Focus: Use Different Ways of Seeing the World for Success and Influence

Columbia University’s Center for Motivational Sciences
20 Years of Human Behavior Studies Revealed Motivational Secrets

Are you achievement oriented or stability oriented?
How do you draw your opponent’s passion and energy?

Under what circumstances can I work more effectively? What makes our motivation strong or weak? Heidi Grant Halverson and Tori Higgins, who run Columbia University’s Center for Motivational Sciences (MSC), present scientific principles and approaches to motivation through 20 years of human behavior research and psychological experiments in “Focus”.
In this book, the author reveals that the way people understand and act in the world can be divided into two, and that humans have two motives for action: “promotion focus” and “prevention focus.” Among them, it was pointed out that people can be divided into two types depending on which motivation is more dominant, and understanding of this is an important key to motivation.
In the same situation, people move for completely different reasons. The reason for working hard at a job may be to get a promotion for some people, but not to get fired for some people. At this time, those who work to be promoted can be seen as “achievement-oriented” seeking a better state than they are now, and those who work not to be fired can be seen as “stable-oriented” to prevent worse situations. Even two people who work equally hard, if they have different motives, they think and act completely differently. Therefore, a motivation method suitable for each person’s tendency is needed.
The reason why it is necessary to pay attention to motivation tendencies is that they affect the person’s strengths and weaknesses in terms of personal and professional aspects. The author examines the impact of tendencies from attitudes toward work to child rearing, dating, decision-making methods, and political perspectives through various experiments and examples. On the one hand, it teaches how to understand and utilize one’s tendency and how to change it as needed. In addition, it presents a method of eliciting motivation according to the other person’s motivation, revealing that it can motivate itself and effectively influence the other person through an understanding of motivation propensity.

Do you want to win or not lose?

The author affirms that people with different personalities are divided into two accurately if they are classified according to their tendencies. In other words, those who want to protect what they already have and those who want to gain more. To illustrate this, the two figures, John and Ray, researchers at Columbia University’s Center for Synchronous Science, are cited as examples.
John, a stability-oriented man, is a tricky man to point out the wrong side of everything. John has a neat appearance, sharp choice of words, and never slacks off. Above all, he is a defensive pessimist who constantly thinks about the possibility of things going wrong. He is desperate not to make a mistake and is always haunted by anxiety.
On the other hand, Ray, an achievement-oriented type, is an optimist with an optimistic nature and a calm personality. Ray, who values ideas, always loses this and that and is not interested in appearance because he doesn’t care about trivial things. Ray is creative and innovative and doesn’t hesitate to take a path that no one has taken or take an intellectual adventure.
For achievement-oriented types, it is important to maximize profits and not miss opportunities. Like Ray, who is optimistic and thinks of the big picture, the desire to develop, stand out from others, fill their aspirations, and receive praise leads the action. On the other hand, it is important for the stability-oriented type to minimize losses and keep the situation rolling. Like John, who is careful and meticulous in everything, he tries to maintain safety and security, avoid mistakes, fulfill his duties and responsibilities, and appear as a reliable and firm person. In this way, the way people experience the world around them, that is, what they pay attention to and how they interpret it, determines the tendency of the moment.

Why one-sided tendencies prevail
Humans have two basic needs from birth: the desire to be cared for and the desire to be protected safely. Being cared for means that others give you something positive that you want to eat, drink, hug and touch of affection, and financial support. On the other hand, being safe means that others help avoid negative things such as predators, poison, and sharp objects.
The key to achievement-oriented motivation lies in the satisfaction of the desire for care. It is to fill life with positive things such as love and respect, achievement, progress, and growth. On the other hand, the core of the stability-oriented motivation lies in the satisfaction of the desire for safety. In this case, it is important to do what is necessary to maintain a satisfactory life, such as maintaining safety and doing the right thing. Humans are naturally supposed to pursue care and safety at the same time. But why does one-sided tendencies become more dominant? The most convincing answer is the difference in parenting styles.
First, there is a parenting method that gives affectionate praise to success and withdraws affection and interest to failure. Children raised in this way view their goals as an opportunity to gain affectionate recognition from their parents (and others). Their life focuses on moving forward to achieve their ideals and acting in a way that produces commendable results.
On the contrary, there is also a parenting method that criticizes or punishes failures, but if they succeed, they maintain their daily lives and prevent bad things from happening. Children raised in this way view their goals as an opportunity to avoid undesirable reactions from their parents (and others) and stay safe. Their life focuses on fulfilling their duties and responsibilities, satisfying others, and acting in a way that maintains peace.
Of course, parents are not the only ones who have influenced the pursuit of the goal of achievement or stability. The culture and working environment that grew up also affect the way others treat us, and it also makes us achievement-oriented or stability-oriented.
On average, Americans are more achievement-oriented than East Asians. American culture encourages achievement-oriented attitudes because it values independence and emphasizes individual achievement. On the other hand, East Asian culture focuses on mutual aid, and values its own group rather than individuals. In this case, a stability-oriented tendency is created by thinking about oneself and setting goals in terms of obligations and responsibilities to the group.

Tendency moves
Once you understand the dominant tendencies, it’s easy to oversimplify the situation and think that everyone is always motivated in the same way, but it’s not really. It is common for dominant tendencies to appear differently in various areas of life. People who are achievement-oriented at work are also enthusiastic about avoiding problems in family and financial relationships. And even those who are naturally cautious or if their spouses are excessively worried about their children, they may balance both by raising their achievement-oriented tendencies.
If it is clear whether the current situation is related to gain or loss, an appropriate propensity for the situation is induced. For example, while waiting for the examination order to hear the test results, stability-oriented tendencies prevail, and achievement-oriented tendencies prevail while lottery winning numbers are announced. In addition, if the company promises to give a big bonus to the person with the highest sales performance, an achievement-oriented atmosphere will be created. On the contrary, if you threaten to fire the lowest-performing salesperson, everyone moves toward stability.
Age is also an important factor in the change in disposition. It is not surprising that achievement-oriented thinking prevails in young people. Youth is a time to focus on hope for the future or what you ideally want to do, not in a position to take much responsibility, and believe that you can do anything if you want to.
However, as you get older, the center of gravity of your personality begins to move. Before you know it, you have to pay back your loans, repair your house, and it’s time for your children to spend a lot of money. The older I get, the stronger I want to protect what has already been in my hands and what I have achieved through hard work. As a result, as you get older, you are more likely to become a stable-oriented mindset.

clues to identify the other person’s tendencies

How can you grasp other people’s tendencies? Through this, it will be possible to customize the content of the message that you want to assign and deliver a task suitable for the person to get the desired result. Here, another person can be a spouse, employee, child, student, voter, or potential consumer who wants to sell the product. When identifying other people’s tendencies, information such as age, culture, personal value, and job can be used first.
There is also a way to find clues in daily life. Are employees interested in promotion or are they just sticking to their jobs? Do target consumers prefer add-ons or prefer stability and low cost? Does the boss accept or ignore innovative ideas? Do you listen or do something else when you tell your child that smoking is dangerous? As such, everyday behavior provides a clue to the dominant motivation tendency.
It is very important to understand the dominant tendency of the other person. This is because people are more easily motivated when they feel that an argument is right. When arguments and ideas are expressed in the same language as the listener’s tendencies, they are more likely to be persuaded. The following are clues to identify tendencies through daily behavior.

achievement-oriented people
be fast at work
Several alternatives are considered.
Embrace a new opportunity.
A rosy view of the future.
You pursue positive feedback and lose vitality without it.
I feel joy and confidence when things go smoothly.

stability-oriented people
be slow and meticulous in one’s work
Be fully prepared.
I’m stressed out about the short deadline.
Stick to the known way of doing things.
be uncomfortable with praise or optimism
I try not to lose my guard even when things go smoothly.

How to Change

“No more short-lived resolutions!”
| Robust science of behavior that prevents failure |

Everyone wants to be a better me. I want to be more competent in what I do now, and I want to raise my salary and get promoted. I want to stop smoking, reduce alcohol, and improve my eating habits to be healthy. It would be great if I lost a little weight and gained muscle strength to have a stylish appearance. It’s not like there’s no way. Just by searching, useful information pours out. Books that have been proven by numerous studies are also easily available. Maybe you already know how to ‘get what you want and want’. Don’t you think so?
But the majority of people can’t ‘change’ as they want. Why? Not because I don’t know how, but because I don’t ‘habit’ it. This is why Nudge, who induces smart choices with soft intervention, Grit, which emphasizes persistence in overcoming adversity and failure, and Atomic Habit, which puts forward the power of very small habits that lead to dramatic changes, have drawn attention. And yet if it’s still the same, what’s the problem?
Wharton School’s Most Popular Professor, 2020

How to succeed vs. How to prevent failure
A solid solution for complete change

A person who is determined to achieve tremendous results by moving forward unwaveringly toward his goal. We call them superhuman, or superhuman. If you look at them, you will look pathetic, who has only set a goal of dieting but is delaying it as “from tomorrow.” But really, are superhuman beings different from ordinary people in terms of kindness? There is one thing that is often overlooked: there is no natural factor that determines success, and successful people focus on it by setting strategies to prevent failure rather than sticking to how to succeed. This is why behavioral scientists who systematically and scientifically analyze human and human group behavior and develop technologies that lead to positive results find “problems” and come up with “solutions” for them.
Professor Milkman also found the cause of failure of those who set ambitious goals first. There were seven. The problem was choosing the wrong time to change, not controlling the impulse, delaying, forgetting, being lazy, lacking confidence, and being sympathetic. Unless the cause of these failures was eliminated, it was not possible to form a continuous habit leading to complete change.
Professor Milkman worked with dozens of world’s leading behavioral scientists, economists, psychologists, computer engineers and doctors, including Angela Dirkworth, author of GRIT, and experimented with people and groups from all walks of life. In addition, behavioral medicine solutions that can solve the seven natures of humans have been prepared and included in this book. Chapter 1 introduces a “new start effect” that utilizes the best time to try change, Chapter 2 introduces a “temptation strategy” that connects impulses to behavior, and Chapter 3 introduces a “self-cuffing” implementation device that solves procrastination habits. In addition, Chapter 4 proposes a “signal-based plan” idea to solve forgetfulness, which is pointed out as the biggest obstacle to change, Chapter 5 suggests “setting and forgetting” to reverse laziness, which is human nature, Chapter 6 suggests “advice club” to build confidence, and Chapter 7 proposes a “copy and paste” strategy.

Have you been frustrated with yourself and reality, which has rarely changed after reading numerous books? So did you decide not to read self-help books from now on? If you get ‘Super Habit’ with the solution that Professor Katie Milkman revealed in the book, you’ll never fail. And one day, you’ll say this to those who ask what your secret is to being reborn as a “superhuman.” “Well, read “How to Change.” I was like you. But I learned from this book how to connect what I want to do with what I have to do. That was the beginning!”

Why are these tools and programs designed to help change so often fail? The answer is that change is just as hard. But there is a more substantial answer. This is because they did not find the right strategy. The most important thing to grasp the best opportunity for success is to identify your opponent and develop a customized strategy to solve the specific challenges you face. A panacea is by no means the best approach to success. It is necessary to develop a specific approach according to the opponent.

When investigating Americans about how they felt about new start dates such as New Year’s Day and birthdays, several people answered that a new start offers a kind of psychological “re-challenge.” On those days, people feel far removed from past failures. They act as if they’ve become someone else, as if they have a good reason to be optimistic about the future. People seek more change on a day when they feel it’s a new beginning. This is because these moments help overcome the common obstacles that have blocked new challenges to the goal, in other words, the fear that they have failed before and will continue to fail.

Memory floods because it is stored and reproduced through all types of signals of sight and hearing, smell, taste, and touch. The most famous portrayal of the amazing power of memory-waking palate is the scene in Marcel Proust’s novel, Finding Lost Time, in which the main character is sucked into childhood memories while eating madeleine cookies. Then he ate the very delicious snack. The fact that a signal has the power to trigger memory also means that it can increase the likelihood of remembering the plan by linking it to the signal you will encounter (for example, the habit of brushing your teeth every night). The signal brings back memories of actions that were supposed to be done.

There is also an interesting new study. The fact is that by linking what you want to start regularly (such as doing push-ups or eating fruit) to what you already do habitually (such as drinking morning coffee or going to work), you can put new habits on top of old habits. In one study, it turned out that people who want to start the habit of using intervertebral toothbrushes are more successful when they are allowed to use them ‘after’ rather than before brushing their teeth. Considering the power of the signal, it can be understood that the act of putting the toothbrush back into the toothbrush holder served as a signal to stimulate the use of an intervertebral toothbrush. A new habit has risen above an old one.


When pursuing ambitious goals, frustration inevitably follows. And when we’re frustrated, the temptation to give up is bound to arise. That’s why you have to tolerate mistakes and be careful not to let them ruin your positive performance flow. By preparing to recover from occasional failures and paying attention to past successes, we can overcome self-doubt, strengthen flexibility, and lead to future changes more easily. Even before meeting the first obstacle on the journey to success.


I have confirmed in recent research that we can get more help when actively implementing copy and paste strategies. But if humans can naturally elicit strategies from their colleagues, there will be no need for a nudge to copy and paste. Fortunately, implementing the copy and paste strategy is not that difficult. When you fail to achieve your goals, look for answers from your highly accomplished colleagues. If you want a good night’s sleep, you can get help from a friend who has similar lifestyle habits and sleeps enough. If you find someone who has already achieved what you want and copy and paste their strategies, you will be able to reach your goal much faster than just waiting for social influence to permeate you.

Data, a love story : how I gamed online dating to meet my match

IT professionals who found dating the most difficult,
Decide to become a man to find out the secrets of popular women!

She is an IT professional and journalist struggling to grow her own company that has just begun. The one thing that was most difficult for her, who had a decent appearance, academic background, and career, was to meet a decent man, or at least get married to a flawless man… However, all the men connected by online dating sites that I signed up to meet good men quickly are the worst. Where and how do I meet a good man? Why are men worthy of meeting married men or gay who are not interested in women? No, do decent men exist in the world? One day at a time, did they all disappear into a black hole? One night, while enduring a growing number of wrinkles, she drinks a bottle of wine that she can’t even drink well in anger at young, charming women who first snatched a decent man. And make a wild decision. I want to be a man! Isn’t there a saying that if you know your enemy and you know me, you will win a hundred battles? I have to figure it out myself if no one ever tells me how the hell the damn women who married a nice guy have seduced such men. a quick-witted woman Subscribe to the online dating site under the guise of a man while drunk. It’s not just an ordinary man, it’s a 10-man wannabe who perfectly meets 72 requirements. And go out with girls literally online. Could she find out the secrets of popular women? In conclusion, her story has a happy ending. Currently, he is married to a perfect man, has a daughter, and lives well in a wonderful house. The crazy strategy was a great success! After the hard times, she became enlightened after dating 96 attractive women online. That the characteristics of popular women – young and idiotic – that we were vaguely guessing was such a naive and complacent idea. Popular women were so easy and attractive that even women wanted to be friends, and they seemed to bring a happy future when they got married. Maybe they are very smart and foxes who know what really matters in life. So how should we apply the secrets of the women in practice? <Data, a love story> is a book about the most important thing you need to know to succeed in marriage – everything about popular women who have to compete with you for attractive men – that the author has been reborn as a master of romance. How should I approach a man in the first? How long should I wait after the blind date to contact you? What style of clothes do men like? When should I reveal my work and family history? And so on. After reading this book, we’ll realize that all the trivial things that we’ve ignored in relationships so far are actually all about relationships. And I’ll say. I was the only one who didn’t know that I had to learn how to date!



On earth,
The man I’m going to marry is
How do we meet? 

A book that received the attention of major British and American media upon its publication and reversed our common sense of marriage! 
You have no reason to meet anyone now.

1. I wanted to meet a man I’ll be with forever.

After failing to get a good grade on the law school entrance exam, I gave up going to school and left for Japan. During his two-year stay in Japan, he became a freelance journalist and earned a master’s degree in journalism. While working as a full-time journalist, I traveled around the world to cover Asian culture and IT trends and met an interesting person. But one problem for me, who was living such a wonderful life… It was that I still hadn’t met a man to marry. I wanted to meet and marry a good and sincere man who fits me well, and I didn’t want to meet any men who didn’ I decided to go back to Chicago where my parents were. And I happened to meet Japanese-American Henry at the airport and fell in love like fate. We hit it off wonderfully and I nestled in Philadelphia where he was instead of Chicago. However, Henry’s one-and-a-half-year cohabitation ended with only pain when he had another woman, and to make matters worse, he was fired from his job. In addition, my mother had cancer and I started airport disturbance. Now I was 30 years old, no longer young.

2. This damn date!

Why don’t married couples leave me alone? My family, relatives, and friends are all impatient to introduce me to a man. That’s good enough. Thank you anyway. But where and how did they find such strange men? A pervert who asks if I can sleep with him the first day we meet, a divorced man with two children, a man who lives without a cell phone, etc. Are they the guys who were introduced to me by the people who are proud to know me the best?Even my mom and younger brother told me to join online dating instead of leaving me alone. Good! Come to think of it, online dating can be more reasonable than blind dating. The sites will analyze and connect me and the other person’s objective dates, so if you meet a lot, you will be more likely to find a man who fits you statistically. Hahaha! I immediately signed up for three online dating sites and I was busy with my business just starting, but I took the time to write a profile and cover letter. (Of course, I put a career introduction on my resume, but I did my best.That’s how the first date started! It’s ruined! He was a college dropout 15 centimeters shorter than his profile. Second date! Screwed again! This time he was a fat cannabis smoker who didn’t even pay for his meal. Third date! Terrible. He was a mean man who lied about being married. I made up my mind! I will never be fooled by online dating sites again!!   

3. What do we really want?
Just in time for a terrible date, I emptied out a bottle of wine and a pack of cigarettes and counted the nights out and filled out the 72 conditions I wanted from my man quite frankly. The reason I took the shame to write 72 requirements was to stop a hopeless relationship with a man who didn’t fit me anymore. I didn’t know what the man I wanted looked like, and I never even thought about it, so of course I couldn’t find such a man. Stupid I now realise this simple fact. But will a perfect man with those requirements ever like me? I’m tall and I’m not small, but I have curly hair. Being curious, I logged in to the dating site pretending to be a perfect man. Damn it! There were a lot of popular girls who were pretty, young, and wrote their profiles brightly. Mine was awful compared to the profile they wrote and the pictures they posted. Now it’s clear what I need to do. To make a perfect man mine, I had to analyze my competitors first. I made 10 popular guy IDs, created a virtual profile, and joined the dating site as a man. And while dating with them, they analyzed and imitated the popular girls’ dating methods. In the end, the secret of popular girls I learned from them was normal, but it completely changed me. Now I’ve learned how to express my many strengths naturally. And finally I found Brian, the perfect man I dreamed of!

The Signals Are Talking – Why Today’s Fringe Is Tomorrow’s Mainstream 

Are Drone and Bitcoin Signals from the Future?
The gap between the development of technology and policy and system,
Reasons to predict society, not technology and phenomena!

The highlights of the recent successful opening and closing ceremonies of the PyeongChang Olympics were the drone’s cluster flight show that embroidered the night sky splendidly. The appearance of 300 drones being produced by a single engineer in unison with the oryungi and various shapes was reminiscent of an encounter with the future.

The drone show strongly imprinted the development of drone technology on the public’s mind. As it is a technology that is in the spotlight, there are already numerous discussions on drones and related books on the market, from the 4th Industrial Revolution to drone pilot certificates. But unlike the heat, the main story is that drones will become a key technology in the future and the drone industry will develop. In the future, the sky will be filled with drones that deliver goods.’
This is not a prediction of the future, according to Amy Webb, author of “Signals.” Webb argues that these vague and fragmentary predictions are only Nostradamus-style prophecies or SF imaginations, and are not substantially helpful in preparing for the future.

Just as Keynes emphasized the need for an active stimulus by saying, “Long term, we all die,” Amy Webb takes the same position. Future technologies will develop in the long term, and someday flying cars may appear, and even “space movement” of Star Trek may be possible. However, what we need is not an SF imagination that we don’t know when it will be realized, but a concrete social image of the future that will come five years later, 10 years later, and 20 years later. And only then is the study of what is needed to predict the future. Amy Webb explains in a hypothetical scenario how the various butterfly effects that occur when commercial drones currently being discussed in the United States are limited to an altitude of 60 to 120 meters, showing how shortsighted this kind of simple measure is.
Korea has also not been able to conduct more advanced discussions and policy directions.

In the case of Seoul, all areas are set as no drone flight zones except for some Hangang Park, and the competent ministries are different for flight and filming permits. Considering the special security situation in Korea Even so, can the drone industry be fostered in this situation?
We have recently witnessed a situation in which society’s culture, policies, and laws cannot catch up with the development of technology. It’s the bitcoin craze.

