Zdenek Farana

16 Followers | 14 Following

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Zdenek Farana

18 days ago

Why Don’t We Have Artificial Gravity In Space?

medium.com

Zdenek Farana

24 days ago

A solution can only be as good as your understanding of the problem you’re addressing.

Great PMs don’t spend their time on solutions

blog.intercom.com

Zdenek Farana

69 days ago

Why direct democracy will never work

Our world outsmarts us

aeon.co

Zdenek Farana

134 days ago

We find that even the subtlest instantiation of a metaphor (via a single word) can have a powerful influence over how people attempt to solve social problems like crime and how they gather information to make “well-informed” decisions.

Metaphors We Think With: The Role of Metaphor in Reasoning

journals.plos.org

Zdenek Farana

172 days ago

If we proceed recklessly, glorying in our own power, and without concern for the beauty and integrity of the worlds we aim to conquer, our activities are unethical because of what they reveal about our character.

Aristotle says don't terraform Mars : Cosmos on Nautilus

cosmos.nautil.us

Zdenek Farana

199 days ago

Can I just highlight the whole article?

Top Tips for Negotiating With Stakeholders

mindtheproduct.com

Zdenek Farana

206 days ago

If you don’t feel lost, a bit scared, unsure of the answer  —  you haven’t got deep enough into the issue.

If you’re not lost, it’s probably not groundbreaking

medium.com

Zdenek Farana

206 days ago

Product Development Team Self-Assessment

hackernoon.com

Zdenek Farana

217 days ago

"If you crave approval, this job isn't for you."

Why Chefs and Soldiers Make the Best Product Managers

firstround.com

Zdenek Farana

224 days ago

"A person is a person through other persons."

Descartes was wrong: ‘a person is a person through other persons’

aeon.co

Zdenek Farana

247 days ago

Think big, start small, act fast

hackernoon.com

Zdenek Farana

267 days ago

Focus on Value and stop rearranging the deck chairs on the Titanic

Focus on Value

svpg.com

Zdenek Farana

271 days ago

Build ugly prototypes. It’ll keep people from falling in love with ideas that aren't fully baked.

Six Steps to Superior Product Prototyping: Lessons from an Apple and Oculus Engineer

firstround.com

Zdenek Farana

271 days ago

Intelligence: a history

aeon.co

Zdenek Farana

276 days ago

Weird Life Found Trapped in Giant Underground Crystals

news.nationalgeographic.com

Zdenek Farana

283 days ago

We must never forget that we may also find meaning in life even when confronted with a hopeless situation, when facing a fate that cannot be changed.

How Resilience Works

hbr.org

Zdenek Farana

284 days ago

10 Big Software PM Time Wasters

hackernoon.com

Zdenek Farana

288 days ago

In a world where stupidity dominates, looking good is more important than being right. Advanced practitioners of corporate stupidity often spend less time on the content of their work and more on its presentation.

Stupefied

aeon.co

Zdenek Farana

288 days ago

How to build the next Trello and sell it for $425 million or more

medium.com

Zdenek Farana

289 days ago

Leslie’s Compass: A Framework For Go-To-Market Strategy

firstround.com

Zdenek Farana

289 days ago

Beyond Lean and Agile

svpg.com

Zdenek Farana

297 days ago

I would argue that criticizing your employees when they screw up is not just your job, it's actually your moral obligation.

Radical Candor — The Surprising Secret to Being a Good Boss

firstround.com

Zdenek Farana

310 days ago

Position, Position, Position!

m.signalvnoise.com

Zdenek Farana

326 days ago

We're already at war which targets our values, our democracy, our ability to distinguish between fact and fiction, and moral right and wrong.

Putin’s Real Long Game

politico.com

Zdenek Farana

326 days ago

"Through DNA editing, researchers hope to alter the genetic destiny of species and eliminate diseases."

How DNA Editing Could Change Life on Earth

newyorker.com

Zdenek Farana

333 days ago

World War Three, by Mistake

newyorker.com

Zdenek Farana

333 days ago

Zappos is struggling with Holacracy because humans aren’t designed to operate like software

qz.com

Zdenek Farana

383 days ago

If most voters are uninformed, who should make decisions about the public’s welfare?

