ANDRE

Good hacks to improve health!

Revisado: 06-06-24

Biochemistry, based on fact and studies after the accident learned to understand her body.
Worked for 23 and me and signed for a glucose experiment using on line equipment. Has an instagram account. @GlucoseGoddess

Most important is to flatten glucose curve and avoid peaks and valleys

Understanding glucose
Plants photosynthesis it from sun and carbon and water.
Study using fixed amount of soil made it possible to prove that plants grew not only from nutrients from the soil (weight of soil was the same and plant grew).

Plants made it in:
- Fiber (glucose that is not transformed to glucose in digest system) - located in “caule”
- “Starch” glucose grouped by enzimas - in roots and seeds
- Fructose glucose grouped and sweeter - in fruits to attract animals
- Sucrose even more concentrated

These are carbohydrates, from carbon and water.
Except for fiber, the others are sugars. Sugar is quickly broken into glucose into our system.

Mitochondria are responsible for synthesizing the glucose and turning it to energy.
Excess glucose cant be synthesize and this excess create free radicals and damage cells “glycating” it.
These radicals and glycated cells are responsible for aging and these cells became dead cells in order not to harm the body.
This creates:
low immunity
cancer
diabetes
alzheimer
being tired
acne
infertility
hormones issue
wrinkles
etc
Excess glucose uses insulin to “store” this excess in liver, muscles and fat through the body.
Insulin comes together with the increase of glucose. Excess insulin causes damage to the body.
Reduction in insulin (-20), even after a peak (regular peak is +30 increase after meals), causes appetite to increase.
Food with the same level of calories, is preferred to have less fructose than fiber and starch.


Hack 1:
Eat in this order fiber, protein/fat, starch/glucose.
Fiber creates a “barrier” and reduces the absorption of the glucose. You can eat each category after the other. Fiber takes 2 hour to go through.

Hack 2:
Add a green dish for the first course.
To me similar to one.

Hack 3:
Stop counting calories.
Calories are a measure of how much a burned food can heat some amount of water. It doesn’t consider the “quality “ of the molecules you are ingesting.
Cereals for example, usually are worse than eggs and toast.

Hack 4:
Flatten your breakfast curve.
Breakfast is an important meal of the day, but not for the reasons you might think. The first meal during the day is important because the absorption is higher, given that your digestive system is empty. It also regulates the rest of the meals during the day. Difficult to eat fiber in the breakfast, so try to have protein / fat. Smashed fruits and /or juices loose fiber and remains only the sugar. Cereals and orange juice are examples of things you might think it’s healthy but it isn’t. Similar to hack 1, but it explains the importance of this meal. No problem if you skip breakfast, but important to focus on lunch, which will be the first meal.

Hack 5:
Eat any sugar you want, they are all the same.
No difference between table sugar, brown sugar, honey, palm sugar, etc. on molecular level, same thing. It’s true that dry fruit is better, because there still some fiber, but only if you don’t eat a large amount (easier to eat).
Sugar with more fructose ratio to sucralose are worse. Vitamin and antioxidants (honey and agave sugar) don’t outweigh the sugar in it. Half a berry has the same amount of antioxidants than a spoon of honey.
For sweet, better to eat whole fruits (contains fiber).
Artificial sweeteners that are “good” and don’t spike glucose levels: alulose, monk fruit, stevia, pure stevia extract, eritritol.
Try to avoid: spartane, maltitol, sucralose, zilathol, acidsulfcase (?).

Hack 6:
Pick dessert over sweet snack. The principle is simple. Better to eat after a meal (with fiber, protein and fat) than with empty stomach.

Hack 7:
Reach for vinegar before you eat. The acid in the vinegar (any work - rice, apple, balsamic, etc with 5% acid) makes the enzyme that breaks glucose, starch and fiber reduces its effectiveness and reduces the glucose absorption. It doesn’t flatten the curve by increasing insulin (which is bad), but by reducing glucose. 1 table spoon with tall glass of water 20 min before or up to 20 minutes after a meal/ dessert works.

Hack 8:
After you eat, you move. Mitochondria can’t produce more energy than necessary. It starts to create free radicals and oxidation. Insulin kicks in to turn glucose into fat in liver, muscles. 10 min walk, squats, exercises after meal up to 90 min after. Anything can work, even some mild exercise in the sofa. Fasten exercises increases glucose for energy. But has a net positive effect, creating resilience to the body. It’s a good stress for the body.


Hack 9:
If have a snack, go savory. Sweet snacks go directly to fat. Better change to Greek yogurt, carrots, almond peanut butter etc.

Hack 10:
Put some clothes on your carbs.
Basically it’s to eat carbs together with protein, fiber and fat if you can’t eat it before. Vinegar also work here. Important to mention that all hacks is considering that you don’t increase the level of sugar, fat you usually eat.

Other tips.
If there is a urge for a high calorie / high sugar snack:
wait 20 min. This is probably your insulin reducing the peak and the body sends a sign you are hungry. After 20 min, if energy is necessary, liver starts to release glucose.
If after 20 min still wants, try to reserve the snack for dessert after next meal.
Then, go for a walk, brush teeth, drink coffee with spoon of coconut oil
Next step is to put clothes on the carbs. Drink vinegar, eat cheese, Greek yogurt, nut butter etc and then go for a walk
If none of this work, ENJOY!
At the grocery store, look for food that sugar isn't in the top 5. If fiber to sugar ratio is 1/5 , it´s “ok” (same ratio as fruits).

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Good concepts (nothing really new)

Revisado: 12-07-22

7 powers
Summary
The author, Hamilton Helmer is a consultant and portfolio manager that created this framework to analyze the companies he invested in. To me it seems like a gathering of some ideas and I don't think there is something really “new”. Maybe the framework and how he uses it to invest might be something innovative… Basically it is resumed in 7 powers including: scale economics, switching costs, cornered resource, counter positioning, branding, network effects, and process.

Scale Economies
I agree that this is one of the most important concepts. Another very good book about this is “Competition Demystified”. In this chapter it mentions some examples like Intel (also a very used example in several other books).

Network Economies
Also a very well known item. No news here.
Below a summary I found on the internet…

Counter-Positioning
Counter-Positioning: A newcomer adopts a new, superior business model which the incumbent does not mimic due to anticipated damage to their existing business.
This chapter introduces Counter-Positioning, the next Power type. “I developed this concept to depict a not well-understood competitive dynamic I often have observed both as a strategy advisor and an equity investor. I must confess it is my favorite form of Power, both because of my authorship and because it is so contrarian. As we will see, it is an avenue for defeating an incumbent who appears unassailable by conventional wisdom metrics of competitive strength.”
But nearly always, these featured the same outcome: the incumbent responds either not at all or too late. The incumbent’s failure to respond, more often than not, results from thoughtful calculation. They observe the upstart’s new model, and ask, “Am I better off staying the course, or adopting the new model?” Counter-Positioning applies to the subset of cases in which the expected damage to the existing business elicits a “no” answer from the incumbent. The Barrier, simply put, is collateral damage. In the Vanguard case, Fidelity looked at their highly attractive active management franchise and concluded that the new passive funds’ more modest returns would likely fail to offset the damage done by a migration from their flagship products.
What are the potential causes of such decrements? They could be numerous, but over several decades of client strategy work, I have noted two that seem common. The first involves two characteristics of challenges to incumbency:
The challenger’s approach is novel and, at first, unproven. As a consequence, it is shrouded in uncertainty, especially to those looking in from the outside. The low signal-to-noise of the situation only heightens that uncertainty.
The incumbent has a successful business model. This heritage is influential and deeply embedded, as suggested by Nelson and Winter’s notion of “routines,” and with it comes a certain view of how the world works. The CEO probably can’t help but view circumstances through this lens, at least in part. Together these two characteristics frequently lead incumbents to at first belittle the new approach, grossly underestimating its potential.
As noted in the Introduction, Power must be considered relative to each competitor, actual and implicit. With Counter-Positioning, this is particularly important, because this type of Power only applies relative to the incumbent and says nothing regarding Power relative to other firms utilizing the new business model.
Though this isn’t always the case, I have noticed a frequently repeated script for how an incumbent reacts to a CP challenge. I whimsically refer to it as the Five Stages of Counter-Positioning: Denial Ridicule Fear Anger Capitulation (frequently too late)
Once market erosion becomes severe, a Counter-Positioned incumbent comes under tremendous pressure to do something; at the same time, they face great pressure to not upset the apple cart of the legacy business model. A frequent outcome of this duality? Let’s call it dabbling: the incumbent puts a toe in the water, somehow, but refuses to commit in a way that meaningfully answers the challenge. Counter-Positioning often underlies situations in which the following developments are jointly observed: For the challenger Rapid share gains Strong profitability (or at least the promise of it) For the incumbent Share loss Inability to counter the entrant’s moves Eventual management shake-up (s) Capitulation, often occurring too late
Such reversals are rare in business, because contests typically take place over extended periods and with great thoughtfulness on all sides. Even a momentary lapse by an incumbent won’t present a sufficient opening. The only bet worthwhile for a challenger is one in which even if the incumbent plays its best game, it can be taken off the board. A competent Counter-Positioned challenger must take advantage of the strengths of the incumbent, as it is this strength which molds the Barrier, collateral damage.

