Making habits that stick for the long term

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According to Good Habit, Bad Habit author Wendy Wood, forming new long-term behavioral patterns is possible to some extent for most people, and it’s largely a function of learning to do something so automatically that you perform the task without having to consciously decide to do it, like brushing your teeth before you go to bed.  

Amanda Mull writing in The Atlantic

 

The Algorithms of Nostalgia

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Nostalgia has become a template for the serial production of more content, a new income stream for copyright holders, a new data stream for platforms, and a new way to express identity for users. And there’s so much pop culture in the past to draw from, platform capitalism will seemingly never run out. We’re told our data is collected in an attempt to predict what we want, but this isn’t quite true. In attempting to predict our tastes, streaming services work to produce them in its image. Since algorithms are trained on the past, they aren’t merely transmitting nostalgia through neutral channels; they’re cultivating nostalgic biases, seeking to predispose users to crave retro. 

Even as Silicon Valley positions itself as progressive, its algorithms are stuck in the past.

Grafton Tanner, writing in Real Life Magazine

Defending old ways of doing business

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I learned the danger of excessive caution long ago, when I consulted for huge Fortune 500 companies. The single biggest problem I encountered—shared by virtually every large company I analyzed—was investing too much of their time and money into defending old ways of doing business, rather than building new ones. We even had a proprietary tool for quantifying this misallocation of resources that spelled out the mistakes in precise dollars and cents.  Senior management hated hearing this, and always insisted that defending the old business units was their safest bet. After I encountered this embedded mindset again and again and saw its consequences, I reached the painful conclusion that the safest path is usually the most dangerous. If you pursue a strategy—whether in business or your personal life—that avoids all risk, you might flourish in the short run, but you flounder over the long term.

Ted Gioia writing in The Atlantic

Escaping from Group-Narcissism

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You can’t force everyone to see the value in your group, just as you can’t force everyone to see the value in you as an individual. But you can control how you see yourself, and the narrative you tell yourself about your group and the world. The only way out from the group-narcissism trap is up, by transcending your group’s feelings of entitlement and connecting with fellow humans—even when it’s easier to believe that you’re special. 

Scott Barry Kaufman writing in The Atlantic

The Leadership Context

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The attributes which make for effective leadership depend on the situation and which the leader is functioning. There are no traits that guarantee successful leadership in all situations. the leader of the University faculty may have quite different attributes from the commander of a military attack team. the qualities required of a legislative leader are not those required of a religious leader. This is not to say that the setting or context is everything and the attributes of the individual nothing. What produces a good result is the combination of a particular context and an individual with the appropriate qualities to lead in that context.

John W. Gardner, On Leadership

Why are some people compelled to cheat?

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The fear of losing something appears to be a greater motivator to cheat than the lure of a gain.

Kerry Ritchie, who researches how to improve teaching at the University of Guelph in Ontario, Canada, says the majority of academic cheating is conducted by high-achieving students, (60% of offenders earned grades 80% or more). While cheating in education is not the same as cheating during play, if there are similarities it's that those at the top feel a pressure to maintain their status. Players are more likely to behave dishonestly if they can say that it benefits other people as well as themselves.

William Park writing in BBC Future

Estranged

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Whoever protects himself against what is new and strange and thereby regresses to the past, falls into the same neurotic condition as the man who identifies himself with the new and runs away from the past. The only difference is that the one has estranged himself from the past, and the other from the future. 

CG Jung, Modern Man in Search of a Soul