Joel and Clay don’t write often enough

Here’s Joel Spolsky’s latest post and project. Worth a read if you think about software, business models or how people use Excel.

And Clay Shirky’s latest is about the future of newspapers. Again and again, he’s right.

Any day when you can learn something new from either of these guys is a good day. Hard to imagine that just six years ago, knowledge like this was carefully hidden or non-existent.

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The reason productivity improvements don’t work (as well as they could)

GTD, 18 minute plans, organized folders… none of them work as well as you’d like.

The reason is simple: you don’t want to get more done.

You’re afraid. Getting more done would mean exposing yourself to considerable risk, to crossing bridges, to putting things into the world. Which means failure.

The leap the lizard brain takes when confronting the opportunity is a simple formula: GTD=Failure.

Until you quiet the resistance and commit to actually shipping things that matter, all the productivity tips in the world aren’t going to make a real difference. And, it turns out, once you do make the commitment, the productivity tips aren’t that needed.

You don’t need a new plan for next year. You need a commitment.

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What do you do when you don’t know the answer?

“Nothing” is the most common response.

Do nothing until you do know the answer. Study and practice and wait for approval and then do something.

Which is fine (for a surgeon) but what happens most of the time? Most of the time there’s something that needs to be done where the answer is unknowable until you do it…

That’s what we’re waiting for you to do.

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Cities don’t die (but corporations do)

In modern times, it’s almost unheard of for a city to run out of steam, to disappear or to become obsolete. It happens to companies all the time. They go out of business, fail, merge, get bought and disappear.

What’s the difference?

It’s about control and the fringes.

Corporations have CEOs, investors and a disdain for failure. Because they fear failure, they legislate behavior that they believe will avoid it.

Cities, on the other hand, don’t regulate what their citizens do all day (they might prohibit certain activities, but generally, market economies permit their citizens to fail all they like).

This failure at the fringes, this deviant behavior, almost always leads to failure. Except when it doesn’t.

Ecosystems outlast organisms.

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“Don’t tell me what I can’t have” (unraveling a paradox)

In the USA, it’s quite alright for media to talk endlessly about all the things the typical person can’t possibly afford. Cribs, jets, jewels, dinners with Jennifer Aniston.

At the same time, you’re guaranteed to get negative feedback when you talk about things people have chosen not to have. If you tout a great product that only works on a Mac or a Kindle or on Android or in Norway, all the people who have chosen to use a different piece of tech or live in a different country get angry, that special kind of angry that belongs to the pampered. It’s not that they don’t want to buy it, it’s that they don’t even want to know that it’s for sale.

The reason, I think, is that you’re reminding people of a decision they made, a decision that might have felt right at the time, but when they made it, they didn’t know about what you’ve got on offer. They actively decided to take themselves out of the running for this magic event, this extraordinary product, and marketing it to them belittles their choice.

The market tells us that there’s a big difference between “don’t tell me what I can’t have,” and “don’t tell me what I’ve chosen not to be able to have.”

Dreaming of winning the lottery is fine, apparently, while experiencing pangs of regret over a decision is not.

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