Switching Costs
Switching Costs arise when a consumer values compatibility across multiple purchases from a specific firm over time. These can include repeat purchases of the same product or purchases of complementary goods.
Benefit. A company that has embedded Switching Costs for its current customers can charge higher prices than competitors for equivalent products or services. This benefit only accrues to the Power holder in selling follow-on products to their current customers; they hold no Benefit with potential customers and there is no Benefit if there are no follow-on products.
Barrier. To offer an equivalent product, competitors must compensate customers for Switching Costs. The firm that has previously roped in the customer, then, can set or adjust prices in a way that puts their potential rival at a cost disadvantage, rendering such a challenge distinctly unattractive. Thus, as with Scale Economies and Network Economies, the Barrier arises from the unattractive cost/benefit of share gains for the challenger.
Switching Costs can be divided into three broad groups:
Financial.
Procedural.
Relational.
Switching Costs are a non-exclusive Power type: all players can enjoy their benefits.

Branding
Branding is an asset that communicates information and evokes positive emotions in the customer, leading to an increased willingness to pay for the product.
Benefit. A business with Branding is able to charge a higher price for its offering due to one or both of these two reasons:
Affective valence. The built-up associations with the brand elicit good feelings about the offering, distinct from the objective value of the good.
Uncertainty reduction. A customer attains “peace of mind” knowing that the branded product will be as just as expected.
Barrier. A strong brand can only be created over a lengthy period of reinforcing actions (hysteresis), which itself serves as the key Barrier.
Brand Dilution. Firms require focus and diligence to guide Branding over time and ensure that the reputation created remains consistent in the valences it generates. Hence, the biggest pitfall lies in diminishing the brand by releasing products which deviate from, or damage, the brand image. Seeking higher “down market” volumes can reduce affective valence by damaging the aura of exclusivity, weakening positive associations with the product.
Problem is, the qualities that make Branding a Power also make it hard to change; the considerable risk is dilution or brand destruction.
Type of Good. Only certain types of goods have Branding potential as they must clear two conditions:
Magnitude: the promise of eventually justifying a significant price premium. Business-to-business goods typically fail to exhibit meaningful affective valence price premia, since most purchasers are only concerned with objective deliverables. Consumer goods, in particular those associated with a sense of identity, tend to have the purchasing decision more driven by affective valence. Here’s the reason: in order to associate with an identity, there must be some way to signal the exclusion of alternative identities.
For Branding Power derived from uncertainty reduction, the customer’s higher willingness to pay is driven by high perceived costs of uncertainty relative to the cost of the good. Such products tend to be those associated with bad tail events: safety, medicine, food, transport, etc. Branded medicine formulations, for example, are identical to those of generics, yet garner a significantly higher price. Duration: a long enough amount of time to achieve such magnitude. If the requisite duration is not present, the Benefit attained will fall prey to normal arbitraging behavior.

Cornered Resource
Cornered Resource definition: Preferential access at attractive terms to a coveted asset that can independently enhance value.
Benefit. In the Pixar case, this resource produced an uncommonly appealing product—“superior deliverables”—driving demand with very attractive price/volume combinations in the form of huge box office returns. No doubt—this was material (a large m in the Fundamental Equation of Strategy). In other instances, however, the Cornered Resource can emerge in varied forms, offering uniquely different benefits. It might, for example, be preferential access to a valuable patent, such as that for a blockbuster drug; a required input, such as a cement producer’s ownership of a nearby limestone source, or a cost-saving production manufacturing approach, such as Bausch and Lomb’s spin casting technology for soft contact lenses.
Barrier. The Barrier in Cornered Resource is unlike anything we have encountered before. You might wonder: “Why does Pixar retain the Brain Trust?” Any one of this group would be highly sought after by other animated film companies, and yet over this period, and no doubt into the future, they have stayed with Pixar. Even during the company’s rocky beginning, there was a loyalty that went beyond simple financial calculation.
Our general term for this sort of barrier is “fiat”; it is not based on ongoing interaction but rather comes by decree, either general or personal.
Another way to put this is that a Cornered Resource is a sufficient condition for potential for differential returns.

Process Power
I save it until last because it is rare. I will use the Toyota Motor Corporation as a case.
Perhaps the best way to think of it is this: Process Power equals operational excellence, plus hysteresis. Having said that, such hysteresis occurs so rarely that I am in strong agreement with Professor Porter’s sentiments.
Benefit. A company with Process Power is able to improve product attributes and/or lower costs as a result of process improvements embedded within the organization. For example, Toyota has maintained the quality increases and cost reductions of the TPS over a span of decades; these assets do not disappear as new workers are brought in and older workers retire.
Barrier. The Barrier in Process Power is hysteresis: these process advances are difficult to replicate, and can only be achieved over a long time period of sustained evolutionary advance. This inherent speed limit in achieving the Benefit results from two factors:
Complexity. Returning to our example: automobile production, combined with all the logistic chains which support it, entails enormous complexity. If process improvements touch many parts of these chains, as they did with Toyota, then achieving them quickly will prove challenging, if not impossible.
Opacity. The development of TPS should tip us off to the long time constant inevitably faced by would-be imitators. The system was fashioned from the bottom up, over decades of trial and error. The fundamental tenets were never formally codified, and much of the organizational knowledge remained tacit, rather than explicit. It would not be an exaggeration to say that even Toyota did not have a full, top-down understanding of what they had created—it took fully fifteen years, for instance, before they were able to transfer TPS to their suppliers. GM’s experience with NUMMI also implies the tacit character of this knowledge: even when Toyota wanted to illuminate their work processes, they could not entirely do so.

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Good concepts (nothing really new)

Revisado: 12-07-22

7 powers
Summary
The author, Hamilton Helmer is a consultant and portfolio manager that created this framework to analyze the companies he invested in. To me it seems like a gathering of some ideas and I don't think there is something really “new”. Maybe the framework and how he uses it to invest might be something innovative… Basically it is resumed in 7 powers including: scale economics, switching costs, cornered resource, counter positioning, branding, network effects, and process.

Scale Economies
I agree that this is one of the most important concepts. Another very good book about this is “Competition Demystified”. In this chapter it mentions some examples like Intel (also a very used example in several other books).

Network Economies
Also a very well known item. No news here.
Below a summary I found on the internet…

Counter-Positioning
Counter-Positioning: A newcomer adopts a new, superior business model which the incumbent does not mimic due to anticipated damage to their existing business.
This chapter introduces Counter-Positioning, the next Power type. “I developed this concept to depict a not well-understood competitive dynamic I often have observed both as a strategy advisor and an equity investor. I must confess it is my favorite form of Power, both because of my authorship and because it is so contrarian. As we will see, it is an avenue for defeating an incumbent who appears unassailable by conventional wisdom metrics of competitive strength.”
But nearly always, these featured the same outcome: the incumbent responds either not at all or too late. The incumbent’s failure to respond, more often than not, results from thoughtful calculation. They observe the upstart’s new model, and ask, “Am I better off staying the course, or adopting the new model?” Counter-Positioning applies to the subset of cases in which the expected damage to the existing business elicits a “no” answer from the incumbent. The Barrier, simply put, is collateral damage. In the Vanguard case, Fidelity looked at their highly attractive active management franchise and concluded that the new passive funds’ more modest returns would likely fail to offset the damage done by a migration from their flagship products.
What are the potential causes of such decrements? They could be numerous, but over several decades of client strategy work, I have noted two that seem common. The first involves two characteristics of challenges to incumbency:
The challenger’s approach is novel and, at first, unproven. As a consequence, it is shrouded in uncertainty, especially to those looking in from the outside. The low signal-to-noise of the situation only heightens that uncertainty.
The incumbent has a successful business model. This heritage is influential and deeply embedded, as suggested by Nelson and Winter’s notion of “routines,” and with it comes a certain view of how the world works. The CEO probably can’t help but view circumstances through this lens, at least in part. Together these two characteristics frequently lead incumbents to at first belittle the new approach, grossly underestimating its potential.
As noted in the Introduction, Power must be considered relative to each competitor, actual and implicit. With Counter-Positioning, this is particularly important, because this type of Power only applies relative to the incumbent and says nothing regarding Power relative to other firms utilizing the new business model.
Though this isn’t always the case, I have noticed a frequently repeated script for how an incumbent reacts to a CP challenge. I whimsically refer to it as the Five Stages of Counter-Positioning: Denial Ridicule Fear Anger Capitulation (frequently too late)
Once market erosion becomes severe, a Counter-Positioned incumbent comes under tremendous pressure to do something; at the same time, they face great pressure to not upset the apple cart of the legacy business model. A frequent outcome of this duality? Let’s call it dabbling: the incumbent puts a toe in the water, somehow, but refuses to commit in a way that meaningfully answers the challenge. Counter-Positioning often underlies situations in which the following developments are jointly observed: For the challenger Rapid share gains Strong profitability (or at least the promise of it) For the incumbent Share loss Inability to counter the entrant’s moves Eventual management shake-up (s) Capitulation, often occurring too late
Such reversals are rare in business, because contests typically take place over extended periods and with great thoughtfulness on all sides. Even a momentary lapse by an incumbent won’t present a sufficient opening. The only bet worthwhile for a challenger is one in which even if the incumbent plays its best game, it can be taken off the board. A competent Counter-Positioned challenger must take advantage of the strengths of the incumbent, as it is this strength which molds the Barrier, collateral damage.

