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You believe someone not because you have no doubts about them. Belief is not the absence of doubt. You believe someone because you don’t have enough doubts about them. I’m going to come back to the distinction between some doubts and enough doubts, because I think it’s crucial. Just think about how many times you have criticized someone else, in hindsight, for their failure to spot a liar. You should have known. There were all kinds of red flags. You had doubts. Levine would say that’s the wrong way to think about the problem. The right question is: were there enough red flags to push you over the threshold of belief?
Talking to Strangers
Malcolm Gladwell
Our greatest strength is the exact opposite of narrow specialization. It is the ability to integrate broadly. According to Gary Marcus, a psychology and neural science professor who sold his machine learning company to Uber, “In narrow enough worlds, humans may not have much to contribute much longer. In more open-ended games, I think they certainly will. Not just games, in open ended real-world problems we’re still crushing the machines.”
Une bonne question à se poser pour tout nouveau projet ou toute nouvelle idée est: "Est ce que cela peut être énorme si ça marche?". Cela permet de se concentrer sur les projets qui ont le plus gros potentiel.
Se concentrer sur le potentiel, et ne pas viser seulement la probabilité de succès, permet d'augmenter la créativité, la taille des ambitions et la qualité des résultats.
Healthy Business
Jean-Charles Samuelian-Werve
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