If you have more than one reason to do something … just don’t do it. It does not mean that one reason is better than two, just that by invoking more than one reason you are trying to convince yourself to do something. Obvious decisions (robust to error) require no more than a single reason.
– Nassim Nicholas Taleb, Antifragile: Things That Gain from Disorder
Word of mouth, then, is a prime tool for making a good impression—as potent as that new car or Prada handbag. Think of it as a kind of currency. Social currency… So to get people talking, companies and organizations need to mint social currency… There are three ways to do that: (1) find inner remarkability; (2) leverage game mechanics; and (3) make people feel like insiders.
– Jonah Berger, Contagious: Why Things Catch On
[I]t was the curious power of electronic collaboration that contributed to the New Groupthink in the first place. What created Linux, or Wikipedia, if not a gigantic electronic brainstorming session? But we’re so impressed by the power of online collaboration that we’ve come to overvalue all group work at the expense of solo thought. We fail to realize that participating in an online working group is a form of solitude all its own.
Susan Cain, Author, Quiet: The Power of Introverts in a World That Can’t Stop Talking
Most people realize that they tend to perform best when they’re feeling positive energy. What they find surprising is that they’re not able to perform well or to lead effectively when they’re feeling any other way. Unfortunately, without intermittent recovery, we’re not physiologically capable of sustaining highly positive emotions for long periods.
Tony Schwartz and Catherine McCarthy, Harvard Business Review, as cited.
Any aspect of life to which attention is directed will loom large in a global evaluation. This is the essence of the focusing illusion, which can be described in a single sentence:
Nothing in life is as important as you think it is when you are thinking about it.
Daniel Kahneman, Nobel Prize-winning Economist, in Thinking, Fast and Slow
Those three things—autonomy, complexity, and a connection between effort and reward—are, most people agree, the three qualities that work has to have if it is to be satisfying. It is not how much money we make that ultimately makes us happy between nine and five. It’s whether our work fulfills us. If I offered you a choice between being an architect for $75,000 a year and working in a tollbooth every day for the rest of your life for $100,000 a year, which would you take?
Malcolm Gladwell, Outliers: The Story of Success
“Resilient people […] possess three characteristics: a staunch acceptance of reality; a deep belief, often buttressed by strongly held values, that life is meaningful; and an uncanny ability to improvise.
You can bounce back from hardship with just one or two of these qualities, but you will only be truly resilient with all three.”
Diane L. Coutu, senior editor at Harvard Business Review, as cited.