mental models

  • Before we truly master something novel (which means, before we can effectively limit its indeterminate significance to something predictable, even irrelevant) we imagine what it might be. Our imaginative representations actually constitute our initial adaptations. Our fantasies comprise part of the structure that we use to inhibit our responses to the apriori significance of the unknown (even as such fantasies facilitate generation of more detailed and concrete information).

    There is no reason to presuppose that we have been able to explicitly comprehend this capacity, in part because it actually seems to serve as a necessary or axiomatic precondition for the ability to comprehend, explicitly.

    — Maps of Meaning: The Architecture of Belief by Jordan B. Peterson

  • Fundamentally, there is no reason why pleasure, excitement, profound well-being and simple joy at being alive could not become the natural, default state of mind for all who desire it. – Nick Bostrom

    Though it is so often accompanied by descriptions of futuristic gadgets, body augmentation, and distant concerns, the Transhumanist vision provides a reminder that humanity can be far greater than it is today. The human condition is a work in progress. An early and very rough draft of what could be a masterpiece. And the evolution of society begins with the evolution of the individual mind.

    This evolution cannot be left to chance. It must be the result of deliberate design conducted by each person and directed toward the highest values within them. The software framework and the principles of psychitecture are basic psychotechnologies which, if provided and instilled in each individual, could radically advance our evolution.

    — Designing the Mind: The Principles of Psychitecture by Ryan A. Bush

  • If a company wants to raise the bar for the product organization, they need to think differently about product. Instead of looking at product as just a part of the technology organization (or worse, the IT organization), they need to think about product as the organization. I am not talking about power structure or even org structure. I am talking about how product needs to be the value driver of the organization as opposed to just a feature factory for the rest of the organization.

    As I engage with these types of organizations, another lesson I’ve learned is that, if the executive team isn’t on board with this product operating model, the chances of successful transformation are slim.

    — EMPOWERED: Ordinary People, Extraordinary Products (Silicon Valley Product Group) by Marty Cagan

  • Sales and non-sales selling are developing along a similar path — because the stable, simple, and certain conditions that favored scripts have now given way to the dynamic, complex, and unpredictable conditions that favor improvisation. Beneath the apparent chaos of improvisation is a light structure that allows it to work.

    Understanding that structure can help you move others, especially when your astute perspective-taking, infectious positivity, and brilliant framing don’t deliver the results you seek. In those circumstances and many others, you’ll do better if you follow three essential rules of improvisational theater:

    • Hear offers.
    • Say “Yes and.”
    • Make your partner look good.

    — To Sell Is Human: The Surprising Truth About Moving Others by Daniel H. Pink

  • Work for goals that you and your organization are excited about and think about how your tasks connect to those goals. If you’re focused on the goal, excited about achieving it, and recognize that doing some undesirable tasks to achieve the goal is required, you will have the right perspective and will be appropriately motivated.

    If you’re not excited about the goal that you’re working for, stop working for it. Personally, I like visualizing exciting new and beautiful things that I want to make into realities. The excitement of visualizing these ideas and my desire to build them out is what pulls me through the thorny realities of life to make my dreams happen.

    — Principles: Life and Work by Ray Dalio

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