Pinboard (earth2marsh) https://pinboard.in/u:earth2marsh/public/ recent bookmarks from earth2marsh Conduit metaphor - Wikipedia 2026-07-01T04:14:13+00:00 https://en.wikipedia.org/wiki/Conduit_metaphor earth2marshLanguage is a conduit edit These commonplace examples— You can't get your concept across to the class that way His feelings came through to her only vaguely They never give us any idea of what they expect —are understood metaphorically. In 1., people do not actually "get across" concepts by talking; in 2., feelings do not really "come through to" people; and in 3., people do not in fact "give" to others their ideas, which are mental states. Listeners assemble from their own mental states a partial replica of the speakers'. These core expressions assert figuratively that language literally transfers people's mental contents to others.]]> language communication metaphor linguistics thinking https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:86de667fb0b6/ Comments | LinkedIn 2026-05-26T04:31:55+00:00 https://www.linkedin.com/mwlite/feed/posts/johnpcutler_many-leaders-spent-years-learning-to-work-activity-7464829078819352576-EWRv earth2marshMany leaders spent years learning to work around power on the way up. At the top, they forget others are now working around them. That gap is where a wicked cycle starts. A leader holds real power. Not symbolic power. Actual power over what gets rewarded, ignored, punished, and worked around. People around them adapt. They hold back. They route around. They say the safe thing, or say nothing at all. The leader notices. And resents it. "Why won't anyone just be straight with me?" They'll often complain that the environment has become political. Too much triangulation and careful phrasing. Not enough "straight talk." People strategizing instead of collaborating. What they rarely connect is that they are the source of that. When power is uneven, "politics" is not a personality flaw in the culture. It is a reasonable adaptation to the person in the room. What they often miss is that the caution they're seeing is a rational response to the asymmetry they hold. Reitz and Higgins put this well: leaders underestimate how their power silences others, and overestimate how much candid feedback they actually receive. But here's the part that makes the loop wicked. The resentment doesn't stop at "people aren't being honest with me." It morphs into something worse. Because people are caught in the power dynamic, the leader starts to think less of them. Timid. Political. Unable to speak up. Not leadership material. Not the kind of person who "tells it like it is." The irony....They resent the politics. They also produce it. On the way up, power was an external force to navigate, game, and surmount. They rarely carry forward the mirror image. Which helps explain two familiar patterns. They look externally for new people, hoping to find straight talk somewhere outside the culture they helped create. And they get preoccupied with rewarding their mirror image as it rises through the org. The person who reminds them of who they were, or wish they still were. Not the people working around them, the way they once worked around someone else. So the cycle tightens. -Power silences people. -Silence frustrates the leader. -Frustration becomes contempt. -Contempt makes people quieter, more political, more careful. -The leader resents how "political" everything has become. -The organization learns to work around them. -The leader feels more isolated, more resentful, more certain the problem is everyone else's character. And the official culture keeps insisting the door is open. This is why "speak up" initiatives so often fail. You're not fixing a courage problem. You're inside a loop. The hard question isn't "how do we get people to be braver?" It's whether the people with power can see themselves as part of the dynamic they're complaining about. And whether they're willing to ask what their own position is teaching everyone else about what's safe to say.]]> leadership productmanagement john_cutler power politics safety communication https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:8070d26abc5c/ What Cross-Silo Leadership Looks Like 2025-07-20T06:43:29+00:00 https://archive.ph/2023.11.08-181405/https://hbr.org/2019/05/cross-silo-leadership earth2marshToday the most promising innovation and business opportunities require collaboration among functions, offices, and organizations. To realize them, companies must break down silos and get people working together across boundaries. But that’s a challenge for many leaders. Employees naturally default to focusing on vertical relationships, and formal restructuring is costly, confusing, and slow. What, then, is the solution? Engaging in four activities that promote horizontal teamwork: (1) developing cultural brokers, or employees who excel at connecting across divides; (2) encouraging people to ask questions in an open-ended, unbiased way that genuinely explores others’ thinking; (3) getting people to actively take other points of view; and (4) broadening employees’ vision to include more-distant networks. By supporting these activities, leaders can help employees connect with new pools of expertise and learn from and relate to people who think very differently from them. And when that happens, interface collaboration will become second nature.]]> communication organization culture connections hbr leadership https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:ef376839e3ef/ kill the metrics in your head | The Roof is on Phire 2025-05-31T06:50:06+00:00 https://phirephoenix.com/blog/2025-05-30/metrics earth2marshExcept the internet isn’t really set up to signal that someone is listening. You can only demonstrate that you’re paying attention by taking some step to express it: a like, a repost, a reply, an email, a rambly blog post. And because these things take energy, you’re not going to get a signal from the majority of the people you’re trying to reach. This is a genuine problem with interactions on the internet. It’s a problem that analytics software sort of tries to solve! Shame it ballooned into this privacy-destroying behemoth that undergirds the global surveillance panopticon, but we’ve had page counters as long as we’ve been building websites—we often just want to know that we’re being heard.
