Related:
- 3-1c1b You are what you think and you think what you see, and you see what you think
- 5-1b4b Compounding is usually too slow to notice. You have to be deliberate in how you think and what you see.
- 2-1a0c1c Purpose (and curiosity) beats for-profit
- 3-1c1d0 We are overconsuming novelty (and “serendipity”) and under-consuming purpose. The first thing to look at each day should be your purpose and metrics to improve upon, not some random stories.
- 2-1a0c1c Purpose (and curiosity) beats for-profit
- 5-1b4b Compounding is usually too slow to notice. You have to be deliberate in how you think and what you see.
- 3-1d2 The problem of what problems to solve includes the problem of deciding which tools-frameworks (e.g., tech stack, writing medium, criteria, objective, goals, exercise protocols) to use and improve upon
- On goals
- 2-1a0c1b You do not rise to the level of your goals. You fall to the level of your systems.
- 5-2b1 Writing out your goals is how you become performance-oriented in life
- 5-2b1a Your goals reflect your problem-situation, and as such must be criticized
- 5-2b1a1 Your goals are gateway to your problem-situation, just like your concepts and categories are to your purpose and values
- 5-2b3 You have to be guessing everything all the time, including your goals themselves because the unconscious is what can’t be explicated yet
- 5-2d When you are purpose-goal-oriented, you’ll be problem-project-oriented, because you will face problems in the process of achieving the former and will break them down into mini-problems
- 5-2d2 You need somewhat grandiose goals to procrastinate structurally - テーマはひとつでは多すぎる