Switching Costs
Switching Costs arise when a consumer values compatibility across multiple purchases from a specific firm over time. These can include repeat purchases of the same product or purchases of complementary goods.
Benefit. A company that has embedded Switching Costs for its current customers can charge higher prices than competitors for equivalent products or services. This benefit only accrues to the Power holder in selling follow-on products to their current customers; they hold no Benefit with potential customers and there is no Benefit if there are no follow-on products.
Barrier. To offer an equivalent product, competitors must compensate customers for Switching Costs. The firm that has previously roped in the customer, then, can set or adjust prices in a way that puts their potential rival at a cost disadvantage, rendering such a challenge distinctly unattractive. Thus, as with Scale Economies and Network Economies, the Barrier arises from the unattractive cost/benefit of share gains for the challenger.
Switching Costs can be divided into three broad groups:
Financial.
Procedural.
Relational.
Switching Costs are a non-exclusive Power type: all players can enjoy their benefits.

Branding
Branding is an asset that communicates information and evokes positive emotions in the customer, leading to an increased willingness to pay for the product.
Benefit. A business with Branding is able to charge a higher price for its offering due to one or both of these two reasons:
Affective valence. The built-up associations with the brand elicit good feelings about the offering, distinct from the objective value of the good.
Uncertainty reduction. A customer attains “peace of mind” knowing that the branded product will be as just as expected.
Barrier. A strong brand can only be created over a lengthy period of reinforcing actions (hysteresis), which itself serves as the key Barrier.
Brand Dilution. Firms require focus and diligence to guide Branding over time and ensure that the reputation created remains consistent in the valences it generates. Hence, the biggest pitfall lies in diminishing the brand by releasing products which deviate from, or damage, the brand image. Seeking higher “down market” volumes can reduce affective valence by damaging the aura of exclusivity, weakening positive associations with the product.
Problem is, the qualities that make Branding a Power also make it hard to change; the considerable risk is dilution or brand destruction.
Type of Good. Only certain types of goods have Branding potential as they must clear two conditions:
Magnitude: the promise of eventually justifying a significant price premium. Business-to-business goods typically fail to exhibit meaningful affective valence price premia, since most purchasers are only concerned with objective deliverables. Consumer goods, in particular those associated with a sense of identity, tend to have the purchasing decision more driven by affective valence. Here’s the reason: in order to associate with an identity, there must be some way to signal the exclusion of alternative identities.
For Branding Power derived from uncertainty reduction, the customer’s higher willingness to pay is driven by high perceived costs of uncertainty relative to the cost of the good. Such products tend to be those associated with bad tail events: safety, medicine, food, transport, etc. Branded medicine formulations, for example, are identical to those of generics, yet garner a significantly higher price. Duration: a long enough amount of time to achieve such magnitude. If the requisite duration is not present, the Benefit attained will fall prey to normal arbitraging behavior.

Cornered Resource
Cornered Resource definition: Preferential access at attractive terms to a coveted asset that can independently enhance value.
Benefit. In the Pixar case, this resource produced an uncommonly appealing product—“superior deliverables”—driving demand with very attractive price/volume combinations in the form of huge box office returns. No doubt—this was material (a large m in the Fundamental Equation of Strategy). In other instances, however, the Cornered Resource can emerge in varied forms, offering uniquely different benefits. It might, for example, be preferential access to a valuable patent, such as that for a blockbuster drug; a required input, such as a cement producer’s ownership of a nearby limestone source, or a cost-saving production manufacturing approach, such as Bausch and Lomb’s spin casting technology for soft contact lenses.
Barrier. The Barrier in Cornered Resource is unlike anything we have encountered before. You might wonder: “Why does Pixar retain the Brain Trust?” Any one of this group would be highly sought after by other animated film companies, and yet over this period, and no doubt into the future, they have stayed with Pixar. Even during the company’s rocky beginning, there was a loyalty that went beyond simple financial calculation.
Our general term for this sort of barrier is “fiat”; it is not based on ongoing interaction but rather comes by decree, either general or personal.
Another way to put this is that a Cornered Resource is a sufficient condition for potential for differential returns.

Process Power
I save it until last because it is rare. I will use the Toyota Motor Corporation as a case.
Perhaps the best way to think of it is this: Process Power equals operational excellence, plus hysteresis. Having said that, such hysteresis occurs so rarely that I am in strong agreement with Professor Porter’s sentiments.
Benefit. A company with Process Power is able to improve product attributes and/or lower costs as a result of process improvements embedded within the organization. For example, Toyota has maintained the quality increases and cost reductions of the TPS over a span of decades; these assets do not disappear as new workers are brought in and older workers retire.
Barrier. The Barrier in Process Power is hysteresis: these process advances are difficult to replicate, and can only be achieved over a long time period of sustained evolutionary advance. This inherent speed limit in achieving the Benefit results from two factors:
Complexity. Returning to our example: automobile production, combined with all the logistic chains which support it, entails enormous complexity. If process improvements touch many parts of these chains, as they did with Toyota, then achieving them quickly will prove challenging, if not impossible.
Opacity. The development of TPS should tip us off to the long time constant inevitably faced by would-be imitators. The system was fashioned from the bottom up, over decades of trial and error. The fundamental tenets were never formally codified, and much of the organizational knowledge remained tacit, rather than explicit. It would not be an exaggeration to say that even Toyota did not have a full, top-down understanding of what they had created—it took fully fifteen years, for instance, before they were able to transfer TPS to their suppliers. GM’s experience with NUMMI also implies the tacit character of this knowledge: even when Toyota wanted to illuminate their work processes, they could not entirely do so.

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Revisado: 10-25-22

Hijos con altas capacidades: El reto de educarlos
Importante carga genética, mas o ambiente ajuda muito.
Indícios
olhar fixo e observador desde quase recém nascido
boa memória
pouca necessidade de sono
irritabilidade e cobrança alta
fala precoce e vasto vocabulário
Hipersensibilidade: som, textura, cheiro, luz
Importante diagnóstico precoce. Estudo mostra redução de capacidade de neurônios com estresse e com não uso da potencialidade.
Pais não devem ter medo de “etiquetar” os filhos, pois sociedade o fará de uma forma pior. Comportamento ruim na escola não deve ser visto com maus olhos, é apenas a criança pedindo por ajuda.

Interesses comuns, que dão grande foco e depois que aprendem, podem passar a outro.
sistema solar
Dinossauros
Planetas
Civilizações antigas
Países e bandeiras
Mundo marinho
Presidentes
Arqueologia
Família pode confundir com falta de foco. Por outro lado, conseguem ter interesse em diversos temas ao mesmo tempo. Na escolha de carreira isso tende a ser problema, pois uma escolha, o faz pensar que está deixando outras coisas de lado.
Não se deve colocar grandes restrições aos temas. No entendo, quando a criança pede para aprender um tema (aula de piano por exemplo) - e é importante que ela peça e não que seja apontado - é preciso vir junto um compromisso de tempo ou aprendizado mínimo. Isso é muito importante (quase que diariamente e para vida toda), pois só assim vai aprender a lidar com frustrações.
Crianças com esse tipo de característica podem tender a não se esforçar, pois as coisas podem ser mais fáceis de serem executadas. É sempre muito importante celebrar o esforço/ caminho muito mais do que o resultado/conquista. Para isso, celebrar pequenos tempos de estudo, ter pró-ativamente rotina de estudos e tarefas e tentar não atrelar o estudo a exames ou testes. Para as rotinas, têm sempre que ajustar pela idade e faculdade de cada um. Amigos e Irmão, podem demorar mais e não necessariamente você precisa impor a mesma quantidade de esforço. Isso depende do tema, idade, facilidade etc.
Uma estratégia dura mas que pode ajudar a descorrelacionar resultado/ notas boas é dar um “zero” em esforço mesmo quando a criança chegar com um “dez”. Antes do teste dar a nota pelo esforço e se preocupar menos com a nota efetiva do teste. Utilizar esse conceito não apenas para escola, mas também pra o cotidiano.
Para ajudar nesse foco / esforço, tentar ajudar a relacionar as tarefas a coisas que a criança gosta. Se gosta de jogos, call of duty pode ser usado com história, minecraft com desenho, escape room com desafios de matemática/ gramática.
Ao invés de um livro, talvez um documentário, um youtuber ou mesmo que ela grave um vídeo explicando e coloque no YouTube para outros assistirem.
Ajudar nos pensamentos positivos e na imaginação também são aliados. Lembrá-los da sensação de concluir algo, de não ter mais pendências, imaginar como alguma tarefa ajuda outros, etc.
Além disso, quebrar grandes tarefas em sub tarefas mais curtas.

