making something good on the first go.

Start, even if you’re bad at it

Case in point: Write bad first drafts quickly. Start by getting something—anything—down on paper. Let it all pour out. Let it romp all over the place. No one’s going to see it. You can shape it up later. You can gradually polish the thought flow and enrich the choice of words.

If you aren’t willing to be bad initially, you’ll never get started on anything new.

The way you create something good is by launching into it and then iterating gradually rather than by going into your cave and trying to create that perfect masterpiece.

Essentially, this is agile development. The best programmers write functional code to prove some concept. Along the way, they’ll get a better understanding of the business need for the software and the workflow. Bit by bit, they rework snippets of code and improve continuously.

Idea for Impact: Just start. Do a bad first job.

The bad is the precursor to the good. Bad will get you started. It’ll move you forward. Pressing on, you’ll get illuminated, enlightened, and informed.

Momentum is everything. Don’t put off any contemplated task thinking, “This is hard. I don’t know how to do this well. I’m going to have to do it perfectly. Or I need to wait till I have enough time.” The instant you stop cold and put something off, momentum starts the other way.

Motivation is often the result of an action, not its cause. Taking action—even in small, sloppy ways—naturally produces momentum. It’s a better solution than trying to do it right the first time.

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  4. Real Ways to Make New Habits Stick
  5. Small Steps, Big Revolutions: The Kaizen Way // Summary of Robert Maurer’s ‘One Small Step Can Change Your Life’

It’s Not What You See; It’s How You See It

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The Power of Perspective

Try to consider the sunny side of a situation rather than focusing on what’s wrong with it.

If it’s pouring rain, don’t upset yourself over plans hampered or stress about getting drenched. Instead, relish the splendor of landscape under the grey sky, delight in the pattering noise of the rain, and savor how the flowers have their heads as if to rest. Appreciate how rain is the great facilitator of life. And use this as a perfect excuse to curl up with a good book and chill out.

It’s not what you see; it’s how you see it.

Got a demanding new boss? Bring to mind all the things you can learn from her—including what not to do as a manager.

Reframing allows you an expanded view of your reality. You can move your experience from a negative frame to a more hopeful one, filled with opportunities.

How you frame something can change everything. When you change your point of view, the facts of the situation remain the same. But the shift in your emotional tone changes the meaning that you give to the situation.

Idea for Impact: Practice cognitive control. Learn how to put things in perspective.

When something or somebody annoys you, shift your attention. Ask, “What’s right about this? What’s to be appreciated about this?” Imagine the best possible outcomes.

Reframing an event or stimulus changes your emotional response to it—and it helps keep stress in check.

Changing the way you see the world is not a denial. It doesn’t imply naive optimism. Instead, it is the purging of mental pollutants such as dislike and anger—even aggression—that poison the mind and disable you from finding refuge in presence.

In Buddhism, the opposite of pleasure is not pain but delusion.

Wondering what to read next?

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  4. Expressive Writing Can Help You Heal
  5. Summary of Richard Carlson’s ‘Don’t Sweat The Small Stuff’

No, Reason Doesn’t Guide Your Politics

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“The human mind is a story processor, not a logic processor,” observes the American political scientist Jonathan Haidt in The Righteous Mind: Why Good People Are Divided by Politics and Religion (2012,) a captivating voyage of discovery of the social psychology of politics and ethics. Haidt makes a compelling case for why reason and logic aren’t what people use to contend with problems and steer through to the right answers.

Most people’s politics tend to be ill-informed. People don’t engage in deep causal thinking about the consequences of their favored political positions. Information and analyses tend to provoke—not calm—their preconceived judgments.

No, Reason Doesn't Guide Your Politics

Reason is Motivationally Inert

As the Scottish philosopher David Hume noted in his masterful Treatise on Human Nature (1739,) “Reason is, and ought only to be the slave of the passions, and can never pretend to any other office than to serve and obey them.”

Reason becomes subordinate to the passions that have come to life in people’s tribal allegiances and their confirmation bias. People are prone to making decisions derived from instinctive, emotional, and fast thinking of psychologist Daniel Kahneman’s “System 1,” not the slow, logical deliberations of “System 2.”

Most people feel good about sticking to their guns, even if they are wrong. They tend to read newspapers, periodicals, blogs, and social media feeds to settle ever more comfortably into their preexisting beliefs. They use their tribes’ “notice boards” not to reassess their established opinions but to have them validated, comforted, legitimized, and intensified.

