In an industrial, competitive culture, most things are just barely good enough.
Cell phone calls, if they were any worse, would be unusable. MP3 files sound not nearly as good as they could. Car mileage goes up, but really slowly. When something makes a huge leap (like the iPad did), it’s headline news, because it’s so rare.
The market will switch to a competitor when the competitor is just good…
Now that information is ubiquitous, the obligation changes. It’s no longer okay to not know.
If you don’t know what a word means, look it up.
If you’re meeting with someone, check them out in advance.
If it sounds too good to be true, Google it before you forward it.
If you don’t know what questions to ask your doctor, find them before your appointment.
If it’s important, do your homework.
Is there really any other kind?
If we see turbulence coming, we tend to avoid it. The art is in knowing that turbulence might come and looking forward to it, bracing for it and embracing it at the same time.
If your plan will only succeed if there is no turbulence at any time, it’s probably not a very good plan (either that or you’re not going anywhere interesting.)
Reblogged from: here
There are two kinds of users/creators/customers/pundits.
Some can’t understand why a product or service doesn’t catch on. They can prove that it’s better. They can quote specs and performance and utility. It’s obvious.
The other might be willing to look at the specs, but he really doesn’t understand them enough to care. All he knows is that the other choice is beautiful–it makes him feel good. He