Crianças com AH tem uma resposta neural diferente de outras. Estudos mostram que o lado direito é predominante, o pensamento é “arborescente” (acredito que significa divergente) ao invés de linear e portanto também aprendem de forma diferente e podem chegar a respostas diferentes das esperadas. Para se comunicar da melhor forma, sempre importante ser muito claro e colocar racional por detrás do pensamento.
Isso também pode gerar déficits em funções executivas como: inibição, falta de planejamento, dificuldade em colocar metas, falta de memória de trabalho entre outras.
Inibição: se irritam mais facilmente, dificuldade de perceber que podem estar incomodando outros, fala alto e interrompe, se levantam da cadeira quando não devem,
Flexibilidade: dificuldade em achar soluções diferentes para mesmo problema
Planejamento: não conseguem organizar, colocar tempo nas tarefas, não organizam material e os perdem, não revisam caligrafia é tão pouco se preocupam com ela
Por isso, algumas também tem dificuldade, necessitam se esforçar para conseguir dar foco (principalmente em atividades que não são de seu interesse), pois acabam pensando em diversas coisas diferentes e são distraídas por outras coisas que podem ser mais interessantes. Por outro lado, quando tem algo de seu interesse, pode acabar infinita do outras coisas que não a ajudem a completar a tarefa e podem parecer que não prestam atenção.
Características:
sobre excitação: concentração em tarefa que tem interesse, pode parecer hiper atividade, não frear os interesses (mas não cobrar notas e resultados). Pode ter viés imaginativo também. Inventa histórias para evitar se aborrecer e pode confundir realidade e fantasia (na sala de aula pode parecer dispersão). Não pode discutir em nível lógico nesse momento, podendo usar fantasia também. Precisa ajudar a potencializar a fantasia.
Hipersensibilidade: como dito anteriormente, odor, textura (etiqueta da camiseta), etc
Sempre tentar entender a visão e se colocar no lugar. Não desmerecer e minimizar as emoções, mesmo se parecerem “pouca” coisa. Nunca prometer algo se parar de chorar, por exemplo. Outro exemplo: “pode ser livre de sentir ódio por seu irmão, mas não é livre para lhe fazer mal, nem com palavras nem com ações”.
A criança tem um humor que funciona como uma montanha russa. O paralelo é que acumula energia cinética, inércia, e a velocidade muda muito rápido. O humor também tem esse efeito e com efeitos químicos que dificultam. Às vezes é necessário frear o humor quando o carrinho ainda “está subindo”, mais difícil frear na descida. Uma técnica quando perceber que a “ira” está vindo (tem déficit de cerotonina) uma atividade física pode ajudar a equilibrar (oferece ao cérebro endorfina e opiáceas) - correr, saco de boxe, pular. Se o trem já estiver na descida, aí só os “braços dos pais”. Dar espaço, e se posicionar com os braços abertos, dobrados para baixo e palmas da mão abertos. Estes são os freios de imãs da montanha russa.
No entanto, é muito importante mostrar as consequências da ira e raiva. A raiva é um ácido que corrói mais o recipiente do que onde é jogado (“seneca” - acho que é um nome de um psicólogo). Importante sair, mas mostrar as consequências e como isso afeta os outros.
A dificuldade em entender as consequências trará dificuldade de criar vínculos, criar amizades, distanciamento social, afrontamento , e pode causar solidão. Seria o descarrilamento do carrinho da montanha russa.

Paralelo de banco emocional.
(Recomenda o livro de Steven Covey - 7 hábitos de pessoas efetivas - versão crianças , adolescentes e família)
O banco emocional é como um banco que tem entradas e saídas. Nesse caso, a entrada são os pontos emocionais positivos, que podem ser desde um sorriso, abraço, desculpas até um favor sem ter sido pedido. Os negativos seriam gritos, atos mal educados, agressões etc. Pode se criar uma forma visual ou imaginária de acompanhar. Desde estrelinhas, corações a uma “dólar emocional” virtual. As atitudes podem ter valor diferente e podem ser ligadas a consequências. Como é importante não só criar dívidas, mesmo em atos negativos, o saldo pode ser positivo. Em um exemplo de uma briga, uma pedido de desculpas, um abraco, um entendimento do problema, pode gerar pontos. Muito importante não só dar o ponto negativo, mas explicar, entender, se colocar a disposição de acolher.

Sobre excitação. Pode sempre ser confundido com TDAH. Tem que entender o diagnóstico corretamente até para evitar medicação. É confundido, pois tais crianças simplesmente não conseguem ficar paradas e dependendo da atividade não conseguem se concentrar. Ou porque conseguem resolver muito rápido ou simplesmente porque não tem interesse. Uma sugestão é focar muito em exercícios físicos. Normalmente fazemos as crianças estudarem para depois deixá-las brincar. Nesse caso, pode ser melhor fazer o inverso. Além disso, se no momento de estudo e/ou concentração a criança não conseguir ficar parada, melhor é fazer uma pausa para exercícios.

Na experiência dos autores, apenas 1 em cada 4 consultas era consultas de meninas. Se é raro o diagnóstico, é ainda mais raro em meninas. As vezes só se descobria, porque o irmão menino ia na consulta antes e os pais nunca tinha percebido dificuldades com a menina. A sobre excitação pode ser tanto física quanto verbal, sendo que a última é mais normal em meninas e a primeira em meninos. Meninas tem uma “supressão”, tendem a se adequar para serem aceitas em grupos e para não chamar atenção.

Elas têm uma maior necessidade de aprovação. Difícil saber o que querem ou o que gosta, podem até responder o que pensa que o interlocutor vai gostar de ouvir. Mais importante serem aceitas do que brilhar academicamente. No primário é difícil identificar. Na adolescência isso pode explodir e criar dificuldade de se identificar.

Perfeccionismo. Tem dificuldade de se divertir se tudo não estiver perfeito. Tem mais intensidade em meninas também. Podem ter medo de performática uma tarefa por medo de não conseguir. Para ajudar, muito melhor com ações do que com palavras. Pais tem que fazer uma reflexão para ver se nas atitudes tem tolerância ao erro, se celebra mais o caminho que o resultado, etc. Contar histórias de como erros fizeram aprender e trazer melhorias. Sugestões de livros (6-9 anos): mistakes that worked (história de inventos que só surgiram depois de muitos erros) el raton que faltava, lá niña que nunca cometia errores, Las princesas tambien se tiram piedos”. Ensinar que perfeccionismo é o contrário da excelência. As vezes fazer apologia da imperfeição. Pedir pra algo errado e se divertir ou ver algo útil e mostrar que isso traz excelência. Outros livros: “destroça esse diário o está caja, caos, anti agenda, “

Auto consciência de serem diferentes. Eles sabem que todos são diferentes, mas eles sabem que são os diferentes entre os diferentes. Alguns tentam se adaptar, fazer tarefas propositalmente erradas para não deixar outros chateados. Alguns podem fazer algo errado para ficar de castigo no recreio e não ficar sozinho. Líderes e extrovertidos podem tentar algum jeito de se adaptar, mas introvertidos terão ainda mais dificuldades e se tornarão os “geeks” e isolados.

Como tratar. O ponto mais importante é identificar a condição. Depois, pôde-se começar a tratar. Tratar com naturalidade mas sempre colocando que não é uma condição superior nem inferior. Não ocultar por medo de etiquetar. Se etiquetar, pode parecer que é um problema. E sociedade vai acabar fazendo isso de qualquer forma.
Comunicar como um potencial, mas que precisa de muito esforço e constância para fazer isso se tornar uma realidade. Não é raro, é uma minoria. As vezes isso pode trazer desconforto, mas também vantagens. Continua sendo uma criança e não um semi adulto. Não vai sentir como outras crianças, vai ter que se esforçar para encontrar suas afinidades e também vai ter que fazer coisas que não agradam, mas são necessárias. Deixar claro que não precisa se ocultar e pode ser ele mesmo, mas também nunca usar o tema como alguma vantagem.
Tem direito de escolher as amizades, de perguntar o porque das coisas, de falar ou não que tem altas capacidades, de não aceitar imposição se não tiver explicado as normas.

Para ajudar a explicar, pôde-se utilizar uma curva de gauss (provavelmente aos 10 anos) ou alguma metáfora. A autora utilizou a metáfora da montanha, colocando “palitinhos” e falando que a vida é uma montanha e que alguns conseguem subir mais rápido e descer, mas que a maioria fica no “meio”. Colocou 2 palitinhos à direita e dois à esquerda e 96 no meio. Perguntou onde ela achava que estava e ela prontamente disse na direita. Percebeu rapidamente que o restante e a maioria estava no meio. Assim , ela utilizou essa conclusão para mostrar que ela não tem dificuldade de fazer amizades. E sim uma dificuldade de encontrar pessoas com mesma afinidade, pois são poucas pessoas. Ou seja, não era problema/ culpa dela.

