Slow thoughts

  • 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 remains a mystery.

  • Mode Confusion

    Human factors engineering taught us to minimise the risk for mode confusion. That’s highly pertinent when designing interaction with social robots.

  • Distributed Cognition

    When you forget the details of some complicated concept and have to consult an external resource, that’s distributed cognition.

  • What Doing Looks Like

    I’d like to be a bit like Mrs. Whiting myself. She knows where she wants to go and she can turn that crystal clear vision into manageable chunks of action.

  • On Focus

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

  • The Subtle Art of Giving a F*ck

    A good boss have to offer very direct feedback. For that not to be brutal, you must invest in the relationship beyond what’s often 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.

  • Ghost in the Machine : A Brief History of AI in Therapy

    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.