121–130 of 160 posts
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By having excellent social support structures, many resources, above average ability and domain knowledge, a sense of purpose in your work and being free of mental health issues.
Regarding your last point, these actually all sound like symptoms of hypomania.
Yes, I think there are at least five. So this is a list of at least five, but not the five I think. Several of them feel like variations of the same theme: I know I'm right, so I can disregard evidence|opinion|counter-argument because .. an axiom of the system is I know I'm right. If I had a sixth, it would be the tendency to latch onto a mantra. "think different" doesn't really mean very much, but boy, successful pe…
And it might be because they are, in fact, the smartest sort of people, that they get the most done.
We are of course, only sampling smart people who get stuff done. Smart people who do not get things done tend to be astoundingly good at being unproductive.
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Wow - this. I didn't quite realize that this was a thing. I share the same tendency and it may have as much to do with something else: the 'epoch' moment which implies change, i.e. a 'decision' or outcome which could be bad. 'Development' is a grind, but at least you're alive. After launch it may go well, but you could get wiped out - I think people may fear this. Also, launch brings so much chaos, unclarity ... in '…
I think we all share the same concern. I am told to lauch by everybody (even here) but I can't until I have at least fixed the MVP to fit my minimal standards. It is hard to explain but you've nailed it. In development, you are alive and can fix things. I do not want things to go wrong for my users. By myself, I have a lot of leeway. There are many things I can tolerate, and I often strive for "good enough" But I can…
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How do you maintain dedication and commitment to deliver? It's not just about knowledge or skills, as many idle geniuses can tell you. Depression is correlated with realistic perception of realist. Non-Depression (optimism, productivity) is correlated with mild delusion. https://www.psychologytoday.com/us/blog/hide-and-seek/201206...
By having excellent social support structures, many resources, above average ability and domain knowledge, a sense of purpose in your work and being free of mental health issues.
Earlier quoted context omitted.
Regarding your last point, these actually all sound like symptoms of hypomania.
Really? How?
The grandiosity associated with mania is a superset of this. (As mentioned elsewhere, the reverse is not necessarily the case.)
- Dichotomous Thinking
Pretty much exactly as described in the slides.
- Overgeneralization
Albeit without the "Correct" part, as often as not, nevertheless leading to some very interesting discoveries.
- Blank Canvas thinking
To an extreme degree, rebuilding ones personality and self image at least once a year.
- Schumpteranism
See previous point. This was mostly internal destruction and rebuilding, but often manifested itself in staying awake for days rearranging furniture, breaking down or building in walls etc.
Source: runs in the family.
He calls it cognitive distortions but doesn't seem to offer any proof that their perceptions are wrong. It is possible they were provided in the actual content as opposed to the power-points to PDF. An anorexic convinced that they are fat when they are 75 pounds and their body is falling apart from lack of calories is a distortion. These paradigms don't seem to fit the definition. There is always the possibility that…
>it may have costs but is not doing so any better? Thinking
>that preserving the status quo at the cost of advancement is
>in itself a distortion arguably.
This creative destruction obviously only has to happen when something cannot be changed. Then there's the question: why can't it be changed? In stiff organizations this is well-known to be there virtually anywhere but of course in startups as well.
My far-fetched theory is that teamwork is still something very rarely found. So individual people always have their own space, be it a project, microservice or some module. It's their baby, they've designed it, deployed it, maintained it etc. If someone else needs to join the project, this person always needs to ask the creator for permission of everything until the creator's rules are followed 100%. Maybe I'm alone with this observation but this has happened to me far too often. I wish these projects would rather emerge of joint thought processes and also be evolved like that. Then there would be no need of people having to go through walls, exposing border-line anti-social behaviour...
I found the slide for "Cognitive behaviour model of depression" very interesting, it's probably the best visualisation of depression taking over someones mind leading to a paralysis where simple tasks become something else and chaos emerges. Ego does, sometimes, gets in the way of getting things done but without it we wouldn't care to launch anything new/groundbreaking. Without our Ego as creator, we would have no so…
We need all that. Still, it can be frightening. I have "launch fear": I delay by another week every week, because I found one or more bugs the day before, which to me is unacceptable. Also it would crush my ego if people said I hadn't noticed or bothered to fix it, because it would mean I don't care about my users. When I am launching, I want users to have the best experience possible. MVP is minimal, not bug ridden.…
Just add to that: The best experience possible right now.
If your imperfect product is compared to your non-existent product, which will your potential users want?
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We need all that. Still, it can be frightening. I have "launch fear": I delay by another week every week, because I found one or more bugs the day before, which to me is unacceptable. Also it would crush my ego if people said I hadn't noticed or bothered to fix it, because it would mean I don't care about my users. When I am launching, I want users to have the best experience possible. MVP is minimal, not bug ridden.…
Wow - this. I didn't quite realize that this was a thing. I share the same tendency and it may have as much to do with something else: the 'epoch' moment which implies change, i.e. a 'decision' or outcome which could be bad. 'Development' is a grind, but at least you're alive. After launch it may go well, but you could get wiped out - I think people may fear this. Also, launch brings so much chaos, unclarity ... in '…
When launching, the dreams / expectations that fueled the development will get "reality-checked". The initial dream comes from the heart, so when the launch fails, people fear that their core identity is being attacked. You could call that the negative side (from a personal pov) of external validation.
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> "...it would be the tendency to latch onto a mantra. "think different" doesn't really mean very much, but boy, successful people who get stuff done like to say it." True. But reading you say it now makes it sound less like GTD and more like they do the right (different) things. Things that yield results; which makes the lead up look important. Kinda the tasks are a symptom more than a means, if that makes sense.
I guess "think different" to them means "take risks" or "run counter to the stream on things" or "see threats as opportunities" or something. IBM had just "think" and I really liked that. The trouble is, it leads to endless ratiocination.
"Think better. Do best."
Too often, for reasons too many to list here, we humans tend to pounce without stepping outside our confirmation bias and asking:
- Is this the right thing to do?
- And the best way to do it?
We too easily presume the status quo to be our friend, when it's often the enemy.
Fwiw, I think the 5 Whys are a great tool. More critical thinking than traditional GTD. But what good is GTD if the T's are wrong?
I put this together, for fun: