Misinterpretation as inspiration A lot of people think dreams and drugs involve some magical inspiration. I think otherwise. I rarely get inspired by dreams or drugs, but I have my own secret source of inspiration: mishearing other people. Somebody says something, I misinterpret it, and the misinterpretation is quite interesting – more interesting than anything I would have come up with on my own if asked to generate an interesting idea. Maybe it’s a clever joke or turn of phrase. Maybe it’s a neat idea. Sometimes I misunderstand people’s entire positions, and end up with positions much more interesting than the ones they were trying to push. Scott Alexander, Negative Creativity slatestarcodex.com Mondegreen mistakesinterestdrugsdreamscreativitymondegreens
Poetic drugs In the final chapters Bachelard lets slip (a confession really) how if he "were a psychiatrist," he would recommend a poem by Baudelaire to treat "anguish." His squabble then is not with the purpose but rather the approach of a still-young profession. And of course, why not treat the power of great poems as something akin to "virtual 'drugs'"? Mark Z. Danielewski, The Poetics of Space psychologypoetrypaindrugs
Doubling Obetrolling didn't make me self-conscious. But it did make me much more self-aware. If I was in a room, and had taken an Obetrol or two with a glass of water and they'd taken effect, I was now not only in the room, but I was aware that I was in the room. In fact, I remember I would often think, or say to myself, quietly but very clearly, 'I am in this room.' It's difficult to explain this. At the time, I called it 'doubling', but I'm still not entirely sure what I meant by this, nor why it seemed so profound and cool to not only be in a room but be totally aware that I was in the room. David Foster Wallace, The Pale King drugsattention
Narrative Strategy An Article by Tom Critchlow tomcritchlow.com An unfolding network of associations
An unfolding network of associations We know strategy is an unfolding network of associations: The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade. And we know that only 30% of employees can articulate a company’s strategy. And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world. This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right? As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have. work