Often when I start writing I discover lots of other people are writing about similar themes quite eloquently and decide maybe I didn’t have anything new to say after all. That is still the metrics-poisoned perspective, even if it’s not directly quantified, because it is still rooted in being unique or the first or whatever. The care-ful of looking at this is that these moments of confluence are themselves an indication that we exist in global conversation with one another, and that people are, indeed, listening.
]]> metrics analytics communication reach recognition https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:8d00496abda1/ Welcome to the WIP | Figma Blog 2025-03-10T16:29:46+00:00 https://www.figma.com/blog/welcome-to-the-wip/ earth2marsha way for company leaders to indicate the importance of their feedback. It’s essentially a hashtag they put at the end of their feedback to indicate how much they care, or as the saying goes, to what degree they’re willing “to die on that hill.” For example: #fyi means there’s no hill to die on. #suggestion means they’ve seen the hill but don’t feel strongly enough to commit the energy to climb it. Take it or leave it. #recommendation means the hill was climbed. They thought about dying on it, but walked back down. And finally, #plea means that they do, in fact, want to die on the hill. So if you see this flashtag, you better make sure it’s prioritized!]]> feedback reviews management patterns communication figma hashtags comments productmanagement https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:a8015cf4b580/ Huh? The valuable role of interjections | Knowable Magazine 2025-03-03T07:59:47+00:00 https://knowablemagazine.org/content/article/mind/2025/interjections-important-for-conversation-flow earth2marshFor many decades, linguists regarded such utterances as largely irrelevant noise, the flotsam and jetsam that accumulate on the margins of language when speakers aren’t as articulate as they’d like to be. But these little words may be much more important than that. A few linguists now think that far from being detritus, they may be crucial traffic signals to regulate the flow of conversation as well as tools to negotiate mutual understanding. That puts them at the heart of language itself — and they may be the hardest part of language for artificial intelligence to master.]]> language speaking interjections linguistics communication feedback https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:716b26218b49/ "Technical" skills 2025-01-15T05:59:02+00:00 https://sashalaundy.com/writing/technical-skills/ earth2marshBut if "technical skills" are the skills we use to produce our work (good software) then by extension, every field has "technical" skills. They're simply the skills used to produce the work. Do you know how to frame the story of your product so it resonates, how to figure out what customers want, where and how to put something in a customer's path, and how to tell if it worked? Marketers do. Do you know how to tell if someone is a good prospect, which people to call first, and what words to use when they're giving you the runaround? Sales people do.
Noticing new skills is a key component of a growth mindset and a prerequisite to learning. You won't unwittingly reinforce unpleasant power dynamics We often dismiss skills that are not societally valued by pretending they are not skills. Or, sure, maybe they're skills, but they're mysterious and ineffable! You reinforce this idea each time you say "soft skills" instead of working to enumerate them. Perhaps you mean "interpersonal skills," "leadership skills," or "communication skills." These are all technical skills, and they all have names.
]]> language skills technical learning tech communication https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:953b5ab715ce/ Nonviolent Communication - Wikipedia 2025-01-03T20:51:10+00:00 https://en.wikipedia.org/wiki/Nonviolent_Communication earth2marshThe development of NVC is highly reliant on concepts developed by Carl Rogers and person-centered therapy. Rogers emphasized: 1) experiential learning, 2) "frankness about one's emotional state," 3) the satisfaction of hearing others "in a way that resonates for them," 4) the enriching and encouraging experience of "creative, active, sensitive, accurate, empathic listening," 5) the "deep value of congruence between one's own inner experience, one's conscious awareness, and one's communication," and, subsequently, 6) the enlivening experience of unconditionally receiving love or appreciation and extending the same. These influenced the concepts described in the section below.
