Summary of “Living with an Eating Disorder Called Exercise Bulimia”

I am by no means the picture of health or even particularly muscular-looking-not for someone who exercises this much, and definitely not compared to most of the men I see at my gym.
I see a fat piece of shit, and then I think to myself that it’s time to punish my body for letting me down.
Scarcely a half hour of my day goes by when I’m not thinking about when and how I’m going to exercise next, or what food I can and cannot allow myself to eat.
I used to think that my fitness regimen was admirable, a point of pride, but I’ve come to recognize it as an eating disorder called exercise bulimia.
The Diagnostic and Statistical Manual of Mental Disorders doesn’t specify exercise bulimia as its own illness, but it is categorized as a subset of bulimia nervosa.
The difference is instead of vomiting or abusing laxatives, a person will use compulsive exercise as a form of purging.
Exercise bulimia manifests itself in different ways-from excessive exercise to compensate for calories consumed, to starving oneself but continuing to exercise, to an all-consuming obsession with exercise to the point of serious self-harm, as in my case at the moment.
In all cases, the results can be debilitating, both mentally-emotional distress when you’re unable to exercise sufficiently-and physically-bone density loss from lack of nutrition, joint pain, constant muscle soreness, recurring injuries, and persistent fatigue.

The orginal article.

Summary of “deadspin-quote-carrot-aligned-w-bgr-2”

It’s not as colorful or Insta-friendly as the Bullet Journal, and although various apps have claimed to “Work with GTD,” they’ve all fallen slightly short-because, at its core, GTD is analog.
It’s a system that works less well if you let Gmail automatically sort your email into categories, or if you let an app scan your docs to pull out to-dos or calendar items, since the whole point of GTD is that you are actively tracking and collecting every task, responsibility, or concern that comes your way.
Getting Things Done, or GTD, is a system for getting organized and staying productive.
I can’t remember whether I read Gina Trapani’s Lifehacker post on “Simplified GTD” before or after I discovered Merlin Mann’s 43 Folders, but a lot of people were talking about GTD back in 2007, and since I had just started at the first office job that required me to take on responsibilities beyond “Answer the phones,” I was ready for it.
GTD works because it allows you to funnel all of your outstanding responsibilities into one place.
I’ve tried a number of productivity apps and systems since starting GTD. I downloaded and deleted Remember the Milk more than once; it was good, but I could track and organize tasks much more quickly on my spreadsheet.
For a while I tried offloading projects to a Kanban Chart, and while it was fun to move sticky notes around, I was just recreating data that I already had in my master GTD list-and I didn’t need two lists.
I’ve been practicing GTD for roughly ten years now.

The orginal article.

Summary of “Eli Pariser Predicted the Future. Now He Can’t Escape It.”

In. the aftermath of the US election, as pundits blamed highly biased media outlets and fake news stories for Trump’s win, Eli Pariser appeared to be some sort of augur.
What most people encounter online isn’t news at all.
“If the problem is that the truth isn’t loud enough, it points in very different directions than if the problem is that fake news is misleading people.” I caught up with Pariser last week to discuss how his notion of the filter bubble has evolved.
Eli Pariser: Because it’s relevant to so many people, this conversation about how the News Feed shapes what we get to know, and how unintended biases in those algorithms can have enormous effects, is happening more broadly.
The number one source of news in America is still local TV news.
Why do you think people have less confidence in the news than they ever have?
So how is trust accrued in a networked age? If trust isn’t given to you because you are an automatic authority by virtue of your connection to an institution like, say, The New York Times, then how is it earned now?
If the problem is that the truth isn’t loud enough, it points in very different directions than if the problem is that fake news is misleading people.

The orginal article.

Summary of “Faceless Publishers – Stratechery by Ben Thompson”

The moral of this story is obvious: the publisher represented the business side of the newspaper, and the effect of the Internet was to make the job and impact of editorial easier and that of a publisher immeasurably harder, in large part because many of a publisher’s jobs became obsolete; it is the editorial side that has paid the price.
Revenue Generation: Most publishers drove revenue in two ways: some money was made through subscriptions, the selling, administration, and support of which was handled by dedicated staff; most money was made from advertising, which had its own dedicated team.
Human Resources: Editorial staff were free to write and complain about their publishers because everything else in their work life was taken care of, from payroll to travel expenses to office supplies.
The most obvious culprit is that on the Internet, distribution, particular text and images, is effectively free, which meant that advertisers had new channels: first ad networks that operated at scale across publishers, and increasingly Facebook and Google who offer the power to reach the individual directly.
I wrote about this progression in Popping the Publishing Bubble, and the intertwined functionality of publishers explains the downward spiral that followed: with less revenue there was less money for quality journalism, which meant a devaluing of the brand, which meant fewer readers, which led to even less money.
In this model the most effective and scalable publisher is faceless: atomized content creators, fueled by social media, build their own brands and develop their own audiences; the publisher builds scale on the backside, across infrastructure, monetization, and even human-resource type functions.
Said publications would be more viable were there a faceless publisher in place to provide technology, including subscription and customer support capabilities, and all of the other repeatable minutiae that comes with running a business.
Publishers still matter, but much of what matters can be scaled and offered as a service without being tied to a brand and a specific set of content.

The orginal article.

