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A study across four large US companies found that insufficient sleep cost almost $2,000 per employee per year in lost productivity. That amount rose to over $3,500 per employee in those suffering the most serious lack of sleep. That may sound trivial, but speak to the bean counters that monitor such things and you discover a net capital loss to these companies of $54 million annually. Ask any board of directors whether they would like to correct a single problem fleecing their company of more than $50 million a year in lost revenue and the vote will be rapid and unanimous.
Why We Sleep
Matthew Walker
People who have always operated without skin in the game (or without their skin in the right game) seek the complicated and centralized, and avoid the simple like the plague. Practitioners, on the other hand, have opposite instincts, looking for the simplest heuristics. Some rules: People who are bred, selected, and compensated to find complicated solutions do not have an incentive to implement simplified ones.
Skin in the Game
Nassim Nicholas Taleb
The Why/What If/How sequence represents a basic and logical progression, drawing, in part, on several existing models that break down the creative problem-solving process. For example, current theories of “design thinking,”40 used by IDEO and other leading designers to systematically solve problems, have laid out a process that starts with framing a problem and learning more about it (similar to my Why stage), then proceeds to generating ideas (which corresponds to What If), and eventually builds upon those ideas through prototyping (which could be thought of as the How stage).
A More Beautiful Question
Warren Berger
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