There are four components to practice nonviolent communication, and in this order: Observation: These are facts (what we are seeing, hearing, or touching) as distinct from our evaluation of meaning and significance. NVC discourages static generalizations. It is said that "When we combine observation with evaluation, others are apt to hear criticism and resist what we are saying." Instead, a focus on observations specific to time and context is recommended.[1]: ch.3  Feelings: These are emotions or sensations, free of thought and story. These are to be distinguished from thoughts (e.g., "I feel I didn't get a fair deal") and from words colloquially used as feelings but which convey what we think we are (e.g., "inadequate"), how we think others are evaluating us (e.g., "unimportant"), or what we think others are doing to us (e.g., "misunderstood", "ignored"). Feelings are said to reflect whether we are experiencing our needs as met or unmet. Identifying feelings is said to allow us to more easily connect with one another, and "Allowing ourselves to be vulnerable by expressing our feelings can help resolve conflicts."[1]: ch.4  Needs: These are universal human needs, as distinct from particular strategies for meeting needs. It is posited that "Everything we do is in service of our needs."[14] Marshall Rosenberg refers to Max-Neef's model where needs may be categorised into 9 classes: sustenance, safety, love, understanding/empathy, creativity, recreation, sense of belonging, autonomy and meaning.[15] For more information, the Center for Nonviolent Communication has developed a needs inventory.[16] Requests: Requests are distinguished from demands in that one is open to hearing a response of "no" without this triggering an attempt to force the matter. If one makes a request and receives a "no" it is not recommended that one gives up, but that one empathizes with what is preventing the other person from saying "yes," before deciding how to continue the conversation. It is recommended that requests use clear, positive, concrete action language.
]]> relationships communication coaching psychology business conflict cooperation language https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:9070371e6da1/ Populism, Media Revolutions, and Our Terrible Moment - YouTube 2024-11-23T18:37:44+00:00 https://www.youtube.com/ earth2marsh youtube videos politics communication radio https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:a488bbd15a85/ A Mathematical Theory of Communication - Claude Shannon 2024-11-21T19:44:14+00:00 https://people.math.harvard.edu/~ctm/home/text/others/shannon/entropy/entropy.pdf earth2marshTHE recent development of various methods of modulation such as PCM and PPM which exchange bandwidth for signal-to-noise ratio has intensified the interest in a general theory of communication. A basis for such a theory is contained in the important papers of Nyquist1 and Hartley2 on this subject. In the present paper we will extend the theory to include a number of new factors, in particular the effect of noise in the channel, and the savings possible due to the statistical structure of the original message and due to the nature of the final destination of the information. The fundamental problem of communication is that of reproducing at one point either exactly or approximately a message selected at another point. Frequently the messages have meaning; that is they refer to or are correlated according to some system with certain physical or conceptual entities. These semantic aspects of communication are irrelevant to the engineering problem. The significant aspect is that the actual message is one selected from a set of possible messages. The system must be designed to operate for each possible selection, not just the one which will actually be chosen since this is unknown at the time of design]]> information theory communication papers https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:0c59a910eacb/ The local nature of culture – Surfing Complexity 2024-10-23T03:14:39+00:00 https://surfingcomplexity.blog/2021/08/21/the-local-nature-of-culture/ earth2marshTurn the Ship Around!, a book by David Marquet about his experiences as commander of a nuclear submarine, the USS Santa Fe, and how he worked to improve its operational performance. One of the changes that Marquet introduced is something he calls “thinking out loud”, where he encourages crew members to speak aloud their thoughts about things like intentions, expectations, and concerns. He notes that this approach contradicted naval best practices: As naval officers, we stress formal communications and even have a book, the Interior Communications Manual, that specifies exactly how equipment, watch stations, and evolutions are spoken, written, and abbreviated … This adherence to formal communications unfortunately crowds out the less formal but highly important contextual information needed for peak team performance. Words like “I think…” or “I am assuming…” or “It is likely…” that are not specific and concise orders get written up by inspection teams as examples of informal communications, a big no-no. But that is just the communication we need to make leader-leader work. Turn the Ship Around! p103]]> culture leadership communication behavior patterns navy https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:c21d72f4cea0/ Don’t ask forgiveness, radiate intent | by Elizabeth Ayer | Medium 2024-10-23T03:07:37+00:00 https://medium.com/@ElizAyer/dont-ask-forgiveness-radiate-intent-d36fd22393a3 earth2marshFor me, the idea came from L. David Marquet who suggests using “I intend to…” to your superiors. The idea is that if the subordinate reliably signals intent, it removes the supervisor’s inclination to micromanage, while still allowing them to intervene if really necessary. This phrase doesn’t need to be restricted to the leaders and subordinates, obviously. Radiating intent is also powerful throughout an organization. Here are 4 reasons that radiating intent is better than begging forgiveness: Radiating intent gives a chance for someone to stop you before you do a thing, in case it’s truly harmful Radiating intent gives people who have information, or want to help, an opening to participate Radiating intent leaves better evidence of your good will Radiating intent shows others that adventurous behavior is acceptable in the org. Radiating intent also has the advantage over asking permission that the “radiator” keeps responsibility if things go sour. It doesn’t transfer the blame the way seeking permission does, which is good. We should be responsible for our choices.]]> communication intent tips behavior https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:2ff3ec1201e3/ Signal Is More Than Encrypted Messaging. Under Meredith Whittaker, It’s Out to Prove Surveillance Capitalism Wrong | WIRED 2024-09-02T23:24:28+00:00 https://www.wired.com/story/meredith-whittaker-signal/ earth2marshOver its past decade, no leader of Signal has embodied that iconoclasm as visibly as Meredith Whittaker. Signal’s president since 2022 is one of the world’s most prominent tech critics: When she worked at Google, she led walkouts to protest its discriminatory practices and spoke out against its military contracts. She cofounded the AI Now Institute to address ethical implications of artificial intelligence and has become a leading voice for the notion that AI and surveillance are inherently intertwined. Since she took on the presidency at the Signal Foundation, she has come to see her central task as working to find a long-term taproot of funding to keep Signal alive for decades to come—with zero compromises or corporate entanglements—so it can serve as a model for an entirely new kind of tech ecosystem.]]> business privacy tech productmanagement communication signal https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:eb4f47c48445/ Who Wants to Play the Status Game? | The Point Magazine 2024-05-23T20:19:15+00:00 https://thepointmag.com/examined-life/who-wants-to-play-the-status-game-agnes-callard/ earth2marshA player of the Importance Game tries to ascend high enough to reach for something that will set her above her interlocutor, a player of the Leveling Game reaches down low enough to hit common ground. The former needs to signal enough power to establish a hierarchy; the latter enough powerlessness to establish equality.]]> communication culture status games social https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:47075691f9df/ Make better documents. - Anil Dash 2024-03-17T23:19:48+00:00 https://www.anildash.com/2024/03/10/make-better-documents/ earth2marshWhether it's resumes or reports, budgets or broadsides, I'm pretty regularly sent working documents from a wide range of people, and over the years I've noticed some consistent patterns that lead those documents to be less effective than they should be. Even very smart, capable communicators routinely send important documents that distract from, or even undermine, their goals. This isn't too surprising; we almost never actually teach people how to use the ordinary tools of business communication in more effective ways. So, I'm gathering some advice that I regularly share with people, in hopes that this helps you get your messages across more effectively. All of this is advice that should apply regardless of whether you're using tools like Google Docs (uh... Workspace?), Microsoft Office (or 365 or something?) or whatever else]]> communication documents writing tips https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:7ff95dacb551/ My Marriage…Ended Over Dishes | David Flowers Therapy 2024-02-13T05:10:11+00:00 https://davidflowerstherapy.com/my-marriageended-over-dishes/ earth2marshpartners fail to respond to each others’ bids for connection. A bid for connection is anytime you need something from your partner, from small things like taking something out of the oven, to big things like taking a week off work to sit next to your partner in the hospital before and after they have surgery. Gottman has noted in his research that couples who are doing well together respond positively to each others’ bids for connection 87% of the time, whereas couples who are struggling respond positively only 36% of the time. In relationships that are struggling, at least one if not both partners often don’t notice and/or don’t respond positively when the other has a need.]]> relationships marriage communication listening https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:c258b408feca/ Shreyas Doshi on X: "As a senior executive, you care a lot about your teams moving fast. So when a team misses its committed launch date, you show great displeasure. You demand more accountability. You make an example out of this team. Other teams see thi 2024-01-13T05:34:10+00:00 https://twitter.com/shreyas/status/1745961777257656628?t=tLc3HuP5hXt1qG0BKSknyQ&s=19 earth2marsh As a senior executive, you care a lot about your teams moving fast. So when a team misses its committed launch date, you show great displeasure. You demand more accountability. You make an example out of this team. Other teams see this. They are not stupid. So they learn. And from now on, every single team hits their committed launch dates. You are very happy. I can see it. But my friend, I am so sorry to tell you: You are no longer moving as fast as you were before. Plus, what you ship will no longer be as high quality as before. And over time you start to see this too. You are not stupid. Even though everyone is hitting their launch dates, something has changed. Things seem to be moving slower than before. And you have no idea why. So you call meetings. You set up check-ins. You set up processes. But despite all your efforts, nothing changes. That gnawing feeling that you are no longer moving fast persists. That embarrassment of seeing your teams ship a shoddy experience is all too common now. And you have no idea why. The answer is right there. You are no longer moving fast because of YOUR communication. Instead of creating a culture where teams have intrinsic motivation to move fast — because they are energetic and they care — you started punishing the odd case where a team misses its aggressive target date. And so, by doing that you sent a message to everyone: Don't be very ambitious, because the reward for ambition is punishment. I know that isn't the message you wanted to send. But by doing what you did, it is the only message you will send. 100 times out of 100. What could you have done instead? When that team missed its launch date, you could have sent a positive message instead of punishing the team's leaders. You could have used this opportunity to build & maintain a culture of aggression and ambition. You could have said: "I understand why you missed the launch date. I'd rather that you stay aggressive and sometimes miss the date than being conservative and always hitting the date. I don't want you to stop being aggressive by default. And we want more teams to be like you." At this point, you are either seeing the value of this approach or you are trying to find reasons to reject it. And your reasons are quite flimsy, such as: "But what about launches that have an external commitment?" You are smart. You can figure that one out. But okay, let me spell it out for you: 1. Most launch dates should not be committed externally. So don't commit dates for most launches. 2. A few launches need external commitments (to customers, or regulators, or partners...) 3. For the launches in # 2, sure, commit a conservative launch date that you are almost certain to hit. 4. But even for those, ask the team to devise an aggressive internal target date. It's okay if they slip this date. But it's important to have that aggressive internal target. Why? Because remember Parkinson's Law: Work expands to fill the time allotted for its completion. Have you ever noticed how teams always struggle to hit their launch date, no matter how conservatively they've set them? Yes, that's because of Parkinson's Law. Look, I know it's easy to have dogma around "always hitting dates". Dates are an easy, but incorrect proxy for your teams' velocity, ambition, and energy. Though if you still want to maintain your fascination with hitting all dates, I am not sure I can (or even want to at this point) convince you otherwise. But then I also guarantee that you will spend your entire career managing teams that move slower than they really can and/or ship lower quality products than they really can, and you will spend your entire career setting up check-ins, processes, spreadsheets, and carrots/sticks trying & failing to solve a problem that you created in the first place. Best of luck to you!]]> productmanagement shreyas dates shipping communication leadership https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:08ec8d1e1b6f/ The big idea: Is it your personality, or a disorder? | Books | The Guardian 2023-12-16T06:37:55+00:00 https://www.theguardian.com/books/2021/oct/18/the-big-idea-is-it-your-personality-or-a-disorder earth2marshSomething can be difficult without being diagnosed; pain is no less valid if it doesn’t have a medical-sounding name; and people going through an undefinable difficult time still deserve your help. Arguably, if we resist the terminology and opt for the long-form description of the problem instead, we might actually be able to understand each other better.]]> psychology communication language diagnosis labels mentalhealth health https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:fa8539f06872/ Crucial Conversations: Tools for Talking When Stakes are High, Third Edition: Grenny, Joseph, Patterson, Kerry, McMillan, Ron, Switzler, Al, Gregory, Emily: 9781260474183: Amazon.com: Books 2023-09-16T20:33:36+00:00 https://www.amazon.com/Crucial-Conversations-Tools-Talking-Stakes/dp/1260474186 earth2marshCrucial Conversations provides powerful skills to ensure every conversation―especially difficult ones―leads to the results you want. Written in an engaging and witty style, it teaches readers how to be persuasive rather than abrasive, how to get back to productive dialogue when others blow up or clam up, and it offers powerful skills for mastering high-stakes conversations, regardless of the topic or person. This new edition addresses issues that have arisen in recent years. You’ll learn how to: Respond when someone initiates aCrucial Conversationwith you Identify and address the lag time between identifying a problem and discussing it Communicate more effectively across digital mediums When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a crucial conversation and suffer the consequences; handle the conversation poorly and suffer the consequences; or apply the lessons and strategies of Crucial Conversations and improve relationships and results. Whether they take place at work or at home, with your coworkers or your spouse, Crucial Conversations have a profound impact on your career, your happiness, and your future. With the skills you learn in this book, you'll never have to worry about the outcome of a Crucial Conversation again.]]> productmanagement books communication conversations skills https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:a8f9b4ab805a/ Paul Rosania on Twitter: "You can be the smartest person in the room, and if you're a subpar listener you will be a terrible PM. Conversely, if you're amazing at listening – and *remembering* – you're likely to have a strong product career. Here's why 2023-07-20T04:54:57+00:00 https://twitter.com/ptr/status/1680986007976673280?s=61&t=sJCHxbNq0rD0zrmLXvtcXQ earth2marshwhen you defend a decision in an exec meeting, the main signal you send is, "I'm not listening." Picture the job of the CEO. On either side of the product review meeting, they might be interviewing a leadership candidate, reviewing a deal for office space, doing a press interview, or talking to a prospective investor. There is a crazy amount of context switching (and stress!). When a PM shows up defensive in a review, it puts busy leaders into a panic. They can seem angry, but they're actually fearful: they worry you won't register and address their concerns. And they need to context switch and do something else, and a week (or more!) will pass before their next chance to talk to you. Acknowledge and accept! Here's the trick: when you're met with criticism or feedback, instead of explaining why, just say "got it." Then, ask questions. This doesn't mean taking blame or accepting bad feedback. What you are doing is establishing a crucial baseline: "I hear what you are saying." Clarify. We all feel defensive when we receive feedback in high pressure situations. Channel your defensive energy toward questions that will clarify things for you and your team, and improve your alignment with the stakeholder. Things like: * "Last time, you mentioned the importance of X. Does that still rank for you? Did we over-focus on it?" * "When we did X, our concern was Y. Should we be worried about that?" (And if so, "Is there a better way to mitigate it?") * "We've been really pushing to ship by X, we considered Y but the team thinks it is going to be expensive – is it worth slipping the date if necessary to get it in?" (This one can be a particular , sometimes stakeholders just want to hear it's on your radar and you won't forget, and aren't going to block your launch if they know you are listening!)]]> productmanagement execs communication https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:c7529ed1daed/ The Evolution of Trust 2023-01-13T18:28:21+00:00 https://ncase.me/trust/ earth2marshGame theory has shown us the three things we need for the evolution of trust:1. REPEAT INTERACTIONSTrust keeps a relationship going, but you need the knowledge of possible future repeat interactions before trust can evolve.2. POSSIBLE WIN-WINSYou must be playing a non-zero-sum game, a game where it's at least possible that both players can be better off -- a win-win.3. LOW MISCOMMUNICATIONIf the level of miscommunication is too high, trust breaks down. But when there's a little bit of miscommunication, it pays to be more forgiving.Of course, real-world trust is affected by much more than this. There's reputation, shared values, contracts, cultural markers, blah blah blah. If there's one big takeaway from all of game theory, it's this: What the game is, defines what the players do. Our problem today isn't just that people are losing trust, it's that our environment acts against the evolution of trust. That may seem cynical or naive -- that we're "merely" products of our environment -- but as game theory reminds us, we are each others' environment. In the short run, the game defines the players. But in the long run, it's us players who define the game. So, do what you can do, to create the conditions necessary to evolve trust. Build relationships. Find win-wins. Communicate clearly. Maybe then, we can stop firing at each other, get out of our own trenches, cross No Man's Land to come together...]]> games gametheory trust behavior cooperation communication https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:211f39ae19cb/ No One Knows Your Strategy — Not Even Your Top Leaders 2022-10-14T18:15:52+00:00 https://sloanreview.mit.edu/article/no-one-knows-your-strategy-not-even-your-top-leaders/ earth2marshRather than hosting another town hall, top executives should focus first on their direct reports, making sure they understand the company’s overall strategy and how their function, geography, or business unit fits into the bigger picture. One powerful way to do this: Each top executive should consistently explain why his or her unit’s objectives matter for the team and for the company as a whole.]]> strategy business communication consistency https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:c94fcc99f826/ Oral Culture, Literate Culture, Twitter Culture - The Atlantic 2022-04-22T21:40:20+00:00 https://www.theatlantic.com/technology/archive/2011/05/oral-culture-literate-culture-twitter-culture/239697/ earth2marsh twitter communication culture literacy oral written https://pinboard.in/ https://pinboard.in/u:earth2marsh/b:4f199cbd1b70/ Conversations That Build Psychological Safety | QAspire 2022-03-11T02:14:31+00:00 https://qaspire.com/2022/01/10/conversations-that-build-psychological-safety/ earth2marshGrowth in today’s world is driven by how talented people bring their best ideas on the table, work with each other in a conducive environment and choose to deliver their best effort in order to achieve the desired outcome. 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