Metáfora da capacidade. Utilizar recipientes (copo, garrafa) e mostrar que uma garrafa maior, mas vazia, não sacia a sede é uma copo pequeno e cheio d’água sim. Podem ser caixas e esponjas que absorvem líquidos (pode-se utilizar até líquidos coloridos para colocar os sentimentos diferentes), nesse caso mostrar que todas absorvem e no caso de uma água vermelha (representando a raiva) a esponja maior, quando espremida, vai sujar bem mais.

Auto estima e auto aceitação. Mais fácil trabalhar no segundo que no primeiro. Além disso, mais fácil de mudar algo quando se entende o que é e se aceita, com todos os pontos positivos e negativos. Como pais, sempre elogiar os positivos e não esconder os negativos, tentando apontar, normalizar e tentar ajustar. No elogio, sempre focar no caminho e não no resultado. Dizer “parabéns pelo esforço, conseguiu um bom resultado” ao invés de “bom resultado”. Não dizer “se tivesse trabalhado mais, o resultados seria melhor”. Além disso, se perguntarem o que nós achamos, devemos segurar a ansiedade de responder logo e devolver a pergunta do que eles acham. Assim eles vão expor as dificuldades e dessa forma podemos ajudá-los de uma melhor forma. Seja honesto e se não achar um bom trabalho, pode falar o que acha que pode ser melhorado e ajudá-los. No entanto, não se iludir que por terem AH eles serão excelentes em tudo, algumas coisas eles tem mais interesse que outras, por exemplo.
Em relação as notas acadêmicas, sempre melhor elogiar uma nota baixa que veio com esforço do que nota alta sem nenhum. Além disso, nunca deixar eles se compararem com outros, mas apenas com si mesmos. Ou seja, melhorou em relação ao último, ano, trimestre?

(Cita outro livro deles “El genio que llevas dentro”)

Livros recomendados para gestão do erro e perfeccionismo:
smith Kelly, la anti agenda, Barcelona 2015
Smith Kelly, chaos el manual de acidentes e errores, Barcelona 2013
- smith Kelly, destroça este diário
Freeland, Clarice, que puedo hacer cuando tengo medo de equivocarme

Perfil questionador. Desde cedo, não aceitam o famoso “porque eu estou mandando/falando”.
Tudo tem que ser explicado e ter o racional/ propósito por trás. “Não quero colocar pijama, tomar banho, escovar os dentes” são muito comuns. Se não cuidado, a criança terá problemas com os pais, professores, parentes e futuramente com chefe/trabalho.
Importante ter paciência (eles não tem culpa dos seus problemas pessoais) e empatia (que é diferente de simpatia). Não identifiquei o tema sobre castigo, mas me parece não ser muito a favor, ainda mais se não explicar e deixar claro as razões por trás. Inclusive fez uma crítica ao método “super nany “ do programa de TV.

Intensidade emocional. Normalmente a palavra que os pais definem seus filhos.

Tolerância à frustração. Normalmente acontece em casos de dissincronia mental e psico motora (não consegue montar um lego e acontece mais novos), de linguagem e mental (podem aprender muito rápido, mas podem ter dificuldade de explicar - às vezes pior que outros, criando frustração com professores, por exemplo), entre inteligência e afetividade (podem não mostrar nenhuma empatia por outros, normalmente é um mecanismo patológico inconsciente de não sentir para não sofrer, pois não entende e também não são compreendidos - o problema é que isso também impede sentimentos positivos), dissincronia entre a criança e escola (procurar escola que acolha a criança e saiba tratar a situação de excepcionalidade), dissincronia entre criança e família, entre criança e companheiros (eles tem que manejar 3 idades, cronológica, emocional e mental - QI de 135 representa para uma criança de 5 anos, um mental de 10).

Não minimizar os sentimentos e nunca oferecer algo para parar de chorar ou coisas como “isso não é pra tanto”. Precisa entender e escutar de forma ativa, ser empático e ajudá-lo a encontrar uma solução. Ensinar e dar nome aos sentimentos (livro “emocionario” - ler a dar exemplos pessoais pra ajudar - “el arte de emociornase “, “que necessito cuando me enfado”, tem mais uns 3 exemplos). Entender emoção ajuda a criança a lembrar como resolver.

Crianças aprendem muito com exemplos, portanto precisamos aprender também lidar com nossas frustrações. Tentar deixá-los resolver os problemas sozinhos. No entanto, ajudar quando eles pedem (precisam também a aprender a pedir ajuda), mas sempre no limite do necessário para ajudar no caminho (temos tendência de querer resolver por eles). No limite, em uma atividade que não consegue, negociar e trocar por outra atividade e voltar em outro momento de maior calma.

Ajudar eles a tentar identificar pontos que levarão a raiva, ter empatia, tentar não gritar (lembrar quem é o adulto), oferecer abrigo físico (mas se não quiser, também não abraçar). Importante: a raiva é a única forma deles expressarem algo que não conseguem de outra forma, não fazem isso para irritar ninguém! (Tem várias recomendações de livros aqui também).

Aborrecimento. Quando iniciam a vida acadêmica, estão muito motivados. Mas logo se aborrecem. Interesse em dinossauros e astronautas é uma coisa pessoal e muitos nem sabem ou não tem interesse. Aprendem a ler sozinhos ou se não aprendem é porque não tem interesse (e quando querem, aprendem muito rápido). Tudo se torna repetitivo, lento e tedioso muito rápido. Ficam angustiados em ter que levantar a mão para tudo, quando tem que decorar tabuada, mas já sabem como chegar a solução, quando não podem brincar quando já acabou o exercício, quando não podem achar soluções alternativas, etc.

Normalmente, o perfil criativo é o que tem mais problemas. Não é que eles pensam fora da caixa, eles vivem fora da caixa. O pensamento divergente trás diagnósticos normalmente errados de déficit de atenção, autismo “asperger”, trastorno oposicionista desafiante. Normalmente não tem bom desempenho escolar.

Escolha da escola.
metodologia por indução, com “gameficação”, projetos - promovam a liberdade de aprendizado
Com programas específicos para superdotados,
Escolas que tenham inúmeros casos (não vale 1 ou 2)
Protocolos diferenciados e experimentados
Se não tiver experiência com essa situação, mas que estejam abertos

Escolas não recomendadas:
metodologia tradicional
Não abertos a essa situação
Sem alunos na mesma situação

Importante: não existe colégio ideal (tem que acompanhar). Além disso, existem colégios melhores para cada fase da vida. Se isso acontecer, mudar de escola (os efeitos negativos são mais que compensados).

Não sobrecarregar com atividades extras de forma imposta. Precisa do interesse deles.

Em relação a tarefas, a autora é um pouco contra, ainda mais no primário. Se for uma obrigação, tentar falar com professor pra ter deveres mais investigativos. E no caso de negativa, tentar a jurar a “gamificar” a tarefa por conta própria.

Adolescência. Essa fase que pode se iniciar aos 11 para as meninas e 12 para os meninos, acontece com uma mudança grande em termos de hormônios. As capacidades executivas apresentam melhoras, mas a parte das emoções se tornam mais difíceis. Literatura tem conclusões opostas em se acontece melhora ou piora nessa fase. No entanto, um fator chave é a auto aceitação da criança de sua condição.

Normalmente se escondem por receio de não aceitação. Podem reduzir seu rendimento escolar e se adaptar e esconder as habilidades para serem aceitos (mais normal em meninas).

A condição pode afetar na escolha de profissão. Ficam angustiados em escolher algo e estar perdendo oportunidades em outras frentes. Aqui, diferente do normal, é focar menos em áreas onde tem a habilidade natural e focar no propósito e valores. Colocar essa “multidisciplinaridade” como um diferencial nesse mundo que se altera a todo momento.

Livros para pais
“Como entrenar a tus padres”
“Mis padres me vuelven loco”
“Como prevenir conflitos com adolescentes”
“Tormenta cerebral “
“Cómo hablar para que los adolescentes escuchen e escuchar para que ellos hablen”
“40 marrones con hijos adolescentes e como afronta los com carinho “

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Former uber an VC telling real examples

Revisado: 10-07-22

The book is written by Andrew Chen, a former Uber executive and VC. Very interesting on how he uses several practical examples. Interviewed more than 100 people for 2-3 years to write this book as he believes that the literature on this topic is not good and is better to learn from real examples.
Starts by mentioning his role at Uber, how they used to look at the network effect on a city level (consolidated numbers they never used as a KPI) and how they scaled to billions users.
He also mentioned that he used to study biology and how the animals also used network effects to survive (protect, warning, food, etc). Interesting fact about the telephone being one of the first network effect companies.

He divides the path to create and scale into 5 parts:
The cold start problem
The tipping point
Escape velocity
The ceiling
The Moat

Network effects are defined by your product being more valuable as more people use it.

