Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.

personaldevelopment

Personal Development

habits

Habits

entrepreneurship

Entrepreneurship

humanresources

Human Resources

leadershipandmanagement

Leadership & Management

John Kenneth Galbraith On Being Open-minded

Books of all sorts are escapist. Fictional narratives and made-up characters define a novel. Yet, no genres are quite so escapist as science fiction or fantasy. In that, lies their value. When we imagine a school of wizards, dragon-riders, or humble villagers becoming heroes, we leave the world behind. We enter a world which bears just enough connection to this world to make sense, while being alien enough to be exciting, vibrant, and hugely readable.

Familiar Enough & Alien Enough

I have claimed that Escape is one of the main functions of fairy-stories, and since I do not disapprove of them, it is plain that I do not accept the tone of scorn or pity with which “Escape” is now so often used. Why should a man be scorned if, finding himself in prison, he tries to get out and go home? Or if he cannot do so, he thinks and talks about other topics than jailers and prison-walls?

religionandspirituality

Religion & Spirituality

sciencefiction

Science Fiction

creativity

Creativity

artificialintelligence

Artificial Intelligence

Why Tolkien Loved Fantasy: Prisoners and Prison-Walls 

Melians: So that you would not consent to our being neutral,friends instead of enemies,but allies of neither side?Athenians: No; for your hostility cannot so much hurt us; as your friendship will be an argument to our subjects of our weakness, and your enmity of our power.

Athenians: You know as well as we do thatright, as the world goes,is only in question between equals in power; while the strong do what they can and the weak suffer what they must.

Athenians: When you speak of the favour of the gods, we may as fairly hope for that as yourselves, neither our pretensions nor our conduct being in any way contrary to what men believe of the gods, or practice among themselves.Of the gods we believe, and of men we know, that by a necessary law of their nature they rule wherever they can. And it is not as if we were the first to make this law, or to act upon it when made; […]All we do is to make use of it, knowing thatyou and everybody else, having the same power as we have, would do the same as we do.

Athenians: But when we come to your notion about the Lacedaemonians, which leads you to believe that shame will make them help you, here we bless your simplicity but do not envy your folly. The Lacedaemonians, when their own interests or their country’s laws are in question, are the worthiest men alive; of their conduct towards others much might be said, but no clearer idea of it could be given than by shortly saying that of all the men we know they are most conspicuous in considering what is agreeable honourable, and what is expedient just.

The Peloponnesian War, Book 5, Chapter 84: The Melian Dialogue

history

History

strategy

Strategy

business

Business

politics

Politics

Thucydides: Power And Right

Many workplaces operate in a constant state of urgency. But not everything that feels urgent is important. Leaders who do not distinguish between the two create cultures of busyness instead of impact.

“Now We’re Talking Busyness, Let’s Talk Busyness.”

To shift this, teams need to normalize asking questions before committing to work. <ul><li>What is the cost of not doing this now?</li><li>What are we saying no to by saying yes to this? </li><li>Are we solving the right problem?</li></ul>These questions might seem like they delay progress, but in reality, they accelerate alignment. And when used consistently, they help teams break the reactive cycle and focus on what truly moves the needle.

Are We Solving The Right Problem?

“What is the cost of not doing this now? What are we saying no to by saying yes to this?”

corporateculture

Corporate Culture

Prioritization At Work: A Culture Of Impact

We have two lives, Roy, the life we learn with and the life we live with after that. Suffering is what brings us toward happiness. All it taught me was to stay away from it. I am sick of all I have suffered.

Understand yourself and those around you.

psychology

Psychology

philosophy

Philosophy

motivationandinspiration

Motivation & Inspiration

Bernard Malamud: The One We Learn With And The One We Live With

Have you ever marveled at how the last 10 years seem to have passed in a flash or wondered why you still feel mentally anchored in a recent version of yourself, regardless of your age? This phenomenon isn’t just nostalgia or denial - it’s rooted in how our brains encode, store, and compress memory. Whether we are 20 or 70, our recollection of the “recent past” often holds a uniform texture, making it feel like time hasn’t truly changed us. The brain’s memory compression mechanisms allow us to perceive time fluidly, which paradoxically helps explain why people often “don’t feel their age.”

The Brain As A File Compression Software

Rather than storing memories as a linear reel of experiences, the brain condenses events into abstract snapshots, a process that is often called memory compression. Instead of exact playback, our memories function more like a story we reconstruct with each recall. This is especially true for episodic memory—our timeline of lived experiences—which undergoes temporal smoothing and gist extraction. In this sense, the brain prioritizes the emotional weight, meaning, and continuity of experiences over fine-grained chronological accuracy.

The Brain As A Temporal Editor

As a result, events from the past five years may feel temporally equivalent, whether 30 or 60, because they have been compressed into fewer and more significant mental bookmarks. This compression also causes the early years, rich with novelty and “firsts,” to feel longer, while later years, often filled with repetition, seem much shorter.

Gist Over Accuracy & Novelty Over Numbers

Memory is not a vault of static data but a constructive process where imagination plays a crucial role. As we recall an experience, our brains reconstruct rather than replay it, combining factual memory with creative elements to form what neuroscientists call “episodic simulation”. This intertwining of memory and imagination blurs the line between past and present, especially for more recent memories that are fresher and, thus, more vivid.

Memory, Imagination, and The Line Between Past And Present

This mental simulation also impacts our subjective sense of age. Since our self-image is heavily based on our recent episodic memories—compressed similarly across decades—we experience a continuity of self. Our brain’s need for narrative coherence leads us to maintain a unified and stable self-perception over time, regardless of age.So when people say, “I still feel like I’m in my twenties,” it’s less about vanity and more about how our memory system maintains a sense of psychological constancy.

