Your strategy should be a hypothesis you constantly adjust. Resisting the refrain of “I’ll be happy when…” and the arrival fallacy. Stanford 10 free AI courses.
Journal of discoveries - 10th of February 2024
Welcome to a new issue of the newsletter, “Journal of discoveries.”
Each week, I check a list of hundreds of sources of inspiration to spot exciting articles, videos, podcasts, and books on personal development, leadership, management, technology, and innovation.
While this newsletter will remain a free resource, you might consider becoming a paid subscriber if you want to support my curation work. Thanks!
And now, let’s dive in!
One “must” for this week
“Your strategy should be a hypothesis you constantly adjust” by Amy Edmondson.
While learning is a critical skill for personal and organizational success, adopting the leadership mindset that allows ongoing learning can be challenging.
Research on strategic failures in different industries reveals that gaps in execution can lead to failures when the initial strategy is not adapted.
Strategies should be viewed as hypotheses that need constant adjustment based on new information and discoveries, with a “strategy-as-learning” approach.
Resisting the refrain of “I’ll be happy when…” and the arrival fallacy
Choice, happiness and spaghetti sauce
Become a better negotiator
10x your life: a strategy for impossible goals
What the heck is Career 3.0?
Kobe Bryant: start earlier
Stanford 10 free AI courses
As gen AI advances, regulators—and risk functions—rush to keep pace
The year AI gets a better body
The future of cars
The future of longevity: the battle against human aging
What to do if your product isn’t taking off
Do you have an MTP? Your first step to exponential growth
Fortnite’s the Big Bang
Leadership and management
Your strategy should be a hypothesis you constantly adjust
Can workplaces have too much psychological safety?
Lessons learned: 1,000 days of distributed at Atlassian
Advance ’Em to Attract ’Em: how promotions influence applications in internal talent markets
Leaders, make curiosity the core of your organizational culture
Don't 'fail fast, fail often,' fail intelligently
Rid your organization of obstacles that infuriate everyone
“Why we sleep: unlocking the power of sleep and dreams” by Matthew Walker.