The cold start problem. In this chapter he mentions Tiny Speck (former slack, and how it pivoted from a
failed game), credit cards (Bofa example on mailing 60k free cards and registering several merchants), Wikipedia, Tinder, Zoom and clubhouse. Very important to find the minimum stable group to make your product work. In zoom, CEO mentions 2 people, slack a group less than 10 people (but actively using, from the same team, etc), Airbnb more than 300 listings, Uber less than 3 minute ETA. After finding this minimum, which could be called the atomic network, you go to adjacent network (Facebook - other colleges, credit card- adjacent cities).To solve the cold start, it need to have both sides of supply and demand and usually there is a hard side (youtube - content developer, uber - drivers, marketplace - merchants, tinder - woman and usually the more attractive).

The tipping point. This part the author mentions several examples like tinder (that after finding an atomic network in a college party they sponsored - influential people, needed to download the app before getting into the party, and wanted to contact some people on the next day - they expanded using the same strategy), linkedin (that used the invite only strategy - others like gmail and facebook also did the same), Instagram (“Come for the tool, stay for the network” - other examples of this strategy is dropbox, google suite - build a good tool, that an individual can use and them create a network behind it - thats is why a competitor photo app had not the same success as instagram), Paypal (paying up coupons strategy), Reddit (“Flintstoning” - I really liked this term, basically is mentions the car that Fred used his own feet as the motor - the parallel here is as reddit did at the beginning when they created their own links to be posted instead of automatic or people form the community - basically its things that are done “manually” at the beginning to get the network some traction. Other examples are content, food delivery where the restaurants were not yet registered on the platform and someone made the pickup as it was the final client, etc) and also mentioned Uber (“always be hustlin”).

Escape velocity. In this chapter also some good examples. Dropbox, Paypal, credit bureaus and made an interesting parallel with a disease (scurvy). This disease impacted some crews in ships during the past and a doctor made the random test in separate groups. This is the same idea on analyzing cohorts. Author mentioned some metrics like the ratio of new invites (Ex: 1000 people convert 500, that converts 250 - ratio of 0,5) and also ratios related to engagement (% of people that uses after 1 day, week, etc - also mentioned that a “smile” curve is not usual and could be a good point of a good app/service/etc).

Ceiling. In this chapter the author mentions the T2D3 (rocket ship growth) - triple, triple, double, double, double. Define a goal (Ex: IPO, M&A, purpose, etc) like an IPO. to get there you need a ~$ 1 billion valuation. Peers have a 10x revenues implying an ARR of $ 100mm. To get there the first 1-3 years you need to find the product market fit and get to $2 mm ARR. Then triple to $6 mm, triple to $18mm, double to $36 mm, double to $72 mm and finally double it to more than $100 mm. Also mentions that when hitting the ceiling (which is good news, given that you have a good product/service) you need to find new adjacent markets and it has different strategies. Instagram had 400 mm users when it hit the ceiling and the next adjacent were 35-45 year US women and needed a different strategy. Then it was woman in Jacarta with a prepaid phone. Author also mentioned twitch and ebay. These cases you needed new layers of growth. In ebay case, it was the “buy now button” at some point. You can also go to other regions and new services to continue the exponential growth. Of course each has specific points to address, given that a new path has a higher probability of failing (like VCs investments).Also very good points of problems when hitting the ceiling. Value of the product might be reduced when the network revolts (Uber drivers that made ~40% of the rides protested - and in this case there is a necessity of caring about the hard part of the network - same case of content producer in a predecessor of youtube) and also the overcrowding (Adds and email messaging reduced dramatically their value due to spam). Youtube has several mechanisms to curate the content, AI, etc.

The moat. This term came from Warren buffet, and describes companies with clear and sustaining competitive differentials and high barriers to entry. This chapter mentions strategies like cherry picking (Airbnb choosing rental sector from craigslist) which basically chooses a specific market which is not being fully attended (Snap didi it with photos from facebook). Another thing is to compete over the hard side (Uber example with riders). Also very interesting points on competition (Airbnb vs wimdu, google plus vs facebook). In the case of google, it mentioned why sometimes bundling and having a big bang start might not be good if the product is not yet created atomic networks. A successful example was Microsoft with internet explorer and the office package.

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Good for understanding how China is developing AI

Revisado: 09-02-22

The book is written by Kai Fu Lee, a scientist, businessman and teacher. Have worked in companies like Apple, Google and Microsoft and is one of the most renowned people in AI.

He believes that China has the fundamentals to surpass the USA in AI implementation due to some factors.

- Entrepreneurs that were forged in a much fearless environment than Silicon Valley (this part of the book is very interesting and gives a very good picture on how China came from imitating US companies to start to build their own, shows the chinese environment - and we usually are exposed only to US companies startups - and also talks about the “open competition” between companies). Not sure if this is indeed a differential.
- Access to data. Differently from other countries, China came from checks directly to mobile payments and they don't use cards - this gives a lot of more data. And also, the government makes private data more accessible and the people usually have less restrictions on privacy.
- Government support - from funding to creating a new city (with the intention on having smart traffic, autonomous logistics, etc)
Labor force (scientists)

The book also tries to understand where we are in terms of adoption of AI (we have a lot of technology to implement the first phases and lack some for full implementation) and also the impacts on unemployment. Differently from the industrial revolution, this could have more impact on jobs. Studies mention from 8 - ~50% impact on jobs (wide range, but could be very meaningful). Jobs are separated by cognitive and physical. AI still has difficulties with detailed body movements. In his view, a way to reduce the impact would be taxes for companies which will have huge profits due to AI.

By the end of the book, the author mentions a cancer situation he had. It's interesting, but for me, it changed the theme of the book a bit. It tries to link that during this situation some things like family support could never be substituted by AI.

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About the culture and processes of amazon

Revisado: 09-02-22

The book is written by people that worked inside amazon. talks about culture, leadership and best practices. They call themselves “amazonians”. I also read the everything store, and it was equivalent, but the emphasis was more on the history of the company and this one more about the culture and processes.
Beyond the well known fact that they are very customer centric, the first chapters also talk about people. Very interesting how they have a hiring process. Including phone prospect, interview, written feedback, ~7 people making the interview (without any group or communication bias), including someone from HR and also a figure which is from an area called “raise the bar”, and then a debriefing.
In terms of organizational structure, they tried several ideas (2 pizza team - small team that 2 pizzas would be enough for dinner, independent staff, etc) before having a structure that would be independent with specific areas and staff working for it. Alexa/Echo project is an example that if it had a separate team of hardware and software instead of a project manager, managing these two areas would not be a successful project. For any of these projects to work out, they invested a lot to make sure that the “coding” could be independent (Curiosity: one of the coding part had the “obidos” nickname, which is a part of the amazon river which is narrow and is the fastest part of the river - and it could not grow without harming the rest of the code).
One other interesting fact (probably also very well known) is the end of powerpoint presentation. They only use a 6 page word document. The first 20 min of a 1h meeting should be to read the document before the discussion starts.

This method came from the process of creating a new product. Also it migrated from spreadsheets and presentations to the press release. When working on a new product they started with an approach focused on the client. This process gives the name of the book “ working backwards “. This process should include both internal and external questions. Internal would be related to the public, like How it should be used, what is the size, how the courier would use it etc. internal questions would be the total available market, pricing, costs and the necessity of people etc. One product example of this process was Melinda, it was a mailbox to receive grocery and deliveries.

For metrics they focus on managing the inputs, not the outputs.

With this methodology, they created several products. Important to remember, is that the company had books and DVDs representing >70% of revenues at the beginning. The book dedicates separate chapters for kindle, prime, prime video and AWS. It also mentions some failures like the fire phone.

One of the points in the culture of the company was a bias for action. And if they were on a wrong path they also had no problem stopping it quickly.

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Explains the 2 systems that drive the way we think

Revisado: 07-13-20

Thinking fast and slow

The author is a novel prize and his study served as base for lots of other relevant studies. The book seems to be based all in studies, statistics and numbers.

Our mind has basically two systems. One that thinks “fast” and the other that thinks “slow”. The first one is usually automatic, you can’t prevent it from happening and it can biased. The second one takes place when there is a task which is more demanding. Both systems needs attention to work. The “gorilla test” is the most famous that demonstrate it. In this test people are asked to count the number of passes a basketball team makes and in the middle of the game there is a girl with a gorilla costume. Half of the people don’t see it and believe it’s a lie when they are told about. This proves that the mind can be blind to events when attention is focus elsewhere and it’s also blind to blindness.

Chapter two is about attention and effort. Both systems requires attention. System two requires more effort, given its “non-automatic” behavior. The two systems tries to work with the optimal performance with the first making most of the decisions. There are several physical cues to point to effort. The pupiles dilated and you need even to stop doing “easy” things, like walk, when given a certain task.

Chapter three discusses how system two is lazy. System one tries to make association or to answer easier questions than the actual one. This can lead to bias and incomplete answers. The system one is also hard to be “forgot”. You might already see the parallel lines that has the same size but it seems different. Your system two already know it’s different but the system one insist they are different. Also, people who tends to have a system one not prominent will be more intense, short term thinking and there is also a negative correlation with inteligente.

Chapter four is about how the system one works. It basically make associative thinking. It correlates items, consequences , etc. also, physical things can cause different results. For example, you will find cartoons more funny if you watch it smiling and school related things will get more favorable votes if the pools takes places in schools other than church’s. These are all “priming” studies.

