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Quote by Carson Anekeya

“Inaction driven by the belief that we have no control creates a breeding ground for unaccountability. Believing this can excuse us from making proactive decisions, we tend to shirk responsibilities, resulting in a dangerous cycle of unaccountability as we fail to take responsibility for the outcomes we can influence, thus we we attribute our inaction to external factors rather than our own choices. By not recognizing the control we do have, we passively allow life to happen to us rather than actively shaping our destinies.”

Quote by Carson Anekeya

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Carson Anekeya

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“Results of a recent survey of 74 chief executive officers indicate that there may be a link between childhood pet ownership and future career success. Fully 94% of the CEOs, all of them employed within Fortune 500 companies, had possessed a dog, a cat, or both, as youngsters. The respondents asserted that pet ownership had helped them to develop many of the positive character traits that make them good managers today, including responsibility, empathy, respect for other living beings, generosity, and good communication skills. For all we know, more than 94% of children raised in the backgrounds from which chief executives come had pets, in which case the direction of dependency would be negative. Maybe executive success is really related to tooth brushing during childhood. Probably all chief executives brushed their teeth, at least occasionally, and we might imagine the self-discipline thus acquired led to their business success. That seems more reasonable than the speculation that “communication skills” gained through interacting with a childhood pet promote better relationships with other executives and employees.”

CausalityCognitive BiasesFallaciesCognitive DistortionsPop Psychology
Book:Rational Choice in an Uncertain World: The Psychology of Judgement and Decision Making
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“Perhaps the fundamental precept of probabilistic analysis is the exhortation to take a bird’s-eye, distributional view of the situation under analysis (e.g., a dice game, the traffic in Boulder, crimes in Pittsburgh, the situation with that troublesome knee) and to define a sample space of all the possible events and their logical, set membership interrelations. This step is exactly where rational analysis and judgments based on availability, similarity, and scenario construction diverge: When we judge intuitively, the mind is drawn to a limited, systematically skewed subset of the possible events. In the case of scenario construction, for example, we are often caught in our detailed scenario—focused on just one preposterously specific outcome path.”

IntuitionDecision MakingStatisticsProbabilityRational ThinkingBig PictureBiasesCognitive BiasesProbabilistic Analysis
Book:Rational Choice in an Uncertain World: The Psychology of Judgement and Decision Making
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“As we confront the challenges of an increasingly interconnected world, the imperative to seek multiple perspectives becomes ever more pressing. The human capacity for reasoning empowers us as problem solvers, yet it also renders us susceptible to shortsightedness. We’re full of cognitive biases and they often blind us to potential loopholes and weaknesses in our plans. However, lurking behind every solution lies the lurking threat of the cobra effect, poised to strike back with unintended consequences. By soliciting input from a range of perspectives, we gain a more holistic understanding of the system at play, enabling us to navigate potential pitfalls with greater foresight and agility.”

Problem SolvingUnintended ConsequencesCognitive BiasesFixes That FailThe Cobra Effect
Author:Carson Anekeya
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“A reality of personal productivity is that humans are not great at estimating the time required for cognitive endeavors. We’re wired to understand the demands of tangible efforts, like crafting a hand ax, or gathering edible plants. When it comes to planning pursuits for which we lack physical intuition, however, we’re guessing more than we realize, leading us to gravitate toward best-case scenarios for how long things might take. We seem to seek the thrill that comes from imagining a wildly ambitious timeline during our planning: “Wow, if I could finish four chapters this fall, I’d really be ahead of schedule!” It feels good in the moment but sets us up for scrambling and disappointment in the days that follow. By deploying a blanket policy of doubling these initial estimates, you can counter this instinct toward unjustified optimism. The result: plans that can be completed at a more leisurely pace. The fear here, of course, is that by doubling these timelines, you’ll drastically reduce what you accomplish. But your original plans were never realistic or sustainable in the first place.”

ProductivityPlanningOptimistTimelinesBusiness PlanningCognitive BiasesEstimatesCognitive Fallacy
Book:Slow Productivity: The Lost Art of Accomplishment Without Burnout
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“Inaction driven by the belief that we have no control creates a breeding ground for unaccountability. Believing this can excuse us from making proactive decisions, we tend to shirk responsibilities, resulting in a dangerous cycle of unaccountability as we fail to take responsibility for the outcomes we can influence, we attribute our inaction to external factors rather than our own choices. By not recognizing the control we do have, we passively allow life to happen to us rather than actively shaping our destinies.”

Cognitive BiasesIllusion Of Control
Author:Carson Anekeya
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“Step 10: Go on hormones. But do not, under any circumstances, think about becoming a lady. Instead, imagine yourself as a cool and mysterious David Bowie type character. Plan outfits and practice talking as though you have done a lot of acid, so you will be ready for when hormones bestow upon you this new look.”

HumorTransgenderDavid BowieTransfemininityInternalized Transphobia
Book:How to Become a Really Really Not Famous Trans Lady Writer
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