Confusion continued from the definition of whether the object called Bitcoin should be viewed as a future technology, as an object of regulation, or whether it is an investment or speculation. While the government was also offbeat by ministries, the “don’t ask” speculation craze continued, and numerous victims continued to fall due to Bitcoin’s sharp drop.
As can be seen in the bitcoin craze, Amy Webb says, future predictions are not just predicting technology development. The web refers to the time when technology has become completely popular and routine as expected arrival time (ETA). The right future prediction becomes the ETA, and when the future reaches us, the structure and patterns of society as a whole, and the necessary adjacency technologies and technologies
It means that you should be able to draw what services, policies and regulations are.

How should the drone flyable altitude and zone be set?
How will the ripple effect of drones proceed? The government and companies need to think about this and alternatives.
As such, future predictions must take into account various variables and situations, and only when they come out like that can we prepare for them.

How to think like a futurist!
The most insightful future prediction methodology for your organization

The book, which combines more detailed data and realistic analysis with curiosity, doubts, and colorful storytelling, by renowned futurist Amy Webb, will be a must-read for those who want to understand the future.
This book is a systematic methodology that evaluates emerging ideas in this era and finds real trends, not flash trends. This book helps us to listen to signals and distinguish what is false noise, telling us what developments today will have long-term consequences for tomorrow (especially when they seem like random ideas on the fringe but eventually converge into one and move into the mainstream).

Through this book, we can learn how to think like futurists and answer important questions. How will advanced technologies such as artificial intelligence, machine learning, self-driving cars, biohacking, and robots personally affect us in the future? How will it affect our workplace and business? What changes ultimately bring to our lives, work, play and mindset, and how should we prepare for them today?
This is where this book is most distinct from other future forecasts. Rather than telling us about the future results, the web presents a detailed methodology step by step how to predict the future: signals: twinkle and long run 4. Amy Webb’s six-step forwarding methodology is practical in that it provides insight into the distinction between imagination and scientific prediction when thinking about the future, while also being applicable to both government and businesses as well as various organizations in society.
The important thing is not to describe the technology that will be developed one day, but to predict when it can be commercialized and to analyze what technologies and services are actually commercialized. And it is now necessary for us to present specific answers that can be designed based on the predicted future.

Six Steps to Predicting the Future
1. Find the perimeter
2. Use cypher models to find hidden patterns
3. Ask the right question to find out the real trend
4. Calculate the estimated arrival time (ETA)
5. Develop scenarios and strategies accordingly
6. Validate established trend countermeasures

Catch the signals of the future in the scattered noise, connect the signals to discover the real trends!
The most important part of predicting the future is to distinguish which is a permanent trend and which is a temporary trend that flashes and disappears.
RIM, who created BlackBerry, made a false prediction and left himself as the head of the trend. On the contrary, the iPhone eventually became part of the future as a enduring trend, despite the numerous flaws of the early model at the time.

Nintendo, which used to produce “Hwatu Pae,” has been flourishing as the world’s best game company for more than 100 years after continuous transformation. IBM, Diebold, Wells Fargo, and 3M also survived changing technologies, industries and markets. This is because all of them prepared quickly for the future and came up with countermeasures.
Just looking at domestic success stories such as the government’s construction of the Gyeongbu Expressway for industrialization and Samsung’s decision to invest in semiconductors, it can be seen that the success and failure of the organization are divided.
Amy Webb shows an example of a ‘car flying in the sky’ to explain what a real trend is. We often regard flying cars as symbols of the future. But the Web is flying signals: glitter and long run 5 cars are the wrong predictions for the future, and the reason is that flying cars can never be a future trend in terms of technology, economics, and social aspects. As if “moving sidewalks” were in the spotlight as a means of transportation for the future a century ago.

On the contrary, self-driving cars have elements that can become future trends. The pace of growth of various technologies is the most important, but social perception and events also have a great influence. This is because technology does not evolve alone in a vacuum. Amy Webb said that there is a need to consider the distribution of wealth, education, government, politics, public health, demographics, economy, environment, media, media, etc
Factors tell us how to distinguish which is noise and which is a signal from the real future. Amy Webb has made a case for Uber
Explain that Uber’s real trend is “service-type transportation,” and verify how this trend is sustainable as the next step.
How come so smart people couldn’t accept the trend of personal computers? How could we not predict that the Internet would be very successful, and not know that a new computer would penetrate deep into our daily lives?

Establish an effective strategy by calculating the time the future arrives.
Re-engineer the future by verifying the strategy.
Amy Webb explains how an organization’s future strategy can be established and validated through ETA identification that predicts when the technology or service can evolve with the development of related technologies, Larry Page’s toothbrush test to determine “whether we use the technology more than once or twice a day and make life better.”
What Amy Webb, who explores future predictions with such strict standards, paradoxically emphasizes the most is not just to predict the future, but to reversely design the future. A case in point of reverse engineering the future is Kennedy’s “Moon Landing Plan.” The U.S. government has finally realized the necessary technologies and scenarios for the moon landing. For Kennedy, the moon landing was a “preferred future,” and strong goals and momentum transformed the “possible future” of landing on the moon into a “potential future.”
If predictions and strategies for the future are well prepared, each company and government can make their preferred future into a real future.
And here, human insights that are impossible with current big data and artificial intelligence are needed. This is because computers and algorithms cannot evaluate abstract and qualitative data. The future in which Amy Webb shows Signals: Twinkle and Long Run 6 through Signals is not simply a passive object that occurs over time. The fact that the future is not decided is why we have to predict and design the future to create the future we want.
The future is not just a star shining in the distance.

The Culture Map

Culturally Diversity Laboratory Insiad and Erin Meyer, and Culture Map

Erin Mayer, who teaches cross-cultural management and organizational behavior at Insiad, confesses in a preface that the school is in fact a laboratory that tests, challenges, argues, and modifies her findings. Insiad has been ranked in the Top 10 in the past 10 years at the top 100 business schools selected annually by the Financial Times, and is the world’s best business school, ranking first in this year’s (2016). It was the first time a year-long MBA program had topped the list since the Financial Times began publishing its rankings in 1999. According to Mayer, French students account for only 7 percent of French students on the Insiad campus in France, and Indian students make up the largest cultural group with 11 percent of all students. In fact, Insiad, which uses globalization and diversity as its motto, manages students from one country not to exceed 10 to 12% of new students. Erin Mayer, who studies the complexity of cultural differences and how to work efficiently in them, has no better research environment. The Insiad Campus, where anyone is bound to be a cultural minority, is already thoroughly implementing globalization and diversity in human composition.

Erin Mayer’s research topic is closely related to this Insiad’s academic style, and her lectures are one of the reasons why Insiad is recognized as the world’s best business school. Her research on how to increase work efficiency based on an understanding of cultural diversity is already drawing enthusiastic responses from business leaders and business students around the world. What she wrote in the Harvard Business Review in 2015?Getting to Si, Ja, Oui, Hai, and Da? were selected as the most read by readers of the year. In addition, the “Thinksers 50” Foundation, which publishes its annual list of most influential business thinkers, named Erin Meyer one of the most promising business thinkers in 2013, and awarded the Radar Award to the most promising business thinkers in 2015. “Culture Map” is a book that summarizes Erin Meyer’s decade-long research at the Insiad, which allows readers to access the core of cultural management lectures held at the world’s top business school, even on paper.

