• The New New Normal*

    Entering the parastronaut chapter, the space-space has just gotten even more inspirational!

  • Chemistry vs. Credentials

    It’s only when two people share values and buy into the same mission, that they can fully trust each other.

  • The Funny Thing With Smart

    When the thermometer was invented, nobody really understood what temperature was. The same is now true of intelligence; we can measure it, but its nature remains a mystery.

  • Mode Confusion

    Human factors engineering taught us the importance of building systems that minimise the risk for mode confusion. That’s highly pertinent when designing interaction with robots that are supposed to be perceived as social.

  • Distributed Cognition

    When you forget the details of some complicated concept and have to consult an external resource, or when you write down all your todo items, those are examples of distributed cognition. Simply put, it’s the notion of not having to keep everything in our heads all the time.

  • What Doing Looks Like

    It’s rather wonderful, I’d like to be a bit more like Mrs. Whiting myself. I think there are two things she does really well. She knows exactly what she wants, and she has the ability to turn that crystal clear vision of where she wants to go, into manageable chunks of action. In the words of productivity guru David Allen, she knows what doing looks like.

  • On Focus

    Our brains are built to toggle back and forth between sharp and fuzzy. Proper learning and clear thinking can only happen in the interplay between diffuse daydreaming and focused attention

  • The Subtle Art of Giving a F*ck

    In order to be a great boss you have to offer guidance that is extremely direct. For that to work (=not be brutal) you must invest massively in the relationship, far beyond what’s typically thought of as professional.

  • Creative Doesn’t Mean Nice

    Culture can be a company’s most valuable asset, but creative a good one is hard. As with any aspect of leadership, it’s a matter of striking just the right balance.

  • Ghost in the Machine

    Machine based therapy would be the ultimate proof of generalised artificial intelligence. I’d like to think it’s not too much to expect.

  • Use the Force

    Knowing your opponent’s most ardent desire is the key to beating them at their own game.

  • Steady On Target

    It’s all very well to come up with an award winning strategy, the tough bit is to stick to it when the goings get rough.

  • Managing Mozart

    Great leadership requires constant fluid shifting between different modes of operation.

  • Smarter isn’t Better : the Surprising Truth About High Output Teams

    What’s the factor that allows some teams to achieve the seemingly impossible? It turns out you can’t just put the best people from different fields in a room and wait for synergy to happen.