Chaque semaine, je partage quelques articles que jâai trouvĂ©s particuliĂšrement enrichissants. JâespĂšre quâils vous aideront autant quâils mâont aidĂ©.
Avec Alan, nous continuons Ă travailler Ă©normĂ©ment sur le COVID19. Pour apporter notre contribution dans la crise, nous sommes trĂšs fiers de lancer cette semaine âCoup de pouceâ, un service gratuitement ouvert Ă tous pour vous accompagner pendant cette pĂ©riode particuliĂšre. Vous pourrez vous informer sur le Coronavirus et prendre soin de vous (une tĂ©lĂ©consultation prise en charge, 2 mois de mĂ©ditation offerts,...).
Bonne lecture !
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đŻ Construire une entreprise
Comment utiliser le âsecond-order thinkingâ pour prendre des meilleures dĂ©cisions (Farnam Street)
A core component of making great decisions is understanding the rationale behind previous decisions. If we donât understand how we got âhere,â we run the risk of making things much worse.
Second-order thinking is the practice of not just considering the consequences of our decisions but also the consequences of those consequences.
Their (ndlr: people who made the decision in the past) reasons for making certain choices might be more complex than they seem at first. Itâs best to assume they knew things we donât or had experience we canât fathom
Do not remove a fence until you know why it was put up in the first place. ... Fences are built by people who carefully planned them out and âhad some reason for thinking the fence would be a good thing for somebody.â Until we establish that reason, we have no business taking an ax to it. The reason might not be a good or relevant one; we just need to be aware of what the reason is.
Unless we know why someone made a decision, we canât safely change it or conclude that they were wrong.
Thereâs certainly nothing positive about being resistant to any change. Things become out of date and redundant with time.
Interesting example: Eager to make an immediate difference, the new CFO starts looking for ways to cut costs so they can point to how theyâre saving the company money. They take a look at the free snacks and sodas offered to employees and calculate how much they cost per yearâperhaps a few thousand dollars. After all, theyâre paying people enough. They can buy their own sodas. ... The original employees who helped the company grow initially notice the change and realize things are not how they were before. Of course they can afford to buy their own sodas. But suddenly having to is just an unmissable sign that the companyâs culture is changing, which can be enough to prompt the most talented people to jump ship.
10 habitudes pour prendre des décisions difficiles (Gibson Biddle)
Poser des questions, former un opinion et sâengager dans le dĂ©bat : âHalfway through the argument, heâd stop them and ask them to flip positions. This drill forced each leader to listen to the otherâs case, knowing they might be asked to switch sides again.â
Prendre des dĂ©cisions provisoires : âAsk yourself, âWhat does my gut say?â Frame your opinion based on your initial instinct, then ask what additional information you need to make a final decision. Last, outline a timeline to get the missing data to make the decision.â (lisez lâexemple sur Netflix et Redbox)
Obtenez la donnée : existing data, qualitative research, surveys, A/B tests.
Prenez des dĂ©cisions avec 70% de la donnĂ©e : âDeciding with less data means youâre likely ill-informed, but searching for more information requires far too much time."
Et bien dâautres choses Ă lire !
đ±Monde des technologies
Lettre de Jeff Bezos aux Amazonians (Blog) :
Iâm sad to tell you I predict things are going to get worse before they get better.
Masks remain in short supply globally and are at this point being directed by governments to the highest-need facilities like hospitals and clinics.
There is no instruction manual for how to feel at a time like this, and I know this causes stress for everyone.
đȘ DĂ©veloppement personnel
Article de 2001 sur quand Ă©couter ses intuitions (âgutsâ) (HBR)
Often, your gut is just plain wrongâbecause itâs subject to biases. For instance, we usually overestimate our abilitiesâfailing to get feedback on our decision-making mistakes, and therefore not learning from them. And we conveniently forget about the times when trusting our guts led to poor decisions.
Donât fall in love with your decisions.
âOften there is absolutely no way that you could have the time to thoroughly analyze every one of the options or alternatives available to you,â says Larsen. âSo you have to rely on your business judgment.â
Our emotions and feelings play a crucial role by helping us filter various possibilities quickly, even though our conscious mind might not be aware of the screening.
âIntuition and judgment are simply analyses frozen into habit.â
Cross-indexing: indeed, the ability to see similar patterns in disparate fields is what elevates a personâs intuitive skills from good to sublime.
Instincts are often plain wrong ... For example, we will often take unnecessary risks to recover a lossâthe classic gamblerâs syndrome.
đ„ SantĂ©
Google a prĂ©sentĂ© un test de dĂ©pistage en Californie via sa filiale Verily (TechCrunch). Cela pose quelques questions sur lâusage des donnĂ©es.
Partager sa localisation pour savoir avec qui on a été en contact et qui aurait le Covid19 ? (Fast Company). Des chercheurs bossent là -dessus, avec tous les risques de privacy que cela comporte. A comparer avec un lock-down complet.
Apparemment la baisse de pollution en Chine sauvera plus de vies que ce que le Coronavirus nâen a pris (Nouvel Ob).
Quand lâurgence permet dâaller plus vite : la NHS fait un appel dâoffre en 48h pour la tĂ©lĂ©consultation (Digital Health).
đ Les publications dâAlan et sur Alan
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Bonne semaine et bonne lecture Ă tous!