On the rare occasion that they do converse with someone or read something they may disagree with, they don’t revaluate their judgments, let alone change their minds. They merely use reason as a weapon to discredit contrasting evidence, spot others’ flaws, and convince them that they are wrong. Consequently, reason doesn’t bind but drives differing people apart.

Idea for Impact: The Opinions You are Blind to Could Be Your Own

Be conscious of the internal conflicts brought on by your passions. Seek and assess the counterevidence. Incorporate these counterarguments and strengthen your positions.

Wondering what to read next?

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  3. Presenting Facts Can Sometimes Backfire
  4. Moderate Politics is the Most Sensible Way Forward
  5. Lessons from Charlie Munger: Destroy Your Previous Ideas & Reexamine Your Convictions

Imagine a Better Response

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Choose a better response: Don't react without thinking

In the Discourses of Epictetus (c.108 CE,) Arrian reports, “I must die: must I, then die groaning too? I must be fettered: and wailing too. I must go into exile? Does anyone, then, keep me from going a smile and cheerful and serene?”

You may not choose the circumstance, but you can choose your response to it.

Choose your response, and you can rise above what holds you down.

But how?

Viktor Frankl’s Man’s Search for Meaning (1959) proposes, “Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”

When circumstances pull for some particular reaction, choose to respond instead.

Don’t react without thinking. Don’t accept reflexive reactions. Instead, learn to become aware that there is a “space” before responding. Learn to recognize, increase, and make use of this “space.”

That awareness ushers a release from the dictates of both external and internal pressures.

Choose a better response. With that, you can find inner happiness.

Wondering what to read next?

  1. It’s Not What You See; It’s How You See It
  2. Get Everything Out of Your Head
  3. Cope with Anxiety and Stop Obsessive Worrying by Creating a Worry Box
  4. Expressive Writing Can Help You Heal
  5. Summary of Richard Carlson’s ‘Don’t Sweat The Small Stuff’

Many Creative People Think They Can Invent Best Working Solo

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Many Creative People Think They Can Only Create Working Solo

Apple co-founder Steve “Woz” Wozniak writes in his memoir, iWoz: Computer Geek to Cult Icon: How I Invented the Personal Computer, Co-Founded Apple, and Had Fun Doing It (2006):

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone—best outside of corporate environments, best where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has ever been invented by committee… I’m going to give you some advice that might be hard to take. That advice is: Work alone.

Teams aren’t automatically better at creativity. In what’s termed “collaborative inhibition,” everyone needs to be happy, so team members talk and talk until they’ve reached a consensus on a decision which is usually the lowest common denominator—something tepid that everyone, worn out from the prolonged discussion, can endorse.

Idea for Impact: The best creative decisions often reflect a unique, opinionated perspective. Look for ways to increase organizational creativity by building better environments in which individual creativity can thrive.

Wondering what to read next?

  1. The Myth of the First-Mover Advantage
  2. How to Stimulate Group Creativity // Book Summary of Edward de Bono’s ‘Six Thinking Hats’
  3. Consensus is Dangerous
  4. The Curse of Teamwork: Groupthink
  5. Constraints Inspire Creativity: How IKEA Started the “Flatpack Revolution”

Making Tough Decisions with Scant Data

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CDC Grappling with Imperfect Science - Making Tough Decisions with Scant Data Yesterday’s New York Times article highlights the complex tradeoff leaders must often make between indecision and acting on insufficient information:

The Omicron variant is pushing the CDC into issuing recommendations based on what once would have been considered insufficient evidence, amid growing public concern about how these guidelines affect the economy and education. CDC Director Dr. Rochelle Walensky has been commended for short-circuiting a laborious process and taking a pragmatic approach to manage a national emergency, saying she was right to move ahead even when the data was unclear and agency researchers remained unsure. The challenge now for Dr. Walensky is figuring out how to convey this message to the public: “The science is incomplete, and this is our best advice for now.”

The smartest people I know are the ones who understand that they don’t know—can’t know—everything. Yet, they’re ready to act on imperfect information, especially when being slow will be costly.

Idea for Impact: Being able to analyze information is insufficient if you can’t reach decisions.

Knowing you’ll never know everything shouldn’t prevent you from acting. The ability to reason and reconsider your position on something is an integral part of rational thought.

Wondering what to read next?

  1. The Data Never “Says”
  2. What if Something Can’t Be Measured
  3. Smart Folks are Most Susceptible to Overanalyzing and Overthinking
  4. Presenting Facts Can Sometimes Backfire
  5. What Airline Disasters Teach About Cognitive Impairment and Decision-Making Under Stress