The Case Against Democracy

newyorker.com

Zdenek Farana

403 days ago

The Dizzying Grandeur of 21st-Century Agriculture

nytimes.com

Zdenek Farana

421 days ago

"In one experiment 98% of users failed to notice a clause requiring them to give up their first-born as payment."

The digital age has destroyed the concept of ownership, and companies are taking advantage of it

qz.com

Zdenek Farana

444 days ago

This fucking stupid article hit too close to home.

The achiever in crisis

levels.io

Zdenek Farana

447 days ago

"As a leader, our success depends not just on the outcomes of our team, but the outcomes of our overall organization."

Ask the CTO: A peer manager is trying to take my engineers

oreilly.com

Zdenek Farana

449 days ago

This Morning Routine will Save You 20+ Hours Per Week

medium.com

Zdenek Farana

459 days ago

Forget Technical Debt — Here's How to Build Technical Wealth

firstround.com

Zdenek Farana

474 days ago

Burnout is not simply a symptom of working too hard. It is also the body and mind crying out for an essential human need: a space free from the incessant demands and expectations of the world.

Minds turned to ash

1843magazine.com

Zdenek Farana

480 days ago

Research has shown that, generally speaking, once a person reaches that level of “acceptable” performance and automaticity, the additional years of “practice” don’t lead to improvement. If anything, the doctor or the teacher or the driver who’s been at it for 20 years is likely to be a bit worse than the one who’s been doing it for only five, and the reason is that these automated abilities gradually deteriorate in the absence of deliberate efforts to improve.

Not All Practice Makes Perfect

nautil.us

Zdenek Farana

483 days ago

There’s no hand off in product design

blog.intercom.com

Zdenek Farana

487 days ago

Applying someone else's lessons to your context without understanding is how we end up with these cargo cult solutions.

The Virtue of Hubris and The Value of Complaining

elidedbranches.com

Zdenek Farana

487 days ago

Schrodinger equation viewed from computational complexity theory

The Astounding Link Between the P≠NP Problem and the Quantum Nature of Universe

medium.com

Zdenek Farana

487 days ago

A brilliant essay on why we no longer care about facts and hence the truth.

Why We’re Post-Fact

granta.com

Zdenek Farana

521 days ago

Leisure, the Basis of Culture: An Obscure German Philosopher’s Timely 1948 Manifesto for Reclaiming Our Human Dignity in a Culture of Workaholism

brainpickings.org

Zdenek Farana

528 days ago

Columnar Storage

the-paper-trail.org

Zdenek Farana

531 days ago

Yes, You Can Catch Insanity

nautil.us

Zdenek Farana

535 days ago

Bots won't replace apps. Better apps will replace apps.

dangrover.com

Zdenek Farana

536 days ago

Leadership is about listening to multiple opinions but in the end trusting your instincts and deciding. Leadership is about not worrying about how people will think about you for hard calls. It is about being willing to be wrong.

Lead, Follow or Get the Fuck Out of the Way

bothsidesofthetable.com

Zdenek Farana

536 days ago

A brilliant article about how quantum physics impacts actual neuroscience

The Evolutionary Argument Against Reality

quantamagazine.org

Zdenek Farana

536 days ago

Why you shouldn't exercise to lose weight, explained with 60+ studies

vox.com

Zdenek Farana

538 days ago

"We are organisms, not computers. Get over it."

The empty brain

aeon.co

Zdenek Farana

543 days ago

We live in a world of the misinformed.

Strategic analysis The Increasing Problem With the Misinformed

baekdal.com

Zdenek Farana

543 days ago

It may be cheaper and easier in the short run to ignore failures, schedule work so that there’s no time for reflection, require compliance with organizational norms, and turn to experts for quick solutions. But these short-term approaches will limit the organization’s ability to learn.

Why Organizations Don’t Learn

hbr.org

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