Right Attitudes

Ideas for Impact

Five Questions to Keep Your Job from Driving You Nuts

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Five Questions to Keep Your Job from Driving You Nuts When work is actually decent, everything else starts to click. A good job challenges you just enough, pays the bills, surrounds you with coworkers who aren’t jerks, includes a boss who gets you, and offers a commute that doesn’t crush your soul. If you’ve got one, hold onto it. But if your job feels more “meh” than meaningful, it might be time to rethink how you’re showing up to it.

You don’t need a promotion or some life-changing pivot. Sometimes, a small mindset tweak is enough. Instead of chasing the ideal job or measuring your current one against outdated standards, ask better questions. You may find the spark isn’t gone—it’s just buried under routine and autopilot. Start with these:

  1. What parts of your day actually feel good—and how can you create more of them? Significance: Small joys matter. They keep you grounded.
  2. Who around you genuinely seems to like their job—and what are they doing differently? Significance: Pay attention. Borrow smart habits. Experiment.
  3. What small responsibilities can you quietly take on—even if no one notices yet? Significance: Leadership doesn’t wait for permission. It starts with initiative.
  4. What skill could you start building today that nudges you toward the next role? Significance: Make your potential visible. Show your growth in action.
  5. Does your calendar reflect your values—or just what others expect of you? Significance: Time speaks louder than intentions. Spend it wisely.

Bonus: What tough issue are you avoiding that needs a name before it grows teeth Significance: Ignoring problems doesn’t shrink them. It sharpens them.

Idea for Impact: Careers don’t reset in a day. But your rhythm can—one step at a time, starting now.

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A Taxonomy of Troubles: Summary of Tiffany Watt Smith’s ‘The Book of Human Emotions’

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'The Book of Human Emotions' by Tiffany Watt Smith (ISBN 0316265403) Some books aren’t designed to be read front to back. Tiffany Watt Smith’s The Book of Human Emotions (2016) is a perfect example. It’s a compendium, a literary grab bag where readers can open to any page and uncover a curious nugget about the strange terrain of human feeling. Whether it launches a dinner-table debate or sends you into a cultural rabbit hole, its charm lies in its delightfully unsystematic approach.

Smith, a cultural historian focusing on the history of emotion, offers a colorful tour of the emotional spectrum. Some entries are instantly relatable; others are wonderfully obscure. The format is encyclopedic, ranging from single-sentence definitions to multi-page explorations. There’s basorexia, the sudden urge to kiss, and iktsuarpok, the anxious anticipation of someone’s arrival. Smith notes in the introduction that the modern idea of “emotions” didn’t appear until the 1830s. Before then, feelings were blamed on faulty souls or imbalanced bodily fluids like bile or phlegm.

The book is more than just a glossary; it’s threaded with sharp cultural insights—when a language has a specific word for a concept, it often indicates that this concept is culturally important, frequently discussed, or central to how people interact and understand their world. Smith touches on the aggressively enforced cheeriness of American customer service, a strange mandate for mandatory happiness that somehow leaves everyone slightly gloomier. She also highlights curiosities like awumbuk (from Papua New Guinea,) the oddly specific feeling of emptiness after guests leave, and the Dutch concept of gezelligheid, capturing the warmth of shared companionship.

Recommendation: Leaf through The Book of Human Emotions. Though the concept occasionally feels stretched, perhaps suggesting the author discovered that emotions alone might not justify an entire book, it remains engaging throughout. Smith writes with clarity and wit, avoiding the heaviness of academic prose. This is the kind of book that earns its place on the coffee table. It’s best enjoyed in fragments, one curious entry at a time, gently reminding us how language and culture shape what we feel and how we understand each other.

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Negative Emotions Aren’t the Problem—Our Flight from Them Is

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Negative Emotions Aren't the Problem---Our Flight from Them Is Life is not a cradle of comfort but a crucible of experience. To be conscious is to be vulnerable—to injury, to loss, to the slow erosion of certainty. Suffering is not a glitch in the system; it is the system. And yet, the modern mind, coddled by convenience and narcotized by distraction, recoils from this fact as if it were an indecency rather than a reality.

We are told to “stay positive,” to “move on,” to “let it go”—as if grief were a clerical error and despair a lapse in etiquette. But this is not wisdom; it is evasion. The mature individual does not anesthetize himself against pain. He studies it. He lets it speak. He asks, as the Buddha might have: What is the origin of this suffering? What craving, what illusion, what attachment lies beneath it?