The Continuity Of Self

Time perception isn’t just about clocks and calendars—it’s deeply psychological. As we age, fewer events stand out as novel or emotionally intense, resulting in fewer unique memory traces being formed. Consequently, the brain compresses large spans of similar experiences into gist-like recollections, which accelerates the passage of time.

Fewer Bookmarks, Faster Time

Young children, in contrast, perceive time as expansive. Their brains absorb new patterns, social interactions, and sensory experiences. Adults, particularly those caught in routines, create fewer “first-time” memories. This diminishes the cognitive landmarks used to signify the passage of time, leading to the feeling that years fly by. However, even older adults can “slow time down” by actively engaging in novel activities, traveling, or learning new skills. These activities create richer mental timestamps that expand the perceived duration of life phases.

“Hey, Brain: Add Bookmark.”

”I don’t feel my age” lies not in denial but in neurobiology. Our brain, designed to compress, abstract, and reconstruct our experiences, treats recent memories similarly across ages. This creates an illusion of temporal uniformity, where five years feels like five years, whether we’re fresh out of college or nearing retirement. While time marches objectively, our internal narrative—crafted by selective memory and episodic compression—follows its own rules.

Narrative Coherence and Identity, Or: “I Don’t Feel My Age”

The brain’s memory compression causes the recent past to feel similar across ages, explaining why we often don’t sense our age despite the passing years.

timemanagement

Time Management

longevity

Longevity

Timeless Minds: The Clock Time And The Narrative Time Of Us

Calmly observe, hold [your] ground, react firmly, act but keep a low profile.(冷静观察、稳住阵脚、沉着应付、韬光养晦、有所作为: leng jing guan cha, wen zhu zhen jiao, chen zhuo ying fu, tao guang yang hui, you suo zuo wei).

Commonly known as “Hide your strength, bide your time”, and grossly misinterpreted.

Ever since former leader Deng Xiaoping made taoguang yanghui, literally hide brightness, nourish obscurity, China's diplomatic guideline two decades ago, the phrase has been misinterpreted and misunderstood by the international community.

Deng Xiaoping: Retreat From The Limelight, Accomplish Things In The Shadows

There are decades where nothing happens;and there are weeks when decades happen.

Vladimir Ilyich Lenin: There Are Decades and There Are Weeks

High performers are often the ones that leaders least expect to lose because they are the ones that they depend on most. They consistently deliver. They rarely complain. But they also tend to leave quietly when they feel overlooked, under-challenged, or taken for granted. So why are leaders missing the warning signs?

“I Don’t Understand! What Happened?”

Leaders often make the mistake of giving more work to high performers without giving more opportunity. Being the go-to person for tough projects can feel like a compliment, until it becomes a trap. Eventually, what once felt like a privilege begins to feel like exploitation. The key is to pair expectations with elevation.

Giving More Work Without Giving More Opportunity

Liz Wiseman, CEO of The Wiseman Group and author of Multipliers, argues that many leaders unintentionally diminish their best people by over-relying on them. She pointed out that high performers often become the go-to problem-solvers but are rarely stretched in new ways. Without meaningful growth, even the most capable team members start to look elsewhere. Her insight reinforces the importance of pairing challenge with growth.

Offering Challenge Without Offering Growth

The cost of losing a high performer goes beyond replacing them, because it impacts momentum, morale, and memory. These are the people others look to for standards. When they leave, it sends a message. Either the company does not value excellence, or they do not recognize strain until it is too late. Both are dangerous messages to send.

When High Performers Leave, It Sends A Message

Leaders often think retention is about engagement, but for high performers, it is more often about alignment. Is this still the right place for me to grow? Do I still feel proud of what I do? Do I trust my leader to advocate for my future?

It’s Not About Engagement, It’s About Alignment

By the time a high performer is explaining their reasons for leaving, it is no longer to give feedback. By then, it is about closure. Leaders who rely on exit interviews to gather insights are missing the point. What matters more are the conversations that happen before someone starts looking. Rather than think of retention as a post-mortem, it’s important to think of it as a constant practice.

Why Exit Interviews Come Too Late For High Performers

Leaders should make career development conversations routine, not reactive. Instead of assuming satisfaction, they should ask questions like: What part of your work feels most energizing right now? What do you wish you could spend more time doing? What do you want to learn next? These questions open doors before people close them.

Leaders Should Open Doors Before People Close Them

The best time to check in with your top talent is before they go quiet. High performers are not immune to doubt. They just hide it better. In a time when competition for talent is intense and top contributors have more options than ever, the leaders who win are those who notice early, ask often, and lead with intention. Losing a high performer is not always preventable, but you shouldn’t have it take you by surprise.

High Performers Will Not Wait To Be Noticed

“I'm starting to feel just a little abused, Like a coffee machine in an office.”

teamwork

Teamwork

Why High Performers Leave And What Leaders Miss Until It’s Too Late

If you are not at the table then you’re probably on the menu.

If one wishes to influence a decision then one must be present at the negotiation table. One’s rights and interests will always be consumed by the other participants at the table.

John Kenneth Galbraith On Being Open-minded

Why Tolkien Loved Fantasy: Prisoners and Prison-Walls

Thucydides: Power And Right

Prioritization At Work: A Culture Of Impact

Bernard Malamud: The One We Learn With And The One We Live With

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