Which is more important, cultural differences or personalities?

The relationship between man and culture is like the relationship between fish and water. In other words, it seems so familiar that there is nothing new at all. So people often don’t realize the importance of discussing cultural differences. You think it’s a job to learn some etiquette and manners. But understanding cultural differences is not as simple as this book shows. Not understanding cultural differences is tantamount to not understanding the mindset of the other person in the business. A person makes a business, a culture makes a person. In today’s global business environment, where people are increasingly forced to work with people from different cultures, as managers, colleagues, or business partners, it’s no exaggeration to say that individual success depends on their ability to overcome cultural differences. And this ability is not obtained by itself just because you are good at English, the world’s common language.

There is also a strong objection to the discussion of cultural differences. What is really important is to understand the individual’s personality, and the story of cultural differences can only instill prejudice. It seems very reasonable to argue that there are very diverse individuals in a culture, and it is not desirable to lump them into a single category of culture. However, Erin Meyer says, “Unfortunately,” because of this very approach, many people are not learning what they need to know to achieve their goals. We have no choice but to look at people from different cultures through our own cultural lens and evaluate and judge them accordingly, which inevitably leads to misunderstandings and conflicts in relationships between people from different cultures.

People are all different. We should not judge individuals hastily based on their country of origin or culture, but we should not judge that there is no need to understand the cultural context. We should pay attention to cultural differences as well as personal differences. In other words, both are important. Erin Mayer, in this book “Culture Map,” provides the best systematic yet simple tool needed to understand the latter, that is, the cultural context.


It is important to understand the cultural map, the relativity of culture

This book presents eight criteria, which are key topics for managers to pay attention to, as a single map. It is a so-called cultural map. It includes communication, evaluation, persuasion, organizational management, decision-making, trust, objection, and schedule management, and Erin Mayer addresses each criterion one by one in a total of eight chapters. Each criterion is again divided into two opposing directions. Low context vs. context (communication), direct negative vs. indirect negative assessment (evaluation), principle priority vs. application (persuasion), horizontal vs. vertical (organization management), consensus vs. downward (decision making), task-oriented vs. confrontational (confident), straight time vs. elastic (schedule).

In order to correctly understand the eight criteria presented by Erin Meyer here, it is necessary to understand another factor of cultural relativity. For example, in terms of trust, is Spain a work-oriented country or a relationship-oriented country? Most people think Spain is a relationship-oriented country. But this answer is not the answer. This is because the evaluation can be completely different depending on where it is viewed. The right side of the trust standard is task-oriented and the left side is relationship-oriented, and by the standards of countries such as the United Kingdom, Sweden, and the United States, which are located on the right side of Spain, Spain is definitely relationship-oriented. However, Spain is a business-oriented country in terms of the positions of countries on the left side of Spain, such as India, Saudi Arabia, Angola, and China. It should be kept in mind that what is important when people from different cultures form relationships is not the absolute position occupied by each culture in a specific standard, but the relative position.


Erin Mayer says that talking about a person’s culture is as careful as talking about that person’s mother. Culture is such a sensitive subject. Erin Mayer introduces a famous fable in which two young fish meet an older fish swimming from the other side, urging them not to be angry at the judgment or criticism that others make on their culture. An adult fish greets two young fish like this. Hello, kids How’s the water? Two young fish look at each other and ask him?But what the hell is water? When we are in a culture, how difficult is it to look at our own culture objectively? Erin Meyer recommends that even if the characters in the book complain, criticize, or feel absurd about our culture, take it as an opportunity to learn more about our culture that we don’t know much about. I hope readers of this book will do the same.

No Rules Rules

Continuous innovation, faster than anyone else, best talent…
“Our competitor is human ‘s sleep time’!”

Netflix is the company that ranked No. 1 in the “company that wants to work the most” by technical workers in 2018, No. 2 in the “happiest company for employees” and No. 1 in the U.S. in 2019. Although it is reported as a company that has benefited from the business model suitable for the untact (non-contact, non-face-to-face) society by recording the highest growth rate in the pandemic, Netflix has long been called a “representative of destructive innovation.” Netflix, which broke away from the DVD rental business and started Internet streaming services, bought copyrights for various TV programs and movies and provided them to consumers around the world, and became a large producer of high-quality video content. And in 2019, they said. “Our competitor is human ‘s sleep time’!”

What is the secret to Netflix’s ability to transform lightly and at a very fast pace whenever the market changes? Netflix co-founder and current CEO Reed Hastings puts forward their own corporate culture called Freedom and Responsibility (F&R) that does not require rules. There are literally no rules on Netflix! In other words, there are no strict procedures or regulations that reduce the drive and efficiency of work. He emphasizes that in this information age, what companies and teams need is creativity, speed of innovation, and agility, not error prevention or accurate replication. What is the greatest risk that threatens the survival of companies in this era? Reid affirms. They can’t attract the best talent, can’t come up with new products, and can’t quickly turn around when the environment changes.

Professor Erin Meyer, one of the world’s most influential business thinkers selected by Thinkers 50 in 2019, agrees that Netflix’s unusual success is due to their “slightly strange” corporate culture. After collecting the best players with the best treatment in the industry, they maintain a high ‘human resource density’ by raising salaries to match the market value. Since then, it will introduce a culture of honest feedback to remove various regulations and controls so that employees can make the best decisions without looking at anyone. This method of operation enabled faster innovation than anyone else. Professor Meyer analyzed their culture by interviewing more than 200 former and current Netflix employees over a period of two years. The reality of Netflix’s success, which has never been known by countless companies and media outlets that have studied and dug up their culture outside Netflix, will be unveiled in No Rules.

“Don’t keep an eagle in a cage!”
Netflix’s Unique Ecosystem, Incredibly Flexible

Creativity and innovation. It is a word that appears without falling into the “success factor” of not only companies but also individuals in this era. The problem is that even after forming a company with extraordinary creativity and efficient working talent, many organizations offset the strengths of employees by providing controls and regulations that would work only in the industrial era. It’s like locking an eagle in a cage trying to soar into the sky.

Reed Hastings decided to run Netflix completely differently, taking lessons from his failure in “Pure Software,” which he first founded. The government decided to eliminate bureaucratic control and procedures that had wrapped the wings of talent. There are more than 10 regulations and procedures in most companies, but not in Netflix. These are the examples.

Vacation regulations | Cost regulations | Approval procedures | Travel regulations | Contract approval | Salary rating
Decision Approval | Performance Improvement Plan | Impression Pool | Key Performance Indicators | Goal Management Act
Committee Decision Making | Salary Band | Performance Bonus

Netflix doesn’t have a fixed vacation period. There is no need to wait for the supervisor’s approval to proceed with the planned item or to sign a contract with the company. There are also no regulations on how much money can be spent on business trips and how much money can be purchased without approval when purchasing company goods. There is no salary standard based on position, but what is certain is that it is the highest level in the industry. Of course, there is no bonus based on performance. This is because they already give salaries that exceed bonuses. It is based on the judgment that the best ideas and creativity are expressed when humans are guaranteed a definite reward first.

Without regulations or procedures, it may be feared that there will be employees who operate too laxly and abuse them. Of course, the cost has increased by about 10% compared to the case of a general payment system, but in Reed Hastings’s words, this is nothing compared to the benefits of no regulation. Thanks to this, Netflix has become a company that star players want to work for, and through them, it has become a very fast and surprisingly flexible innovation company!

R&P and F&R, what’s your choice?
Fun as Netflix, their management methods

The two authors of “No Rules, Rules” exchange stories with insightful perspectives and clear strokes, and continue their arguments using the rich examples of former and current Netflix employees. Part 1 is the first step to a culture of freedom and responsibility, which guides you to get talented employees to build talent density, introduce a culture of honest feedback that can tell your thoughts as they are, and remove control by eliminating vacation rules and travel and expense approvals. Part two is the next step toward a culture of freedom and responsibility, which reinforces talent density with industry-leading rewards, encourages a culture of honesty with transparent management, and removes more control by eliminating the need for any decision to be approved. Part 3 introduces ways to strengthen the culture of freedom and responsibility, maximizing talent density through keeper tests, maximizing honesty through the use of feedback circles, and eliminating most controls by providing context rather than control. In the last part, the culture map will be introduced as a cultural recognition only when global companies that explore overseas markets on the world stage are equipped.

In the industrial era, which has created wealth for the past 300 years, the “Rules and Process (R&P)” culture that controls the movement of employees was effective. This is the way we all know it, and most companies around the world still operate like this. However, after reading this book, you will find that you can do the same with the F&R method. The choice is up to us. What is certain is that in an environment where intellectual property rights and creative services are the basis for growth, the proportion of economies that rely on cultivating creativity and innovation has become much larger, and this trend will accelerate further.

Want to create and operate an excellent organization? Looking for ways to attract top talent? Want to stand out in technology? Do you want to know what you need to innovate and take a leap forward in your company? Are you just curious about how Netflix people, who are recognized as the world’s best value companies, work and what capabilities they have to have to join global companies? Whatever you are curious about, you will find a surprising and clear answer in this book. Above all, a formidable management book is as interesting as an original Netflix movie!

The Making of a Manager: What to Do When Everyone Looks to You

Why do we have to pick a good team leader?
Why should I be a good team leader?
Why make a good team?

In response, Bill Gates said:
“In the end, a corporate fight is a ‘people’ fight. How people operate is the most important key.”

This is an era when you can achieve enough results even if you work alone. It has become easier to make money by using various SNS or platforms at home. In a way, it may be easier and more efficient to work alone in this era. If you work alone, you can monopolize the profits. And yet, why do they have to work together? This is because if several people work together, they can achieve results that they will never achieve alone. One is only one, but one plus one can turn into something 3, 4, or bigger than two. And only those who believe that they can create something bigger when they are together can become a team leader who leads an excellent team.

“I became a team leader. What should I do first?”
To all the team leaders who think about you,
We’ve never learned to be a good team leader. This is because they have become accustomed to top-down clothes and have not grown up in a culture that communicates properly, is properly recognized, and grows together. However, if he became a team leader in this era when Generation Z enters and the way he works changes, he must change now. “The Making of a Manager,” written by Julie Jooh, who started as an intern and became a team leader in three years, and is now a vice president of Facebook’s design division, is a guide for a novice team leader who honestly and clearly wrote how to become a good team leader in this era. From tips that can be applied immediately by those who have just become team leaders to becoming top managers in charge of several teams from those in charge of one or two team members, the things to be seriously considered as leaders are reflected in the author’s actual success, failure experience and realization.

Best Silicon Valley Team Leader Class
More than a decade ago, Facebook was a huge growth startup. The author, who became a team leader at a young age in a fast-expanding company, was anxious and nervous about his first managerial job. And facing the work of a manager who he thought vaguely, he asked several senior team leaders what an excellent team leader was like and what they should do to make the team excellent, and started reading books and actually experiencing them. And I organized the contents in this book for the junior team leader who will have the same worries as me.
The book consists of a total of 10 chapters, organized in chronological order from a novice team leader to a veteran.

1. What is management – a manager is not just a person who makes decisions, but a team that sets goals, collaborates, and creates a ‘process’ that facilitates them.
2. The first three months after the team leader’s promotion – the team leader’s first life depends on whether he is an internal promotion or an external recruit. You have to prepare to blend into the team according to your situation.
3. How do you lead a small team? – All team leaders are initially responsible for a team with one or two team members. If the size of the team is small, it is necessary to create an environment where healthy trust relationships can be built and cooperated.
4. Good feedback skills – The most difficult thing for a new team leader is to deliver good feedback. We present the art of feedback and the art of wise criticism to avoid receiving strange results.
5. Self-care for team leaders – Team leaders are not gods. Recognize your shortcomings and find out how to flexibly cope with someone’s criticism.
6. What is a good meeting? – Many people devote much of their working hours to meetings. It presents a meeting method to avoid wasting everyone’s time.
7. Who should I pick? – You can make a team that works well only when you hire someone who works well. Crazy is the biggest harm to the team.
8. What makes a team that produces results – the team leader must set clear goals and clearly set the person in charge according to the priorities of the task so that the ship does not go astray.
9. How to lead a growing team – If the number of team members is growing rapidly and the size of the team is growing, it is time to select subordinate managers and transfer authority and responsibility appropriately. Now is the time for a new team leader to grow.
10. Creating a good organizational culture – Culture changes a person’s behavior, and the behaviors gather to change the outcome. How far the team goes depends on countless micro-actions that team members do every minute of the day.

In an age where the way you work is changing,
How to communicate, respect, and grow together
“The Making of a Manager” is not the kind of book that you read once and put right on the shelf. This book is recommended to be read in at least three ways. First, I read it right from start to finish. If you become a team leader, you will be able to gauge what you will be thinking about in the future. Second, when something happens in the team, I read excerpts to find a solution. You can get specific tips such as how to inform team members of bad news, how to properly give work feedback, questions to career interviewers, and how to effectively lead brainstorming meetings. Third, read with people in similar positions. Even the same team leader feels differently depending on what kind of person the team member is and what kind of work situation he or she is in. If you share your situation and other people’s situations through discussions and think about how to apply the book’s contents to each other, you will really be a ‘excellent team leader’!
For those who are born in the 90s, whose keywords are individualism and fairness, who want to create a team that respects each other differently from their senior generation in the 60s and 70s, and who have never experienced a good role model, the book will definitely show an ideal team leader.

The Art of Choosing

An Indian immigrant woman who lost her sight to become the world’s best psychologist
Professor Sheena Ienga’s “Technology of Choice” that leads my life as I want

Sheena Ienga was born a month earlier than scheduled on the day when a blizzard covered the city. His unfortunate birth may have foreshadowed the unfortunate events he will experience in his life afterwards. As soon as she immigrated from India to the Western world, her mother gave birth to Xina with difficulty alone, and the life of a harsh immigrant family began until she settled down after wandering around various cities in the United States. From the death of his father as a child, the pressure of conflicting cultures of Indian immigrant communities and American culture, and even the misfortune of losing sight due to incurable diseases that came to adolescence, life could be considered an irreplaceable fate like a prophecy carved in stone.
But Sheena Ienga was different. He rejected the familiar view of fate and chose to look at life from a choice point of view. I decided to “choose” the hope that my life is full of new things that I can create and change. He decided to seize the hope that he could change his life and began to study psychology from a choice point of view. As a result, he became a professor at Columbia University and the world’s best ‘choice’ psychologist. He agonized over the question of “Is life a given fate or an active choice” in front of the question of “Will we live or die?” and proved, disproved, and practiced how “choice will change our lives” throughout his life. And his autobiographical story touched the hearts of people around the world through TED talks at TED.

We can choose life even in extreme situations.
Even if I can’t see, I chose the light.”

This book is an autobiographical psychological essay by Sheena Ienga and a psychological textbook on choice. From the beginning to the end of the book, the author tells numerous stories about the life he has lived, the choices he has made, and the way he interprets the choices, leading us to the middle of choice psychology.
The world of choice that the author explores is uncertain and ambiguous, but full of beautiful possibilities. Why does choice have so much influence, and where does that power come from? Do people all choose the same way? Why are we so often disappointed in our choices? The author asks questions that modern people would have asked at least once in their daily lives and constantly seeks answers through various psychological experiments and research cases. Thus, the author will not only make us judge our tendency to choose, but also show us the technology to increase the probability of success of a choice, and how to choose to “live my life.”
Although this book is firmly based on psychology, it explains the role of choice in our lives in seven chapters across various fields and disciplines such as business, economics, biology, philosophy, cultural research, and medicine. First of all, Chapter 1 brings up the story of choice as a man who survived drifting alone for 76 days in the middle of the sea. At the beginning of the article, the author says that just as he chose not to quit research and experiments despite his disability, the man in distress also chose to live. In addition, animal experiments show that we feel helpless and frustrated when we cannot or are deprived of control, and that these experiences make us lose our potential.
Chapters 2 and 3 reveal that preferences for more and less choices differ depending on the social context such as culture and race. Chapter 4 describes what happens in the brain when we choose something with automatic systems that act unconsciously and with deliberative systems that we consciously think about, referring to marshmallow research, which is widely known as the exploration of the process of resisting or submitting to temptation. Chapters 5 and 6 then talk about the paradox of choice as to why the more opportunities to choose or the more choices you make, the lower the satisfaction. In the last chapter 7, we carefully explore the dilemmas we face when making difficult choices, such as removing life support for children who have no hope of surviving in the future.

Every choice we make, from trivial decisions to life-changing choices, is an inseparable part of life. Whether in a situation where you can choose or you have no choice, choice can never be separated from life. This book, which unravels the choice into an autobiographical story, gives readers insight into who they are and what decisions they can make, what kind of life that choice will make, and so how it all began and where they were headed.

The Pursuit of Perfect

It’s okay if it’s not perfect
Because you’re doing well enough

Few people would dream of a happy life and a successful life. Likewise, very few people live in anticipation of their failed self. At this time, the social atmosphere that encourages a successful life to come from endless effort and the pursuit of perfection makes us jump into endless competition. We are inspired by the success stories of various celebrities. Failure is usually accepted as the result of not putting in as much effort or finding the right way. We are impressed by the passion and endless efforts of successful people and we whip ourselves for not being more diligent or doing our best. In the process, you may achieve results that get close to your goal, such as employment or promotion. However, the trap that can only be left out at this time is that perfect life never exists, and satisfactory achievements do not exist for perfectionists. Even if you have achieved great socially recognized achievements or accumulated wealth, a happy life is like a mirage that you can never reach for a perfectionist who runs endlessly toward the next goal. For those of us of today who are endlessly distressed between unreachable goals and reality, Tal Ben Shahar, a pioneer in positive psychology at Harvard University and author of the book, says we should live an optimist life, not a perfectionist.

The optimal at this time does not mean that you do not do your best. It is a “positive perfectionism” that does its best to the extent possible. If we accept that “perfect success” or “perfect life” does not exist, and know that life is a winding road, not a straight highway, we can live a goal-oriented life and live a much happier life.

This book consists of vivid experiences of the author, who was a perfectionist, as well as examples of numerous celebrities, and various scientific and psychological theories and analyses. In addition, the happy training that follows at the end of each chapter helps readers practice their lives from perfectionist to optimist without difficulty.

Are you struggling with your perfectionist tendencies? Or do you think you’re far from a perfectionist, but are you scared before you start anything? Do you want to achieve a happier and more successful life together? Then it’s not too late. From the moment I meet this book, my journey away from the unhappy perfectionist and toward the happy optimist begins.

No one likes failure. However, it varies depending on whether you feel normal resistance to failure or extreme fear. The idea of not failing causes us to take the necessary precautions and work harder to succeed. On the other hand, extreme fear of failure often discourages the courage to take the risks necessary for growth. As a result, it is not only impossible to fully demonstrate its ability, but also causes problems with overall mental health.

First of all, it is important to understand that perfectionism and optimism are not very different from each other. No man can be a 100 percent perfectionist or a 100 percent optimist. Rather, we should put perfectionism and optimism on the same line and think about which side it tilts more.

Even if it’s not a celebrity story, we often hear the success stories of people who have overcome failures and achieved great or small achievements. Failure is not a sufficient condition for success. In other words, failure does not guarantee success. But without failure, there is certainly no success. People who understand that failure is closely related to achievement learn, grow, and eventually succeed. If you don’t fail, you don’t learn.

Accepting emotions for some purpose doesn’t work. For example, accepting an emotion to do something better is called false acceptance. False acceptance does not help. It would have had no effect if I had thought that I should accept anxiety in order to lecture with a comfortable mind. Therefore, you should accept the feelings you feel without thinking about any wishes or hopes. To accept emotions, for example, is to admit that you are angry and that you may not feel better afterwards. The ability to truly accept emotions is at the heart of the difference between perfectionist and optimist.

Here, you should distinguish between ‘accepting’ and ‘reflecting’ painful emotions. To accept is to feel a certain emotion and stay quiet, and to reflect is to think about that emotion in a paranoid way. Reflecting on an emotion or event is unproductive and only reinforcing emotions. Reflecting is therefore part of the problem and not the solution.

No one can live a “perfect” life with only positive emotions. If you try to live a perfect life by rejecting painful emotions, the pain will only intensify. For the best life, we must be able to feel and express all the emotions that come to us.

Just as the law of gravity is part of physical nature, painful emotions are part of human nature. Nevertheless, most people accept and accept the law of gravity, but deny and reject painful emotions. In order to live a full and healthy life, we have to accept our emotions like other natural phenomena.

Likewise, we may dislike the feeling of ‘fear’, but we cannot evaluate the right or wrong of the feeling itself. Emotions only exist in themselves. However, depending on how you react to your emotions, the story changes.

Positive acceptance is to acknowledge the situation as it is and then choose the direction of action that you think is most appropriate. Just as we act fearfully and courageously, jealous yet benevolent, accept humanity and exercise humanity, we can choose how to act at every moment.

Whenever I fall into the trap of perfectionism and feel extreme fear and helplessness of failure, I think of the fact that my ability can improve, of course there are ups and downs in life, and I can do better if I try, as I often did in the past. Focusing on travel with a growth mindset reduces the burden. Also, the efficiency of work increases and you can enjoy working. We also try to show our children and students an example of a growth mindset.

We are afraid of not knowing. So desperately trying to figure out what happened last summer, last night, or prehistoric times. They wonder what will happen next week and what the world will be like 10 years from now or a thousand years from now. They want to pursue what is certain in the present and know the reality accurately. I fear not knowing more than bad news. Uncertain diagnoses often scare us more than definitely negative ones. The desire to know beyond simple curiosity is a deep-rooted existential desire of humans. Knowledge is power, ignorance is lethargy.

What I Wish I Knew When I Was 20

How Silicon Valley Enthusiastic Stanford Students Prepare for Life
Meet Stanford University’s Creative Life Design in a book
“The only thing that blocks you is your imagination!”

Her lectures start with having the most creative attitude necessary for life design. First of all, we introduce creative challenges that can break the stereotypes that are located in us from the first to fifth rounds. It delivers a friendly methodology that breaks the existing framework to find pleasant answers, citing actual tasks in her classroom, such as the $5 project and the upside-down circus project. Now, if you’re ready to break the stereotype, point out the things you shouldn’t forget in setting the most important long-term goals in life design from round 6 to round 10. Looking back on what I really want, I solve the misunderstanding of human relationships and negotiations that I have to protect with examples. In the remaining 11 and 12 rounds, she gives her own warm advice to readers so that they can become winners without being shaken in front of a new life that will just begin. The lecture ends by telling that the senior who followed the existing success formula is not the only answer, and that the uncertain future was not a bad news but an opportunity.

“Get out of the prison of thought right now.”
The core of life design that boldly imagines and crosses the line freely!

What would you do if someone asked you to make money for five dollars and two hours? With the so-called Stanford’s $5 Project, students achieve an average return of 4,000 percent. Instead of relying on luck, such as buying “business” or lottery tickets, which make and sell lemonade, Stanford students found the possibility of success in their daily lives. The long line of restaurants saw the desire of customers to eat food right now, and someone did the task in a completely new way, saying the key to the answer was “time to present the task.” He took an advertisement in front of Stanford students who are about to get a job to promote a company that wants to hire these students. As such, her classroom is filled with ridiculous tasks that cannot be found in Korea, and has become a classroom that produces students who solve them creatively.

It is clear why she is giving these unique tasks to students. This is because looking at problems anew and breaking stereotypes cannot be achieved by desk theory alone. Instead of explaining, she throws a task that she can enlighten herself. For example, in order to come up with a successful business item, a new way of brainstorming from the worst idea is also suggested. These tasks allow students to break down thinking prisons on their own and come up with ingenious solutions. As the training continues, students become more competitive.

“The more uncertain the world is, the more opportunities every problem becomes”
a manual for life that turns stereotypes and failures into opportunities

Famous global companies such as Google, Netflix, Nike, and Instagram have only one thing in common. It is the fact that it was an “out-of-school start-up” centered on Stanford University. Those who have found a “creative edge” to success go beyond the safe framework of school without hesitation. Amid the emergence of young venture companies that create cracks in existing markets such as Tada, Market Kurly, and Lundrigo in Korean society, what we need now is how to create that one, the “entrepreneurial spirit.”

Seeking new things, taking risks as needed, working flexibly with experts in other fields, and being willing to fail in the course of challenges and gain as much experience as possible. She presents several ways to develop an “entrepreneurial spirit” through actual examples found inside and outside the classroom. Stereotypes help seniors to realize how to break through and why they should pursue certain failures rather than ambiguous successes.

What Tina Seelig says in the classroom comes down to “allow yourself.” When you don’t believe in the limits of your ability and allow yourself to try anything more, we finally take the initiative in my life. If I still need someone’s permission in my life, I recommend reading this book. If you follow the footsteps of life seniors who have achieved success in a novel and original way in an uncertain world without answers, you will surely find a clue to redesign your life.

We often look at the problem from a too fixed and narrow perspective. Given a simple challenge (e.g., generating revenue in two hours), most people resort to common, cliché solutions that quickly emerge. They do not know how to take a step back and look at the problem from a broader perspective. However, if you remove the blindfold in front of you, you will see numerous possibilities and opportunities. The students who participated in my project took these lessons to heart. Now they think it doesn’t make sense to be broke and then make one excuse or another. This is because there are always problems waiting to be solved around.

Let’s assume this. What would it look like if you turned your life upside down? Practice challenging stereotypes in the following way. First, make a ‘before change’ list. It is to write down all the stereotypes about your daily life, that is, your daily life. For example, write down the time you wake up in the morning, the number of days and hours you work a week, the type of work you do, the people you work with, the time you exercise, who you usually spend your free time with, what you usually eat for dinner and what you do on weekends, where you go on vacation, how much you save your salary, how you feel at the end of the day, and when you go to bed. The longer the list, the better. Bring up as many stereotypes as you can about your own life.

We don’t expect a child to do everything perfectly in the first place. Likewise, an adult facing a complex task should not expect to complete it from scratch. It is almost impossible to learn something without doing it yourself, through constant trial and error, and recovering from failure. You can’t learn soccer by reading the rules, you can’t learn the piano by reading the score.

Most people are not born passionate about a particular field, but find what they like through experience. Most people don’t know much about something until they like it. You don’t know until you try it yourself that you really like cooking and have talent. The same goes for software coding, golf, and novel writing. The reason why it is important to keep experiencing new things is that it opens the door to develop various kinds of passion.

Remember that what someone does for you always comes with an opportunity cost. In other words, if someone spends part of their day for you, he gives up doing something for himself or someone else and gives you time. You tend to think that your request is trivial and small. But if the other person is busy, it is by no means a trivial request.

I make this practice in the classroom. On the surface, it is an exercise in conducting simple consultations between job seekers and employers. In this negotiation, a total of eight conditions, including salary, vacation, and work content, must be discussed with each other, and the goal is for participants (both job seekers and employers) to raise their point values as much as they want for each condition. Job seekers and employers usually negotiate by reviewing the conditions one by one. However, you soon realize that it is not a very effective method.

In order to complete your own story in life, you need to recognize your current appearance and position exactly. Also, you need to know how you got here now, what your strengths and weaknesses are, where you want to go, what obstacles are blocking you, what driving forces you to move forward, and what supplies you will take on the journey of life. And you have to understand what people say about your past and what you mean to yourself about your future.