Chapter five comments on the cognitive easing. Familiarity helps cognitive easing and avoids cognitive strains. Also mood can influence it.

Chapter six mentions how surprises (even if probable but not expected) can impact system one if this happens once again.

Chapter seven is how our system likes do jump to conclusions. It mentions the crowd effect (people tend to be influenced by crowd - to protect from it you should make people to be separate and have independent thinking and in meetings, first people to talk with good arguments can change decisions), halo effect (about first impressions tends to have greater impact and how this correlated with facial expression and votes), shotgun effect (system one keep working even when it its no needed) And sometimes people tend to use only one system to evaluate (case of donation to save birds - the numbers of birds saved had no impact on the donation size). All you see is what you considers and you don’t consider important points which are not being shown.

Chapters 8 and 9 explains how judgement happens and how system one turn difficult questions into easy ones to be answered.

Chapter 10 is all about statistics and sampling size and how it can drive into wrong conclusions. Gates foundation for example made a billionaire study to found out the best schools and found out that the best ones were the small ones (it’s easy to find reasons to support this finding). But the important point is that the worst schools were also the small ones. It’s the same case for kidney cancer cases in small populated areas. These are the highest and the lowest scorer. Basically because there is no cause and effect and is only a matter of sampling size.

Chapter eleven is about anchoring. One of the best chapters so far. It starts to show more “real life” purpose. Anchoring has real effect on people and people think they are not subject to it (tests suggesting the height of a three had different results when the question had different anchoring numbers and also in housing prices based on the ask price - the difference here is that specialists believe they were not influenced by the asking price and regular people admits the influence). Also, the anchoring effect can be random and has the same effect as if it was not random. To reduce anchoring effect, we need to think on the costs of not having it and try to think on data and not be influenced by the anchor. Also, as a negotiation strategy, if the anchoring is far from your number, you should not try to counter propose with another number and get off the table.

Chapter twelve goes into more detail on the availability bias. It’s about the safety of planes after a crash, divorce on Hollywood celebrity and others.

Chapter 13 is about how availability changes risk taking and data analysis. It gives an example on public expenses, where politics don’t usually invest where data shows its more important and invests where there is more political gain. Also demonstrates how people tend to give a high probability to unlikely events.

Chapter 14 talks about how we should always keep the “base probability” into account even when new information is provided. Tom W. Example demonstrates it. A test is conducted for people to rank the graduation among several courses. People tend to use the base probability of enrollments in each course. When a personality profile with nerd characteristics, people tend to ignore the base and go for computer science and engineer. For example, if computer science is 3% of enrollments and a need profile is 4 times more likely than other courses, the probability would still be low at ~11%. Also people (or system 1) don’t take into account the reliability from the source (in this case the person who did Tom’s profile).

Chapter 15 focus on the “Linda” problem. In this experiment, a description of Linda was given and people chose if she was a “bank teller” or a “feminist bank teller”. The description had all the characteristics of a feminists and people tended to chose the second option even if this option is less probable than the first. It’s is the plausible vs probable. Also the chapter talks about joint and single evaluation. It was proven that people can price things differently in each occasion (baseball cards and dishes experience).

Chapter 16 details how base rates can affect judgment. Statistical rates usually are underestimated and specific are overestimate. The cab driver example changed results when the base rate changes from the % of cabs to % of cabs that causes accident. Also people tend to incorporate better the information when given particular cases rather than general statistics. The helping dying person is an example. People tend to believe that they will help someone in trouble, but when there are other people to help, only 4 out of 15 helped. When these numbers are presented, people didn’t change its beliefs. But when real people are showed, they changed their ideas.

Chapter 17 introduces the regression to the mean concept. It uses the airplane pilots as an example. There is a study (think that on “Influence” and “the power of habit” also mention it) that people tend to respond better for positive feedback than negative and a pilot training instructor said that their pilots responded better with yelling and negative feedback and after a bad maneuver they improved and after a good one they tend to perform not as good. Also it worked for golf. Considering that the performance depends on quality of player and luck, players tended to converge to average luck after the rounds. A player that is good and had luck, tend to perform not as good, and a bad player with bad luck, tend to perform better. Usually we try to find causal reasons to justify it, but it’s just a matter of backing to the mean. Also, we tend to be bias and overconfident with few info. We need to consider base rate, then the correlation and the influence of the specific variable (this is the 4 year old kid and GPA Score).

Chapter 18 is about intuitive predictions.

Chapter 19 and 20 are illusion of understanding and validity. The first is about how the outcome change the bias. People tend to believe they knew when they know the outcome. The second is about how people tend to believe they predict things even when they are influenced by luck. This outcome does not change even if they are show the statistics. These are the examples of choosing leaders on the army based on one camp test and on stock picking.

Chapter 21 is about intuition x statistics. Also how people tend to believe their intuition is better even when they are facing the results. Intuition can be improved when a process is put into place (entrevira process on the army got similar results when the intuition was done after a process was in place). Also it should not be ignored. Even poor algorithms are better than intuition. 

Chapter 22 is on expert intuition. It starts saying about the Malcolm Gladwell book Blink. When art experts can detect false art. This works best when there is an area were there is not predictability and standard (medical, fire fighter, etc) and not in unpredictable areas (stock picking and politics).

Chapter 23 is about the optimistic bias and the necessity of outside and unbiased view. This is important for forecasting and budgeting process.

Chapter 24 details how overconfidence, optimistic bias helps capitalism. People tend to believe that their entrepreneurial skills are better than average. 35% of small business are successful. People tendo to believe that ~60% would be the ratio and 85% when it’s their own businesses. They tend to underestimate competition and also the market. A post mortum process is recommended. In this process people have to make a description why the decision was wrong one year after it was made.

Chapter 25 starts detailing about bernoiles formula and how people tend to be risk averse. Also important to understand how the diminishing utility and also the start point is important for decisions and choices. These were the main erros on Bernoulli’s theory.

Chapter 26 comes with the prospect theory where it fixes the main erros. It considers the reference point and loss aversion. Also it considered that even in a indifference curve it people are offer to change, they would prefer to stay at the same point after a while.

Chapter 27 is about endowment effect. Basically it proves that owning something (even when it is physically owned for short period of time) adds values to the person. Only goods that are know to be traded that don’t suffer with this effect. Poor people, as they always sees things as a loss of something else, are not as impacted with this effect.

Chapters 28 and 29 are about bad events and the fourfold pattern. It details how the prospect theory fails to consider the certainty and the change from zero to some possibility. This is basically why people buy lottery tickets and insurance. If you give to much weight on any of these possibilities, you eventually lose money. Also this is why on negotiations the “por” usually shrinks. Any concession out weights any gain. Also that’s why in courts usually the defendant has leverage.

Chapter 30 is about rare events. The prospect theory already had stated that or they are overweighted or forgot. To make someone to consider it you should make and/or create a vivid situation and try to create a picture. Percentages usually are better to minimize it (instead of one person out of 1000 will suffer). In these cases, the denominator effect happens and the person attach its thoughts on the individual (the 10 red marbles with 8% chance was chosen instead of the 8 marbles with 10% because 10 is higher than 8).

Chapter 31 is about risk policies. In summary you need to think as you will have several attempts to make decisions and sometimes suffer a loss (if you have a chance to play a game 100 times instead of 1 your risk aversion should decrease) and also you need to consider the options considering all your “portfolio” (this was the example of two options of the sure gain and the probable loss)

Chapter 32 is about how “regret bias” could affect decisions. People tend to regret more when they act. Also, sunk costs usually tends to blur decision making. That’s why people tend to sell only winner stocks. This is also truth in a black jack and people are asked if they want to hit or to stop. They will regret more when they act.

Chapter 33 talk about reversals and how comparison can lead to different thinking. When two bets are put together, you might go for the less riskier. But when you need to put a dollar amount you will come to higher value in the riskier one. Also, the reverse can act on the opposite way. Two causes being judged together can lead to different outcomes. A judge can increase a penalty to a “sentimental” cause after judging a bank trial.

Chapter 34 demonstrates how framing could lead to different results. Like the example of 10% mortality or 90% survival. Also the organ donation difference there is necessity to check different boxes in the drivers license.

Chapter 35 is about how peaks and final memories of pain impacts on decisions. Basically, tests were made with pain in surgery and others like the ice cold hand (think it’s the same example than power of habit). Basically people tend to remember only peaks and ending and neglect the duration. Also this is valid for vacation and other experience. Results on happiness also consider the current mood and events.

The end of the book focus on how the systems 1 and 2 impacts on the happiness. Basically has the same conclusions of other books about money and beliefs that people have on climate/weather.

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Good book, straight to the point

Revisado: 11-28-19

Martin Seligman is considered as one of the fathers of the positive psychology. The book seems to be based on statistics and studies (which is the kind of book that o like). It starts saying that happy people live longer. There were studies on nuns that lived much longer than other in different cities and the only difference was the happiness level. Also, there are studies that looks into the college year book and made a statistics on woman’s that had natural vs fake smiles. The natural ones scored higher on longer and happy marriages.

