Saturday, February 27, 2010
Finish, finish finish!
Thursday, February 25, 2010
The baristas at my regular Starbucks now prepare my drink before I reach the counter — I am startled every time. The other day, I went into a neighborhood restaurant for my semi-regular Sunday morning breakfast: French toast and coffee with skim milk. My server was new. She approached the table and said, "I was just informed that you will order the French toast and a coffee with skim, and you" — she indicated my girlfriend — "you will get Croque Madame and a Coke." She said this while hesitating to hand over menus.
Is this accommodating and familiar? Or overly intrusive and presumptuous?
She was right, of course. That is what I was about to order. But turned off by the assumption, and the implication that I'm predictable, I found myself ordering a dish I didn't really want. Just to prove her wrong.
I recognize this is twisted, an odd thing to whine about, but it's a feeling we may all want to get used to.
Wednesday, February 24, 2010
This is rant day. Example two, there is a clerk who was helping a customer check some information. The other clerk notices the line behind the first customer and in full view and earshot of the other customer mentioned to the first clerk, "that the customer can do that themselves, help the other customers in line." There is no getting around this, people are stupid. That interaction totally soured me on the location.
Folks, we are totally and completely dependent on each other. Let's start treating people with respect! LOL
Mark Thoma reports on a study by Caltech reserachers;
What was especially interesting about the finding, he says, is that the brain responds "very differently to rewards obtained by others under conditions of disadvantageous inequality versus advantageous inequality. It shows that the basic reward structures in the human brain are sensitive to even subtle differences in social context."
This, O'Doherty notes, is somewhat contrary to the prevailing views about human nature. "As a psychologist and cognitive neuroscientist who works on reward and motivation, I very much view the brain as a device designed to maximize one's own self interest," says O'Doherty. "The fact that these basic brain structures appear to be so readily modulated in response to rewards obtained by others highlights the idea that even the basic reward structures in the human brain are not purely self-oriented."
What the study hints at is that humans evolved long ago to understand that they could not have more than others and survive. There is a basic human need for community that is equally shared.
Sunday, February 21, 2010
Discover the soul of the restaurant on a lazy Sunday afternoon. Enjoy!
Saturday, February 20, 2010
Yes, ...And" will make us great!
Thursday, February 18, 2010
Matryn Drake explains the five basic steps
- Belief Inspiring belief is the single biggest job for an executive in a turnaround business. The biggest enemy to your success is the cynicism and resignation that grows daily in a failing organisation: it’s a contagious mindset that saps energy, kills pace, and stifles change. “Whether you think you can, or think you can’t, you’re probably right” is a truism that is magnified for an organisation in turnaround. The CEOs most important role is that of chief believer and evangelist.
Friday, February 12, 2010
Wednesday, February 10, 2010
In addition to offering a special badge for Foursquare users, Zagat will begin piping tips and recommendations into the Foursquare system, which already doubles as a user-generated city guide. Foursquare users can submit their own suggestions for activities and dishes to order at a particular restaurant, which will pop up when their friends “check in” on Foursquare from that venue.
But the Zagat partnership will add a slightly different layer to the content by incorporating recommendations culled from the company’s repository of reader reviews. For example, users who check into a Zagat-ranked restaurant will receive suggestions about great dishes or the best dessert on the menu.
Tuesday, February 9, 2010
Sean's article highlights Eric Ries's three steps.
- Actionable. Report users must be able to run their own experiments on the data to verify results and make changes.
- Accessible. Everyone in the company must know how to read the numbers, and have quick access to them.
- Auditable. Managers and execs higher up in the organization need to be able to confirm what the numbers are saying.