Hi all! This is hmx-weekly, a list of what I’m enjoying, pondering, or working on. We’ve come full circle and finished the first year of this. Thank you for staying with me, thank you for all the feedback. In the next months there might be some changes. I might even have to change the domain. Turns out the harvard medical school created a online platform using hmx as their abbreviation. Not sure if I want to mess with them. More on that later. For now though, enjoy.
What motivates us to work? Contrary to conventional wisdom, it isn’t just money. But it’s not exactly joy either. It seems that most of us thrive by making constant progress and feeling a sense of purpose. Behavioral economist Dan Ariely presents two eye-opening experiments that reveal our unexpected and nuanced attitudes toward meaning in our work.
I’m getting (deeper) into “systems-thinking” and constructivism. Tough matter. This video gives an easy introduction. Problems aren’t. They are declared. It’s not a matter of objective criteria, but subjective – maybe even collective – evaluatation. We agree there is a problem, therefore it is.
The Dickens Process is a tool to (hopefully) get rid of limiting beliefs. Asks for some reflection. Beliefs play a big role. Psychology keeps revealing certain mechanics. Turns out beliefs play a big role in the effects of actual stress, and even – in part – determines the capacities for willpower.
What are our screens and devices doing to us? Psychologist Adam Alter studies how much time screens steal from us and how they’re getting away with it. He shares why all those hours you spend staring at your smartphone, tablet or computer might be making you miserable — and what you can do about it.
I love stir-fries. But my repertoire consisted of one recipe. Now it’s two. The coconut curry stir-fry is great. That sauce alone is great. The article has 9 more recipes.
Typically when we have an unpleasant experience, we react in one of three ways: by piling on the judgment; by numbing ourselves to our feelings; or by focusing our attention elsewhere. […] We’re resisting the rawness and unpleasantness of the feeling by withdrawing from the present moment. […] Victor Frankel writes, “Between the stimulus and the response there is a space, and in this space lies our power and our freedom.” Allowing creates a space that enables us to see more deeply into our own being, which, in turn, awakens our caring and helps us make wiser choices in life.
Reject credit. Embrace blame. We no longer live in an industrial economy. We’re living in a connection ecnomoy. Only connection creates value. Nobody would be able to create even a stupid computer mouse without connecting in teams.
This is a Harvard Business Review Classic, and that for a good reason. According to Peter Drucker knowledge work demands of each of us to act like a CEO. Managing oneself becomes more and more critical. For Drucker a big part of managing oneself lies in answering the following questions: What are my strengths? How do I perform? How do I learn? What are my values? What can I contribute? Where do I belong?
Personal effectiveness is determined by the fit between strengths and context, values of the organization and personal values, and so on. According to Drucker it is on us the identify and communicate these points.
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