Friday, September 27, 2013

[MAIN] The Science of Fear: Why We Fear the Things We Shouldn’t and Put Ourselves in Greater Danger by Daniel Gardner

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     This is the main post in the series "The Science of Fear: Why We Fear the Things We Shouldn’t and Put Ourselves in Greater Danger" by Daniel Gardner.  Here are what I learn from this book:


  • You can read my review [ here ]
  • Prologue 
  • Chapter 1:Prehistoric Refugee
  • Chapter 2: Of Two Minds
  • Chapter 3: The Death of Homo Economicus
  • Chapter 4:The Emotional Brain
  • Chapter 5: A Story about Numbers
  • Chapter 6: The Herd Senses Danger
  • Chapter 7: Fear Inc.
  • Chapter 8: All the Fear That’s Fit to Print
  • Chapter 9: Crime and Perception
  • Chapter 10: The Chemistry of Fear
  • Chapter 11: Terrified of Terrorism
  • Chapter 12: There’s Never Been a Better Time to be Alive

Thursday, September 26, 2013

UI for Big Data Visualization

     Humans are not very good at numbers. When we see a lot of numbers and data, we tend to lose interest and even get dizzy. When we are dealing with big data, we are moving from a lot of data to innumerable data. How do we draw an insight out of those virtually incomprehensible data. In UX Week 2012, Jonathan Stray offers an interesting point of view for data visualization.


Tuesday, September 24, 2013

[Quote] How Will You Measure Your Life

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          “If we can’t see beyond what’s close by, we’re relying on chance on the current of life to guide us. Good theory helps people steer to good decisions, not just in business but in life too.” 
“The problem is that what we think matters most in our job often doesn’t align with what will really make us happy.” 
“The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.”

Friday, September 20, 2013

Purpose


          Purpose is one of the most important things, in company and in life. It influences the impact you make and the legacy you leave behind.
Purpose consists of three components:

  1. Likeness: which defines what you like or what you want to become
  2. Commitment: which helps you become what you want to be
  3. Metrics: which helps you measure how much you have done to contribute to your goal, and how far you are from the goal.


“... management is among the most noble of professions, if it is practiced well... [Management] helps other learn and grow, takes responsibility and be recognized for achievement, and contributes to a success of a team.”

Friday, September 13, 2013

Small V.S. Big Companies


  A lot of startups are afraid of big companies. Big companies have a lot of money. If they start a price war on startups, the startups wouldn’t stand a chance.
But, big companies also have large momentum. It’s hard for them to abandon what they have and start an entirely new business. They tend to have ‘marginal thinking’ where they try to build business based on what they have.

Being Small Is Not a Bad Thing

So, if you are running a startup, don’t clash into big companies head on. Think of something new. You don’t have existing stake to care about. You have an advantage of ‘full thinking’.

Tuesday, September 10, 2013

Culture: An Internal Invisible Hand


Culture At Work

      In an organization, culture is a way employees do things to achieve common goals. It is the combination of process and priority. When employees solve a problem, they instinctively learn culture from the feedback of colleague and bosses. In other words, they learn which problem is  important (i.e., priority) and how to solve the problem (i.e., process).

Self-Managing Organization

          Culture helps turn an organization into a self-managing entity. By getting feedback from those around them, employees soon learn what’s right and what’s not. Soon, no one has to tell the employees what to do and what not to do. 

Friday, September 6, 2013

Experiences and How to Gain Them


 Hiring Practice


          It’s tempting to hire people with great record. But, if that practice is the right way, why do we hire wrong people?  The best isn’t the best, simply because one size doesn’t fit all. One guy who is very good at running a large organization could be quite terrible at running a start-up. We need to find the person who has been trained in right courses in the school of experience.

People or Process

          There is a saying that a good company does not rely on one person. Otherwise, the company will fall apart if that person quits. People is a resource. A good company must not rely too much on resource. It must rely more on process. A company with a good process can replace its employees any time. It is the process, not the people, that  should run the company.

Tuesday, September 3, 2013

Three Capabilities: Resource, Process, and Priority


           Three capabilities of business are
  • Resources: This is the most tangible one. Example are human, time, money, brand, product design, and so on. They can be seen easily on balance sheet. 
  • Processes: This defines how resources interact to achieve a certain job. More efficient processes let the company accomplish a certain job with less resource.
  • Priorities: This is perhaps the most important part. It defines how the company and its employee make decision. A successful company succeeds in making the priorities of its employee align with its own priorities.