 |
…three things – autonomy, complexity, and a connection between effort and reward, are, most people agree, the three qualities that work has to have if it is to be satisfying.
|
149 |
 |
…the sunk cost effect… [is] a systematic cognitive error in which people take into account money, time, effort, or any other resources they have previously sunk into an endeavor when making decisions about whether to continue and spend more.
|
89 |
 |
Because we put time or effort or money into anything we have started, the sunk cost fallacy affects all of our decisions about whether to stop.
|
95 |
 |
When we embark on an endeavor, we also accumulate debris – the time, money, and effort we have spent. As we accumulate costs, the mass grows, escalating our commitment and making it more an more difficult to quit.
|
96 |
 |
We need to start thinking about waste as a forward-looking problem, not a backward-looking one. That means realizing that spending another minute or another dollar or another bit of effort on something that is no longer worthwhile is the real waste.
|
246 |
 |
To finish work in a satisfying way, we m just be able to see the results of our efforts as directly, immediately, and vividly as possible.
|
57 |
 |
When we don’t see visible results that we can clearly link to our own efforts, it is impossible to take real satisfaction in our work. Unfortunately, for many of us this is true in our everyday work lives.
|
59 |
 |
…playing games can give us a taste of that elusive sense of individual agency and impact in a world where the work we do may be challenging, but our efforts often seem fruitless.
|
63 |
 |
Joining any collective effort and embracing feelings of awe can help us unlock our potential to lead a meaningful life and to leave a meaningful mark on the world.
|
113 |
 |
…people who try to fight the wave of a new technology lose in spite of their best efforts because they waste valuable time.
|
052 |
