Faint Signal
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Faint Signal
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References
2030 – Guillén (2020)
A More Beautiful Question – Berger (2014)
A Whole New Mind – Pink (2006)
Abundance – Diamandis and Kotler (2012)
Antifragile – Taleb (2012)
Cognitive Surplus – Shirky (2010)
Connectography – Khanna (2016)
Creative Confidence – Kelley and Kelley (2013)
Cynefin – Snowden, et al. (2020)
Elastic – Mlodinow (2018)
Exponential Organizations – Ismail, et al. (2014)
Factfulness – Rosling, et al. (2018)
Good Strategy Bad Strategy – Rumelt (2011)
Grit – Duckworth (2016)
How Innovation Works – Ridley (2020)
Ideaflow – Utley and Klebahn (2022)
Influence – Cialdini (2021)
Lessons from the Hanoi Hilton – Fretwell, et. al. (2013)
Letter to the American Church – Metaxas (2022)
Linked – Barabási, Frangos (2002)
Loonshots – Bahcall (2019)
Make It Stick – Brown (2014)
Martin Luther – Metaxas (2017)
Metaphors We Live By – Lakoff and Johnson (2008)
Mindset – Dweck (2006)
Moonwalking with Einstein – Foer (2011)
Movements That Move – Reach (2016)
Networks and Netwars – Arquilla and Ronfeldt (2001)
Never Split the Difference – Voss, Raz (2016)
Nudge – Thaler and Sunstein (2021)
Originals – Grant, Sandberg (2016)
Outliers – Gladwell (2008)
Persuadable – Pittampalli (2016)
Playing to Win – Lafley and Martin (2013)
Range – Epstein (2019)
Resilience Thinking – Walker and Salt (2012)
Simple Rules for a Complex World – Sull and Eisenhardt (2012)
Superforecasting – Tetlock, Gardner (2015)
Switch – Heath and Heath (2010)
Taking the Medicine – Burch (2009)
Team of Teams – McChrystal, et al. (2015)
The Black Swan – Taleb (2010)
The Box – Levinson (2016)
The Checklist Manifesto – Gawande (2009)
The Design of Everyday Things – Norman (2013)
The Great Upheaval – Levine and Van Pelt (2021)
The Infinite Game – Sinek (2019)
The Lean Startup – Ries (2011)
The Molecule of More – Lieberman, Long (2018)
The Paradox of Choice – Schwartz (2009)
The Power of Habit – Duhigg (2012)
The Scout Mindset – Galef (2021)
The Structure of Scientific Revolutions – Kuhn (1962)
The Structure of Scientific Revolutions – Kuhn (2012)
The Three-Box Solution – Govindarajan (2016)
The True Believer – Hoffer (2011)
The Tyranny of Experts – Easterly (2014)
The Tyranny of Metrics – Muller (2018)
The Voltage Effect – List (2022)
Think Again – Grant (2021)
Think Like a Rocket Scientist – Varol (2020)
Thinking in Systems – Meadows (2008)
Thinking, Fast and Slow – Kahneman (2013)
Transforming Mission – Bosch (2011)
Understanding Variation – Wheeler (1993)
What Matters Now – Hamel (2012)
When Helping Hurts – Corbett and Fikkert (2012)
Where Good Ideas Come From – Johnson (2011)
Writing to Learn – Zinsser (2013)
1% is Halfway
A missed signal is an opportunity wasted
Adjacent Possible is the edge of the future
All-Channel Networks can function without hierarchies
Ambiguity aversion favors the known over the unknown
An idea can fail in any number of ways
An idea is a new connection between two things
Analogical thinking uses a known example to explain something new
Anchoring Bias pulls an unknown value toward a known anchor
Antifragile systems are configured for adaptability
Antifragile Systems become stronger with shocks
Availability Heuristic overestimates likelihood of events
Backcasting works backward from a desired outcome
Bandwagon bias is social proof
Bed of Procrustes
Black Swan events are rare, impactful, and retrospectively predictable
Blame Instinct hinders thinking by pointing fingers
Blue Ocean strategy creates demand
Causal Loop Diagrams model system dynamics
Compartmentalization blinds you to new possibilities
Complex networks have unique topological features
Complex systems are characterized by VUCA
Complex systems exhibit emergent behavior
Complexifying overcomes binary bias
Concept Networks are the building blocks of thoughts processes
Confirmation Bias defends one's assumptions
Constant change requires constant reformation
Course-correcting early and often
Creativity doesn’t look creative when you’re doing it
Cynefin framework helps interpret systems
Design Thinking is innovating routinely
Design thinking seeks to discover and solve the actual problem
Destiny Instinct hinders thinking by forgetting that small changes add up
Dichotomous thinking simplistically resolves ambiguity
Divergent ideas come from the right brain
Double diamond implements design thinking
Elastic Thinking can hold two contradictory ideas simultaneously
Elastic Thinking is parallel and integrative
Every problem is an idea problem
Extrinsic rewards can crowd out intrinsic motivation
Faint Signal
Faint signals are whispers from the future
Familiarity is not easily distinguished from truth
Fear Instinct hinders thinking by confusing risk with fear
Flexibility, simplicity and adaptability are simple rules of movements
Forecasting calculates the future from known data
Frightening and dangerous are two different things
Fundamental Attribution Error blames others and exonerates me
Fundamental insight can trigger disruptive innovation
Gap Instinct hinders thinking by ignoring the middle majority
