Are You Tired of Making Decisions?

Aug 24 2011 Published by under brain science

The New York Times reports some interesting findings on the phenomenon of decision fatigue in a recent article which is well worth reading for those who are burdened by a continuous stream of data, meetings and decision making.  Not only is this bad for you and your brain, it means that you end up making really bad decisions which are not in your (or your business’s) best interests! Read more »

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Principles of Design #23 – Ockham’s Razor

May 08 2011 Published by under design

Simple is best

Ockham’s razor is the principle that simplicity is preferred to complexity in design, so that given the choice between functionally equivalent designs, the simplest one should always be selected.  The principle is attributed to a 14th century Franciscan friar, William of Ockham, who was also a logician and theologian, and is purported to have said, “entities must not be multiplied beyond necessity.” Read more »

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Cognitive Deficit?

Jun 30 2010 Published by under behavioural change

“Genius is nothing but continued attention.”  – Claude Adrien Helvetius

We all know that we should manage our time more efficiently, and most of us are very bad at switching off email and social networking connections to focus on work, but how much impact does constant disruption have on our efficiency?  More importantly, what is the longer-term impact of the deluge of data on our brains?

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Oblique rules (or the importance of being irrational)

Apr 19 2010 Published by under behavioural change

“Do I contradict myself?  Very well then, I contradict myself.  I am large, I contain multitudes.”  – Walt Whitman

In Obliquity, John Kay provides an elegant and clear explanation of why goals are more likely to be achieved when pursued obliquely rather than head on.  He provides great examples of how the most profitable businesses are not run for profit, the most successful careers do not pursue success and many other cases where iterative or adaptive approaches lead to greater success than more direct ones, with the ability to cope with the complexities of a changing world and human social networks.

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