The books has a formula of enduring happiness. H = S + C + V, where H is your enduring level of happiness, S is your set range, C is the circumstances of your life, and V represents factors under your voluntary control.

For the S the author mentions some tests also mentioned in other books and says that genetics represents 50%. Optimistic people tend to believe they have control even when thy don’t. A test of a button and a green light was used to prove that. Also there are studies on winning lottery, level of beauty mentioning that it doesn’t change the level of happiness. Only the death of a loved one has deeper impacts.

Study on external circumstances (C) that may have an impact:

⁃ income: beyond a minimum level ($8 th), additional income doesn’t correlate with happiness. It’s the same view that I’ve read in other books. But think that the study should consider the time spent on work vs income. Think that increasing income comes with additional stress.
⁃ Gender: man and women have the same average, but women are more intense and the distribution is “flatter”
⁃ Marriage and social relations: they are correlated but probably not causal
⁃ Religion: also correlated. Having a meaning helps
⁃ Weather, age and health: low correlation
⁃ Childhood traumas: low correlation. Therefore you can’t blame on the past for your future
These examples counts for 10%. The other 40% are factor under your voluntary control (V).

Also to improve your optimism, you should be grateful and forgiveness. Grateful enhances good memories and forgiveness reduces the bitterness.

Positive thinking can also be used on work, love and parenting.

On work, you have three conditions. Work, career and calling. For making work or career closer to a calling you have to re-craft and use your strengths. If you are a manager, chose the right people and make an open environment to the team to re-craft their work.

On love, all the predictors of a happy life includes marriage. A lot of things can improve it, like having some minutes before and after work to talk, at least 1 day a week for the couple. Affection and empathy are also good predictors for happy marriage. Several studies can help to find if a marriage is se to improve or deteriorate. Interesting that the book says that if the couple sees the relationship much better than outsiders, this positive variance is good and means that the couples focus on the good things that couple has.

On parenting there are several other important points, but I didnt took notes and i will need to read it again and update my notes.

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Trying to reshape the future

Revisado: 10-28-19

Sometimes we remember the movies we saw when we were kids about the future and we realize that none of that is becoming reality. In the past we had some people that changed the world and it appears that nowadays we don't have that anymore. Elon Musk might be this guy who wants to change the world, make those films to come true and is trying to create things and putting his money on the line to do that. From solar energy to rockets, the book tells a little bit about his background.

The books starts with the author mentioning that at first this was a book that Elon wasn’t going to contribute. Elon wanted to add footnotes to all things he thought it was not accurate and wanted to read it before. As the author kept his position that he would write it without his help, Elon ended up contributing.

Elon started selling a tech company (similar to google maps) for $370mm and cashed in $22mm. With this money he created pay pal. After investing in Facebook and other tech companies he realized that Silicon Valley was supposed to reshape future, but instead was creating companies to post “140 characters “. It was in this point that he wanted to conquer mars (spacex) and change the way vehicles were made (Tesla).

He was born in Pretoria, South Africa, after his parents moved from the US. His grandfather was someone he claims to have inherent his adventures thinking. He used to travel together with his grandmother in a one engine plane around the world. He died before Elon was born, but heard from the stories from his grandmother.

He had two brothers and had a good life until his parents split. He moved with his father and had a hard time during school. He was bullied and had no friends. At certain point he decided to move to Canada as a first stop before going to the US.

In Canada he went to university and since the beginning he had ideas on solar, eletric cars and rockets.

After a while he ended up in California and got into Stanford. After couple of days he dropped out to participate on the internet and started with Kimble zip2 venture. It was basically a yellow pages on the internet. He sold the company to compaq and earned $25mm.

He invested $12m in his internet banking venture as he had the view that bank industry would be disrupted. The author mentions that Elon remember an episode were he wanted to buy billions of bradies bonds backed by the US to double the money without risk and the president of the bank didn’t wanted. From that time on, he thought that bankers were dumb.

With payments in the internet booming he merged with PayPal and became CEO. After a honeymoon, he suffered a coup and Peter Thiel became CEO. He ended up agreeing with it and also kept investing to become the largest shareholder. After the IPO and eBay, he earned more then $200mm and was ready for his next venture.

He moved to loas Angeles , were he would be closer to the aeronautical industry cause he wanted to come back with the rockets ideas. He started participating in a group that studied mars and ended up creating his own group.

This group started with the idea of creating a project for raising plants in mars. And after some attempts on buying cheap Russian used rockets, Elon made a spreadsheet proving that he would be able to create a low cost space launch.

After Elon sold PayPal to eBay, he earned $100mm that he would put on spacex and would guarantee control for a long time (differently than zip2 and PayPal). He gathered the best engineers and people on the aeroespacial industry to start this venture.

As always, he had very optimistic timeline and wanted to launch its first rocket in 15 months after founding the company.

The idea was to have a low cost provider for satellites to be launched. And he ended finding an island close to Hawaii in the Marshall Islands. It was a former military base, had some infrastructure in place and was positioned close to the equator and has higher speed due to the spin of the planet and give an additional push to rockets. After some failed attempts and 4-5 years the first expectation of Musk, the first rocket was launch.

In parallel, Musk had also started investing in Tesla. It was founded in 2003 by 2 entrepreneurs that had built one of the first solar vehicles with good acceleration and speed. They knocked at the door of several venture capitalists when they met with Musk, that promptly invested in the company. As the progress showed, Musk kept raising its stakes in the company.

They started building with a concept of high price and low volume (like they saw on TVs, mobiles, refrigerator, etc).

After a while and failed attempts, mainly with the transmission, motor and battery, he company had spent $140 mm usd instead of the initially thought figure of $25 mm. Rumors started about Elon running out of money. He was facing difficulties both in Tesla and spacex. During 2008 the crisis and the automobile downturn made it even more difficult to raise funds and Elon ended up doubling down its bets.

On top of that, he was having a very difficult time in his family and got into a divorce with his wife.

2008 was a very har year for Musk. He was on the verge of a bankruptcy at both Tesla and SpaceX and also going through a divorce.

He was able to get another round of funding when he made a threat saying he was going to get a loan and make the funding by its own. The investors agreed and he ended up putting an additional of $12mm usd.

On spaceX the idea was to grab a market of outing satellites with low cost. This was a market that was growing with government wanting their spy satellite and startups with images from the sky. It’s a $200bi usd market that grew from a $20bi. Also it was a market where the companies stoped on time the Us is losing market share to Chinese and Russians.

He kept with his idea on having a low cost company. The Russians stoped at time and used the same equipments used in decades. NASA also made any updates. The control panels matinees the same as in the first rockets. Elon made a team just like in a Silicon Valley startup. Very horizontal and with top minded young people. He had a different process to hire. HR looked on science fairs and people who had experience on building things.

In terms of timeline he used to be too much aggressive. In time he kept the insane timeline internally. He was known to extract twice from someone. Sometimes he would fire someone claiming the timeline was impossible and he became responsible and delivered it.

As he changed the leadership style on the auto and rockets industries (floors without walls, horizontal structure, startup dna) he also innovated in the auto industry. This part of the book reminds me the Originals. Elon thought on everything as it was a first time. Since the design (no handles), to the structure (aluminum instead of steel, the motor in the center), 7 seat for a sedan (he had 5 kids), touch screen, doors opening to facilitate baby car seats, software updates, less maintenance, etc.

Tesla was able to get loans from the government and also a Mercedes bens investment. Also was able to get a facility during the crises at a very attractive price. Also, was able to make its IPOs. Things was going well after model S and also the return of the rocket on spacex.

After a while, things started to turn and investors were short selling the stock, people were cancelling orders and the company was short of cash. Elon made all the team, including finance, engineer and others to revert cancelling and also sell more cars. Also he talked to Larry até google to sell the company if everything went wrong. In 14 days they were able to revert the situation. The stock soared to 130 from 30 and short seller took massive losses. Buyers were also more confident and the company cancelled the deal with google.

For the next models and expansion, musk intends to build his own lithium battery factory to supply the increasing demand. If his SUV and new roadster are a success, he will need this factory.

Musk also started solar city. The initial business plan was buying solar panels and installing it to costumers. They made it easier for clients to buy the solar panel. It analyzed the bills, calculated the solar energy at the house, leased the equipment (vs a upfront capex) that the client would pay with the economies made. After a while they bought a company to started making their own panels.

Elon also had the hyperloop idea, but it is not an area he can focus in the moment. His final goal is to try to populate mars (Tesla and solar city are “sideline” businesses).

Due to a lack of caring to the others emotions he sometimes was viewed with some degree of autism. The author mentioned that this was only at work and he was not the same with friends and family. This was exacerbated when he fired Ms Brown, a 12 year employee that went through all the ups and downs with him and was the “Pepper Pops” equivalent to Iron man.

Elon has a long term view on every aspects. He also wants more kids because he thinks the world is suffering on a problem where smart people are having less kids.

He is a guy that was compared with bill gates and Steve Jobs from people who knows both.

His goal is to travel to mars come back and then die in mars.

Speed @ audible 1.5x

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