Negative emotions—anger, shame, sorrow—are not pollutants to be scrubbed from the psyche. They are signals. To suppress them is to silence the very messengers that might deliver us from ignorance. The Buddhist insight that suffering arises from clinging—from our refusal to accept impermanence—aligns, curiously, with the stoic’s call to meet adversity with composure and clarity.

There is no virtue in masochism, no nobility in wallowing. But there is immense value in refusing to be ruled by what afflicts us. To suffer consciously is to wrest meaning from pain. To observe one’s anguish without flinching is to begin the slow, unsentimental work of liberation.

Idea for Impact: You will not escape the wheel of suffering. Avoiding negative emotions won’t get you anywhere—it merely postpones the reckoning and deepens the illusion. In doing so, you do not become immune to suffering—but you cease to be its slave.

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Inspirational Quotations #1121

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Every time I see an Erie Railroad engine bearing the name of its faithful driver a thrill goes through me, for I know that the man guiding it has won this rare honor by many years of the most loyal and efficient service. Who will argue that only public men and corporation heads are entitled to have their names emblazoned on the scroll of honor? All workmen care about is money, you say? Wrong. Workers are made of exactly the same stuff as generals or senators or presidents or governors or industrial leaders. It is just as fitting to honor the worthiest of our wage earners as it is to honor others.
—B. C. Forbes (Scottish-born American Journalist)

Satire is tragedy plus time. You give it enough time, the public, the reviewers will allow you to satirize it. Which is rather ridiculous, when you think about it.
—Lenny Bruce (American Comedian)

Better not be at all than not be noble.
—Alfred, Lord Tennyson (British Poet)

Many are called but few get up.
—Oliver Herford (Canadian-American Writer, Humorist)

He who comes up to his own idea of greatness must always have had a very low standard of it in mind.
—William Hazlitt (English Essayist)

The bravest are the most tender; the loving are the daring.
—Bayard Taylor (American Poet, Travel Writer)

Never trust the teller, trust the tale.
—D. H. Lawrence (English Novelist)

Those who lack the courage will always find a philosophy to justify it.
—Albert Camus (Algerian-born French Philosopher)

Grace tried is better than grace, and more than grace; it is glory in its infancy.
—Samuel Rutherford (Scottish Theologian)

The best answer to bad speech is good speech
—Alan M. Dershowitz (American Legal Scholar)

Japan’s MUJI Became an Iconic Brand by Refusing to Be One

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Minimalism as Rebellion: MUJI's Counterstrike Against Consumer Excess

In the heyday of Japan’s consumer electronics boom, MUJI—short for Mujirushi Ryohin, or “no-brand quality goods”—stepped onto the scene as a quiet revolution. Launched in 1980, it offered a counterstrike against a market bloated with luxury logos and feature-packed excess. Consumers were drowning in labels and needless complexity. MUJI tossed them a lifeline.

Its genius wasn’t invention; it was restraint. MUJI’s philosophy ran on three simple principles: repurpose what others waste, strip out the ornamental, and reject the superfluous. This wasn’t minimalism for aesthetic purity. It was minimalism in service of reason—clarity with purpose, bordering on rebellion.

Take ochiwata, the cotton lint most manufacturers discard during combing. MUJI turns it into dishcloths, a subtle jab at industries obsessed with perfect materials. Or consider “Imperfect Dried Shiitake,” a bold rejection of beauty standards in the produce aisle. These items don’t hide their flaws; they wear them honestly. Even the packaging puts the product before the brand. MUJI doesn’t shout. It invites.

In a market starving for identity, MUJI chose integrity over polish. It slashed costs not to be cheap, but to be real. It isn’t anti-luxury; it’s anti-nonsense.

Idea for Impact: People don’t buy what you make—they buy what it means. MUJI nailed the message: by refusing to be a brand, it became one. A whisper that silenced the noise.

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Why Major Projects Fail: Summary of Bent Flyvbjerg’s Book ‘How Big Things Get Done’

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Famous Construction Project Failures and The Curse of the Megaproject: Over Budget, Over Due

High-profile construction megaprojects routinely plunge into crisis through mismanagement and unforeseen complications. Boston’s Big Dig exemplifies this pattern as it swelled to five times its intended budget, dragging the city through nearly two decades of disruption before concluding in 2007. Sydney’s Opera House began as a modest four-year, $7-million plan and morphed into a 14-year, $102-million ordeal—its ever-evolving design and underestimated complexity a cautionary tale in unchecked ambition. Montreal’s 1976 Olympic Stadium, derisively dubbed the “Big Owe,” left taxpayers grappling with debt for over 30 years, and Germany’s Berlin Brandenburg Airport staggered behind schedule for a decade before finally opening in 2020.

Bent Flyvbjerg and journalist Dan Gardner meticulously deconstruct these tribulations in How Big Things Get Done: The Surprising Factors That Determine the Fate of Every Project, from Home Renovations to Space Exploration and Everything In Between (2023.) Their exhaustive study of 16,000 projects reveals that a mere 8.5% adhere to their initial time and budget estimates, with an unforgiving 0.5% delivering on time, cost, and promised impact. Project planners often engage in strategic misrepresentation, deliberately understating expenses to secure approval, while the sunk-cost fallacy pits stakeholders against cutting their losses despite mounting over-expenditure. Speed without foresight compounds disaster.

'How Big Things Get Done' by Bent Flyvbjerg (ISBN 593239512) In sharp contrast, China’s rapid rollout of the world’s largest high-speed rail network demonstrates the power of standardization and modular design. By employing repetition over reinvention, the nation completed its vast system in under a decade—a testament to disciplined execution. Pixar’s playbook in American animation underscores the virtues of a robust pre-production phase; meticulous storyboarding and character development catch chaos before it spreads, ensuring a smoother production process. Similarly, the Guggenheim Museum in Bilbao stands as an exemplar of efficient project management. Frank Gehry’s pioneering use of advanced computer-aided design let his iconic vision be refined in silicon before forged in steel.

These case studies drive home a singular truth: megaprojects succeed when disciplined forecasting, realistic budgeting, and proactive risk assessment govern the process. Conversely, the allure of expediency—the temptation to overpromise and underdeliver—is often the prelude to collapse. Flyvbjerg and Gardner’s analysis cuts through the hubris of grand plans, offering a compelling narrative that contrasts spectacular failures with triumphs born from deliberate design and rigorously earned execution.

Recommendation: Fast-read How Big Things Get Done—its stories don’t just teach project management; they expose the anatomy of ambition. Managing complexity demands more than vision. It requires a systematic, no-nonsense commitment to planning, precision, and integrity. This exploration offers a sobering yet galvanizing blueprint for anyone engaged in—and affected by—the colossal undertaking of building our modern world.

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Managing the Overwhelmed: How to Coach Stressed Employees

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Managing the Overwhelmed: How to Coach Stressed Employees It’s not pressure that breaks people—it’s pretending it isn’t there. Your job isn’t to shield your team from pressure, but to sharpen their ability to withstand it. Don’t reach for platitudes. Reach for precision. Here’s how to lead like it matters:

  • Ban multitasking from your team’s repertoire. It’s not a skill—it’s a slow bleed of attention and output. Force clarity. Demand focus. Two priorities, not ten. Excellence requires concentration, not dispersion.
  • Impose structure before chaos does. Spontaneity is a luxury few can afford. Instruct your team to plan the day before—ruthlessly. Prioritize, time-block, and start the day with intent, not inbox roulette.
  • Call out perfectionism for the vanity project it is. It’s not diligence—it’s delay dressed up as virtue. Teach your team to distinguish between what must be flawless and what simply must be finished.
  • Draw the line—and defend it. Constant availability is not commitment; it’s capitulation. Define what “off” means. Enforce it. Protect downtime like it’s oxygen—because it is.
  • Treat stress as a signal, not a sin. Chronic strain often points to deeper dysfunction: misaligned roles, toxic dynamics, or your own managerial evasions. Don’t soothe—intervene.
  • Make asking for help a norm, not a confession. The lone-hero fantasy is dead. Encourage your team to seek support, share burdens, and use the resources you claim to provide.
  • Invite candor before silence curdles into resentment. Don’t tell people to “move on.” Ask what’s wrong. Listen. Unspoken frustration doesn’t evaporate—it festers.

And finally: look in the mirror. Much of your team’s stress may originate from your systems, your silence, or your standards. Fix that first.

