22 résultats

Keystone habits, of which habits mater the most

18 min.

De Charles Duhigg , American journalist and non-fiction author, dans The Power of Habit

ON A BLUSTERY October day in 1987, a herd of prominent Wall Street investors and stock analysts gathered in the ballroom of a posh Manhattan hotel. They were there to meet the new CEO ofthe Aluminum Company of America—or Alcoa, as it was known—a corporation that, for nearly a century, had manufactured everything from the foil thatwraps Hershey’s Kisses and the metal in Coca-Cola cans to the bolts that hold satellites together.

Alcoa’s founder had invented the process for smelting aluminum a century earlier, and since then the company had become one of the largest on earth. Many ofthe people in the audience had invested millions of dollars in Alcoa stock and had enjoyed a steady return. In the past year, however, investor grumblings started. Alcoa’s management had made misstep after misstep, unwisely trying to expand into new product lines while competitors stole customers and profits away. So there had been a palpable sense of relief when Alcoa’s board announced it was time for new leadership. That relief, though, turned to unease when the choice was announced: the new CEO would be a for mer government bureaucrat named Paul O’Neill. Many on Wall ...

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Decision Paralysis

7 min.

De Chip Heath et Dan Heath , respectivement author and author, dans Made to Stick

Why is prioritizing so difficult? In the abstract, it doesn’t sound so tough. You prioritize important goals over less important goals. You prioritize goals that are “critical” ahead of goals that are “beneficial.” 

But what if we can’t tell what’s “critical” and what’s“beneficial”? Sometimes it’s not obvious. We often have to make decisions between one “unknown” and another. This kind of complexity can be paralyzing. In fact, psychologists have found that people can be driven to irrational decisions by too much complexity and uncertainty.

 In 1954, the economist L. J. Savage6 described what he perceived as a basic rule of human decision-making. He called it the “sure-thing principle.” He illustrated it with this example: A businessman is thinking about buying a piece of property. There’s an election coming up soon, and he initially thinks that its outcome could be relevant to the attractiveness of the purchase. So, to clarify his decision, he thinks through both scenarios. If the Republican wins, he decides, he’ll buy. If the Democrat wins, he’ll do the same. Seeing that he’d buy in either scenario, he goes forward with the purchase, despite not knowing the ...

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Image via L'orée des rêves

Never outshine the master

20 min.

De Robert Greene , American author, dans The 48 laws of Power


Always make those above you feel comfortably superior. In your desire to please and impress them, do not go too far in displaying your talents or you might accomplish the opposite—inspire fear and insecurity. Make your masters appear more brilliant than they are and you will attain the heights of power.


Nicolas Fouquet, Louis XIV’s finance minister in the first years of his reign, was a generous man who loved lavish parties, pretty women, and poetry. He also loved money, for he led an extravagant lifestyle. Fouquet was clever and very much indispensable to the king, so when the prime minister, Jules Mazarin, died, in 1661, the finance minister expected to be named the successor. Instead, the king decided to abolish the position. This and other signs made Fouquet suspect that he was falling out of favor, and so he decided to ingratiate himself with the king by staging the most spectacular party the world had ever seen. The party’s ostensible purpose would be to commemorate the completion of Fouquet’s château, Vaux-le-Vicomte, but its real function was to pay tribute to the king, the guest of honor. 

The most brilliant ...

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Mirror neurons at work

34 min.

De Martin Lindstrom , author, branding expert and consultant in neuro-marketing, dans Buyology

IN 2004, STEVE JOBS, CEO, chairman, and co-founder of Apple, was strolling along Madison Avenue in New York City when he noticed something strange, and gratifying. Hip white earphones (remember, back then most earphones came in basic boring black). Looping and snaking out of people’s ears, dangling down across their chests, peeking out of pockets and purses and backpacks. They were everywhere. “It was, like, on every block, there was someone with white headphones, and I thought, ‘Oh, my God, it’s starting to happen,’ ” Jobs, who’d recently launched his company’s immensely successful iPod, was quoted as saying.

You could term the popularity of the iPod (and its ubiquitous, iconic white headphones) a fad. Some might even call it a revolution. But from a neuroscientific point of view, what Jobs was seeing was nothing less than the triumph of a region of our brains associated with something called the mirror neuron. In 1992, an Italian scientist named Giacomo Rizzolatti and his research team in Parma, Italy, were studying the brains of a species of monkey—the macaque—in the hopes of finding out how the brain organizes motor behaviors. Specifically, they were looking at a region of ...

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About appearances

6 min.

De Paul Graham , Essayist, programmer and investor, dans Founders at Work

Apparently sprinters reach their highest speed right out of the blocks, and spend the rest of the race slowing down. The winners slow down the least. It's that way with most startups too. The earliest phase is usually the most productive. That's when they have the really big ideas. Imagine what Apple was like when 100% of its employees were either Steve Jobs or Steve Wozniak. 

The striking thing about this phase is that it's completely different from most people's idea of what business is like. If you looked in people's heads (or stock photo collections) for images representing "business," you'd get images of people dressed up in suits, groups sitting around conference tables looking serious, Powerpoint presentations, people producing thick reports for one another to read. Early stage startups are the exact opposite of this. And yet they're probably the most productive part of the whole economy. 

Why the disconnect? I think there's a general principle at work here: the less energy people expend on performance, the more they expend on appearances to compensate. More often than not the energy they expend on seeming impressive makes their actual performance ...

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Six Principles of Sticky Ideas

14 min.

De Chip Heath et Dan Heath , respectivement author and author, dans Made to Stick


How do we find the essential core of our ideas? A successful defense lawyer says, “If you argue ten points, even if each is a good point, when they get back to the jury room they won’t remember any.” To strip an idea down to its core, we must be masters of exclusion. We must relentlessly prioritize. Saying something short is not the mission— sound bites are not the ideal. Proverbs are the ideal. We must create ideas that are both simple and profound. The Golden Rule is the ultimate model of simplicity: a one-sentence statement so profound that an individual could spend a lifetime learning to follow it.


How do we get our audience to pay attention to our ideas, and how do we maintain their interest when we need time to get the ideas across? We need to violate people’s expectations. We need to be counterintuitive. A bag of popcorn is as unhealthy as a whole day’s worth of fatty foods! We can use surprise— an emotion whose function is to increase alertness and cause focus— to grab people’s attention. But surprise doesn’t last. For our idea ...

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What Sticks

12 min.

De Chip Heath et Dan Heath , respectivement author and author, dans Made to Stick

De Erick Garayblas , CEO of Kuyi Mobile

A FRIEND OF a friend of ours is a frequent business traveler. Let’s call him Dave. Dave was recently in Atlantic City for an important meeting with clients. Afterward, he had some time to kill before his flight, so he went to a local bar for a drink. 

He’d just finished one drink when an attractive woman approached and asked if she could buy him another. He was surprised but flattered. Sure, he said. The woman walked to the bar and brought back two more drinks— one for her and one for him. He thanked her and took a sip. And that was the last thing he remembered. 

Rather, that was the last thing he remembered until he woke up, disoriented, lying in a hotel bathtub, his body submerged in ice. He looked around frantically, trying to figure out where he was and how he got there. Then he spotted the note: 


A cell phone rested on a small table beside the bathtub. He picked it up and called 911, his fingers numb and clumsy from the ice. The operator seemed oddly familiar with his situation. She said, “Sir ...

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