#Decision-Making
25 notas · última:
Managing High-Performing Software Teams
High-performing software teams need autonomy to make decisions quickly, while managers provide empathy, understanding, and guidance. Waiting for decisions and centralizing expertise slow delivery and reduce impact.
Data-Informed, NOT Data-Driven — Ant Murphy
The post argues that data should inform decisions, not decide them. Because data gathering and interpretation are biased, product work should use cross-functional input, falsification, multiple data points, reflection, and bias awareness.
Secrets of "Clear Thinking"
The post argues that decisions and outcomes are separate, then outlines habits from Shane Parrish’s book for clearer thinking: notice defaults, define problems, compare options, gather better information, and document choices.
Second-order Thinking - Mental Model
The page defines second-order thinking as considering future consequences beyond the immediate result, using reversibility, “And then what?”, and the 10-10-10 rule to guide decisions.
Probabilistic Thinking - Mental Model
The article argues that decisions should be framed in probabilities and ranges, not certainties. It links this mindset to better expectations, risk assessment, and a clearer view of luck and uncertainty.
Best Mentors in the World Just For You
The article argues that you can use a mental board of advisors by learning how respected mentors think, then imagining how they would respond to your problem before you decide.
The 12 mental models and biases for engineers
The article groups mental models and cognitive biases that shape engineering decisions, with examples of second-order thinking, first principles, inversion, Pareto, sunk cost, confirmation bias, and other models.
How to Unlock Critical Thinking?
The article says critical thinking is a disciplined skill that improves with practice. It recommends clarifying the problem, validating evidence, measuring impact, testing the proposal, and challenging assumptions.
How to Stay Calm Under Pressure?
The article proposes BAA — Breath, Assess, and Act — for high-pressure moments. It says fear can lead to blabbering, premature promises, or rash fixes, so you should pause, clarify what you know, and respond directly.
How to Identify Silent Disagreements?
The post lists signs of hidden disagreement in meetings and execution, and suggests concrete ways to surface concerns early so they do not delay decisions or derail projects.
Don’t be a Spineless Leader: 3 Tips to Lead Better
The post says weak leadership comes from pleasing everyone, deciding too fast, and avoiding disagreement. It recommends asking questions, stating disagreement clearly, and aligning teams, managers, and partners.
Ignoring the Wisdom of Crowds
Crowds are accurate when errors cancel out and there is a correct answer, but committee-style voting suppresses innovation by pushing choices toward the bland middle.
A Culture of Good Decision-Making (Part 1)
The article argues that better decisions come from separating important from minor choices, decentralizing authority, defining ownership, and sharing context so teams can decide faster with less friction.
Measuring personal growth
The post proposes three ways to think about personal growth: becoming a different person every 3–6 years, solving major life problems faster, and choosing actions that preserve or expand future options.
Useful and Overlooked Skills
The text lists underrated skills: tolerating inconvenience, calibrating beliefs, talking with those who disagree, getting to the point, saying no with diplomacy, and recognizing the role of luck and risk.
The Antithesis Principle
The essay says useful observations have an outward lesson and an inward one: learn the tactic, but also remove the default in yourself that makes you dependent on it. The wise see both directions.
The Psychology of Automation: Building a Bulletproof Personal-Finance System
Ramit Sethi argues personal finance fails on choice overload, not willpower, and shows how automated, opt-out money flows fix that.
When the Model Breaks: Messy Situations Require Human Judgment
Models are useful but they miss things — when overlapping scenarios fall outside the system's coverage, managers must fall back on human judgment.
Dealing with Single Incidents Exceptions
Don't treat a single incident as representative reality — look at the distribution like a flame graph, and design processes that handle exceptions fairly.
I'm an AI strategist. Here are 4 things you'll never catch me using AI for
The author says AI can help with work, but should stay out of critical decisions, values and ethical boundaries, reality checks, and human relationships. She argues for using AI with intention and keeping humans accountable.
Notes to myself
A list of 65 reminders about systems, customer choice, leadership, trust, discomfort, and long-term work, framed as practical beliefs for making better decisions and building durable results.
How To Tell If Someone Is Truly Smart Or Just Average
The article argues that exceptional thinkers use mental models consciously and proactively. It links smarter judgment to first principles, depth of knowledge, and collecting diverse models across domains.
Your brain on indecision: how being wishy-washy is wasting your mental energy
The article says that making too many small and large decisions can drain focus, and that worry and multitasking make decision-making harder. Mindfulness and removing minor choices can help preserve mental energy.
Focus On Simplifying Your Budget More Than Optimizing It
The piece argues that chasing the optimal budget choice is often a waste of time. It recommends simplifying routine decisions so mental energy stays available for choices that matter more.
Are we making it better?
The post argues that many product problems are too hazy to treat as binary. Instead of asking whether something is the final solution, it asks whether a change makes things better.