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Inspirational Quotations #1120

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Satires and lampoons on particular people circulate more by giving copies in confidence to the friends of the parties, than by printing them.
—Richard Brinsley Sheridan (Irish-born British Playwright)

Our minds have the need to know. When we don’t know we make assumptions – they make us feel safer than not knowing. And we are pretty much always making assumptions.
—Miguel Angel Ruiz (Mexican Author)

Jump out the window if you are the object of passion. Flee it if you feel it. Passion goes, boredom remains.
—Coco Chanel (French Fashion Designer)

To me, the greatest pleasure of writing is not what it’s about, but the inner music that words make.
—Truman Capote (American Novelist)

When a man opens the car door for his wife, it’s either a new car or a new wife.
—Prince Philip, Duke of Edinburgh (British Prince)

Never underestimate the stimulation of eccentricity.
—Neil Simon (American Playwright)

The future is here. It’s just not widely distributed yet.
—William Gibson (American-Canadian Sci-Fi Author)

A fresh mind keeps the body fresh. Take in the ideas of the day, drain off those of yesterday. As to the morrow, time enough to consider it when it becomes today.
—Edward Bulwer-Lytton, 1st Baron Lytton (British Author, Politician)

To enjoy enduring success we should travel a little in advance of the world.
—John D. MacDonald (American Novelist)

The capacity to give one’s attention to a sufferer is a very rare and difficult thing; it is almost a miracle; it is a miracle. Nearly all those who think they have this capacity do not possess it. Warmth of heart, impulsiveness, pity are not enough.
—Simone Weil (French Philosopher, Political Activist)

The ‘Small’ Challenge for Big Companies

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Innovation: The 'Small' Challenge for Big Companies This HBR article highlights a compelling asymmetry in team dynamics: large teams excel at development and deployment, while small teams are better suited for disruption. Large teams execute. Small teams disrupt. The former march in formation; the latter think in rebellion.

Anecdotally, that rings true. Smaller teams, leaner in structure and tighter in cohesion, thrive at birthing radical ideas and reframing paradigms. They move quickly because they aren’t bogged down by bureaucracy and status meetings. They share context without memos, pivot without permission, and fail without fanfare. Their edge is subtraction: less red tape, fewer egos, and, mercifully, no corporate pep talks. That’s why Amazon swears by the “two-pizza team” rule—agility thrives in small bites.

Large teams thrive at refinement. They have the muscle to scale, test, and adapt ideas for customers. Their access to resources, infrastructure, and markets gives them an advantage in execution.

Disruption favors the quiet hum of concentrated minds, not the roar of crowded rooms. That’s why forward-thinking companies seed Skunkworks, nimble innovation cells within large organizations, designed to marry the agility of small teams with the power of big ones. A lightweight alternative is the ad hoc hackathon: short, focused bursts of innovation where small teams or cross-company partnerships can rapidly prototype with minimal overhead.

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How to … Lead Without Driving Everyone Mad

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How Bosses Can Drive Employees Crazy---and What They Can Do Instead Some managers inspire loyalty. Others, despite good intentions, slowly drain morale. This isn’t about tyrants—it’s about the well-meaning but unaware. If your team looks tense every Monday, there’s probably a reason.

Leadership sounds like vision and guidance. But in reality, it often means people grinding their teeth while their boss chips away at morale. Dysfunction doesn’t crash in—it creeps in through habits that quietly wear teams down.

  1. Don’t humiliate people in public. It’s not tough love—it’s bullying. Speak privately. Help them improve without turning it into a show.
  2. Don’t gossip about someone before speaking to them. It damages trust and spreads problems. Talk directly. Quietly. Like an adult.
  3. Don’t set impossible goals and act shocked when people burn out. High standards are fine. Just make sure they’re human. Let people breathe.
  4. Don’t take credit for your team’s work. It doesn’t make you look strong—it makes you look insecure. Recognition is fuel. Share it.
  5. Don’t change rules on a whim. People need consistency. If something shifts, explain why.
  6. Don’t avoid hard conversations. Problems don’t vanish—they rot. Face them with clarity and empathy.
  7. Don’t chase wins that wreck the team. Real success lasts. Build something people want to stay in.

Idea for Impact: Leadership isn’t about noise. It’s about steadiness, respect, and getting the few basics right.

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