...Forgiveness, of others and one’s self, can be a powerful, life-altering process. It can change the trajectory of a relationship or even one’s life. It is not the only response one can make to being hurt or hurting others, but it is an effective way to manage the inevitable moments of conflict, disappointment, and pain in our lives...
[Ed. note - bad language ahead]...it’s only rational to delay gratification if and only if you believe you will receive that long-term reward. When you’re unsure of getting the results you’re holding out for, it can be rational to not wait and instead indulge. In these cases, immediate gratification isn’t so much a failure of willpower, it can also be a calculated choice...
...Doubling down on wrong always makes things worse...
...When introducing two people who don’t know each other, ask each of them to opt-in to the introduction before making it...
...If you don’t take charge of your learning, no one else will...
...Persistent overthinking in the form of worry and rumination can result in a wide range of symptoms such as insomnia, trouble concentrating and loss of energy which, in turn, often lead to further worries regarding one’s symptoms, thereby creating a vicious cycle of overthinking...
...If it’s truly about what we produce, how many people on the team are aware of how much they produce? What would happen if they were...
[Ed. note - bad language ahead]...Unethical assholes are assholes because they care about themselves more than others. They are narcissistic and see the world only in terms of what benefits themselves. Obviously, that’s bad. They are unethical because their cause is bad. Finding a good cause beyond one’s own interests is the first step to becoming an ethical asshole...
...The planning fallacy is the tendency to seize upon the most optimistic timetable for completing a project and ignore inconvenient information that might make you revise that prediction...
...There are two things you can do before the crisis hits...
...These benefits include developing a richer understanding of a topic, increasing your ability to pay attention itself, and enhanced creative thinking...
...While two-way-door decisions can seem life-and-death, especially before you make them, with a little time and effort, they can be tweaked or modified or even reversed...
...Does the outcome of the project–for those you serve and for you–justify what it will take to get it there?...
...Good thinkers understand a simple truth: you can’t make good decisions without good thinking and good thinking requires time. If you want to think better, schedule time to think and hone your understanding of the problem. Good thinking is expensive but poor thinking costs a fortune...
...It suggests that the person we choose is not nearly as important as the relationship we build...
...That means that moving quickly is an advantage that compounds. Being twice as fast doesn’t just double your output; it doubles the growth rate of your output. Over time, that makes an enormous difference...
...That’s why tests aren’t nearly as useful as projects. Just about anything worth learning is worth learning the hard way...
...any company that can enable their people to be fully effective in a distributed fashion, can and should do it far beyond after this current crisis has passed...
...by attacking only the most important and most difficult problems an experienced researcher (a) takes themselves out of circulation, (b) stops making ongoing contributions, (c) loses the habit of success, and (d) risks losing morale, which is so important to research success. I think the solution is to balance one’s work on the more and less important problems: you need to schedule time to do the more important stuff, but should also make sure that you spend some time on less high-risk activities...
...When you’re under extreme stress, it’s not always easy to be patient and understanding with your coworkers. But judging them doesn’t help either. So how do you find and show empathy for your colleagues when your cognitive resources are depleted?...