Generalization Instinct hinders thinking by using misleading categories
Getting to Trusted
Globalization is a complex system
Grand strategies link means to ends
Groups whose identity is defined by changing a paradigm become committed to preserving the original paradigm
Halo effect is the tendency to like (or dislike) everything about a person
Hanlon's razor avoids paranoia and ideology
Human-centered design is the process of ensuring that people’s actual needs are met
Idea quotas foster creativity
Ideaflow is the single most important creative metric
Increasing the stability and efficiency of a system is at the cost of flexibility
Institutions become committed to preserving the problem they were formed to solve
Integrative, Macroscopic Thinking is antithetical to higher education
Integrative, macroscopic thinking sees the forest and the trees
Inversion illuminates solutions by identifying what would make things worse
It is difficult to make someone understand what their salary depends on them not understanding
It is impossible to teach a man what he thinks he already knows
Kind vs. Wicked Learning Environments
Kinds of networks
Lateral thinking is range in action
Lateral thinking with withered technology
Liquid Networks foster innovation
Listen to the Suck with Curiosity
Maps of connectivity reveal strategic dynamics
Memory palaces use physical locations to improve memory
Metaphors form the basis of our ability to think
Metcalfe's Law defines network effects
Metric fixation invites gaming
Monkey First principle dictates building the hardest part of the moonshot first
Motivated reasoning is the soldier mindset
Near misses lead to taking unwise risks
Negativity Instinct hinders thinking by emphasizing bad news
Networks at scale increase the number of links more than nodes
Occam's razor leads to first principles thinking
Open licenses provide 5 freedoms
Opportunity Cost is the sum of all the benefits provided by the options not chosen
Overton Window is a range of possibilities
Paradigm shifts create a new framework of thinking
Paradigm shifts reconstruct the field from new fundamentals
Paradigms can have phenomenal longevity
Pareto Principle leverages effort for maximum impact
Paternalism is doing for others what they can do for themselves
Perception is Reality
Perseverance balances faith and honesty
Positive Test Strategy reinforces Confirmation Bias
Post hoc ergo propter hoc
Power Law distributions
Premortem works backward from an undesirable outcome in order to prevent it
Pressure to meet a target value changes the system or the data
Prime directive of institutions is self-preservation
Prolifically creative people pursue a network of projects
Psychological Safety is a prerequisite for creativity
Quality arises from quantity
Regression to the mean
Resilience Thinking creates antifragile systems
Rough Consensus enables forward progress
Scale magnifies complexity
Scenario Planning envisions the future
Scouts frequently update their maps
Selection Bias happens when the sample is not representative
Shifting paradigms requires macroscopic, integrative thinking
Simple rules tame complexity
Single Perspective Instinct hinders thinking by having only a hammer
Size Instinct hinders thinking by considering a number without context
Small sample sizes means variations will fluctuate wildly
Specialization tends to reduce range
Spiral of Silence means the price of speaking out rises over time
Status quo bias favors the current state
Straight Line Instinct hinders thinking by assuming trends will continue
Strategic forecasting guides decision-making and catalyzes innovation
Strategy is the answer to five questions
Substitution answers an easier, similar question instead
Sunk Cost Fallacy
Superforecasters think differently
Superforecasting is the intersection of range and mindset
Synthesis of innovation frameworks
Systems mindset examines the quality of decisions, not just outcomes
Systems Theory studies the relationships and structure of systems
Systems Thinking perceives the relationships and structure of complex systems
Tactical Empathy understands another's feelings and mindset
The clarity of a map is not easily distinguished from its accuracy
The default carries immense power
The kernel of a good strategy includes three things
The map is not the territory
The taste of better things excites revolt
Three questions form the essence of innovation
Tools both illuminate and limit our understanding
Trailblazers amplify weak signals
Tribalism is human nature
Trolley problem illustrates an ethical dilemma
Trustworthy vs. Trusted
Turkey problem illustrates erroneously predicting the future based on a false narrative of the past
Typologies underscore the most characteristic elements of a type
Urgency Instinct hinders thinking by exaggerating a decision's urgency
Use of funding for training does not disrupt movements
Using emoji and memory palaces to memorize passages
Wicked problems are difficult or impossible to solve
Writing clarifies thinking
The Infinite Game – Sinek (2019)
Info
title:
The Infinite Game
authors:
Simon Sinek
year:
2019
publisher: Portfolio
URL: