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Book cover for Thanks for the Feedback: The Science and Art of Receiving Feedback Well
Learning about ourselves can be painful—sometimes brutally so—and the feedback is often delivered with a forehead-slapping lack of awareness for what makes people tick. It can
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Alan Jacobs
“Megan Phelps-Roper didn’t start “thinking for herself”—she started thinking with different people. To think independently of other human beings is impossible, and if it were possible it would be undesirable. Thinking is necessarily, thoroughly, and wonderfully social. Everything you think is a response to what someone else has thought and said. And when people commend someone for “thinking for herself” they usually mean “ceasing to sound like people I dislike and starting to sound more like people I approve of.”
Alan Jacobs, How to Think: A Survival Guide for a World at Odds

Alan Jacobs
“T. S. Eliot wrote almost a century ago about a phenomenon that he believed to be the product of the nineteenth century: “When there is so much to be known, when there are so many fields of knowledge in which the same words are used with different meanings, when everyone knows a little about a great many things, it becomes increasingly difficult for anyone to know whether he knows what he is talking about or not.”
Alan Jacobs, How to Think: A Survival Guide for a World at Odds

Colin Bryar
“The Effects of Personal Bias and Hiring Urgency There are other types of cognitive biases that affect the hiring process. Another harmful one is personal bias, the basic human instinct to surround yourself with people who are like you. People have a natural desire to hire those with similar characteristics: educational background, professional experience, functional expertise, and similar life experiences. The middle-aged manager who holds a degree from the University of Michigan, worked at McKinsey, lives in the suburbs with a partner and kids, and plays golf will tend to be attracted to candidates with similar attributes.”
Colin Bryar, Working Backwards: Insights, Stories, and Secrets from Inside Amazon

Alan Jacobs
“when we do not know, or when we do not know enough, we tend always to substitute emotions for thoughts.”*5”
Alan Jacobs, How to Think: A Survival Guide for a World at Odds

Colin Bryar
“In the 2016 shareholder letter, even though he wasn’t explicitly talking about two-pizza teams, Jeff suggested that “most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.”5”
Colin Bryar, Working Backwards: Insights, Stories, and Secrets from Inside Amazon

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