Summary of “7 Ways to Go From Ordinary to Extraordinary”

What does living an extraordinary life really look like?
An extraordinary life, on the other hand, is one you design.
You don’t have to live a life of extraordinary wealth, though there’s nothing wrong with that.
To me, the best definition of an extraordinary life is a happy life.
Here are seven specific ways to transform your life from ordinary to extraordinary.
If you want to live an extraordinary life, you have to focus on improving yourself every day.
What sets you apart is the ability to go through life, grow through life and weather the storm.
If one level of effort will get you ahead, then the next level of effort will get you to an extraordinary life.

The orginal article.

Summary of “Proximate vs Root Causes: Why You Should Keep Digging to Find the Answer”

The mental model of proximate vs root causes is a more advanced version of this reasoning, which involves looking beyond what appears to be the cause and finding the real cause.
There are a number of relevant factors which we must take into account when figuring out root causes.
Looking at proximate vs root causes is a form of abductive reasoning- a process used to unearth simple, probable explanations.
“Man is the only real enemy we have. Remove Man from the scene, and the root cause of hunger and overwork is abolished forever.”The issue with root cause analysis is that it can lead to oversimplification and it is rare for there to be one single root cause.
The key distinction between Socratic questioning and normal discussions is that the former seeks to draw out root causes in a systematic manner.
The purpose is to understand cause and effect relationships, leading to the root causes.
Let’s take a look at how cause and effect mapping can be used to identify the root cause of a disaster which occurred in 1987: The King’s Cross fire.
Soon after the fire, stations began replacing these with metal When analysing root causes, we must be sure not to attribute blame where it does not exist.

The orginal article.

Summary of “HOW YOU CAN GAIN FINANCIAL FREEDOM”

So out of college at age 21, I had “Enough” money.
Cindy taught me how to save money and life below my means.
Does the alternator in the car go out, and it costs $300 to fix? We gotta take out a credit card debt, beg family or friends for money.
She put a very little amount of money in there- maybe $200 or $500. She told me when I was a kid, “Eric, I started you a college fund. Let’s learn how to save money, and one day you can go to college.” One day my mom finds out that money is missing.
In theory, we can now never run out of money, assuming we don’t do any stupid shit like buying a Hermes bag, a Hublot watch, and a Maserati.
Funny thing is that it doesn’t matter how much money you have.
When you have financial independence, you essentially have “Fuck you money”.
Help me make more money to help more people.

The orginal article.

Summary of “In the AI wars, Microsoft now has the clearer vision”

Having spent a few days at both events, I couldn’t help coming home thinking that it may be Microsoft that has the more complete vision for this AI-first world we’ll soon live in – and if Google has it, it didn’t do a good job articulating it at I/O this year.
Google CEO Sundar Pichai noted during his keynote segment that the company is moving from being a mobile first company to an AI first one.
Google Lens, which can identify useful information in images, looks like it could be really useful, too, but it’s worth noting that Google’s presentation wasn’t very clear here and that a number of people I talked to after the event told me that they had a hard time figuring out whether this was a developer tool, a built-in feature for the Google Assistant or a standalone app.
At the core of the two companies’ AI efforts for consumers are Microsoft Cortana and the Google Assistant.
This is one area where Google remains clearly ahead of Microsoft, simply because it offers more hardware surfaces for accessing it and because it knows more about the user.
Google’s current approach is different in that it want to use machine vision to use phones as the prime lens for viewing AR experiences.
Google, of course, had already pre-announced Android O and Microsoft had already pre-announced that it’ll now offer two Windows 10 releases a year, so the fact that we’ll get a new update in the fall really wasn’t a surprise.
There simply wasn’t all that much to announce this year, it felt, and while that would’ve allowed Google to more clearly lay out its vision, it instead squandered valuable keynote time on talking about previously announced YouTube features that few people in the audience cared about.

The orginal article.

Summary of “What Data Scientists Should Know About Hiring, Sharing, and Collaborating”

In this post we summarize some of our most recent and favorite answers on Quora to questions from the community about hiring junior data scientists, sharing work with the public, and collaborating.
“What do you look for when hiring an entry-level data scientist? Would a master’s in Data Science or a bootcamp be beneficial?”.
What’s the best way for data scientists to share their work?
Considering the deeply technical nature of the work, and the many ways in which an analysis can go awry, it can feel like an especially daunting task to share one’s work as a data scientist.
A recent article by Emma Walker, Data Scientist at Qriously, even called communication the “Critical skill” many data scientists are missing.
What are best practices for collaboration between data scientists?
Once a data scientist had their work noticed, and once they’ve been hired as a data scientist at an organization, the truism that “Data science is a team sport” will become a daily reality.
It’s exciting to discuss the latest new approach or algorithm, but there are many interesting questions beginning to come out surrounding the people, processes, and careers of data scientists.

The orginal article.

Summary of “How Corporate Values Get Hijacked and Misused”

The painful result of widespread misuse of company values, according to one major study, is that only 23% of U.S. employees strongly agree that they can apply their organization’s values to their work every day, and only 27% “Believe in” their organization’s values.
Another comprehensive study based on more than 1,000 firms in the Great Places to Work database reveals a strong correlation between corporate financial performance and the extent to which employees believe their company’s espoused values are practiced.
Values hold the power to drive meaningful differences in performance by shaping a culture, and when misused, can undermine performance with toxic force.
When these three conditions aren’t present, values can get hijacked and misused.
In one organization, the alleged commitment to “Values accountability” became so twisted that statements like “She’s not aligned with our values” or “I can’t support that decision because I don’t see how it reflects the values” became so reflexive that they shut down honest conversation.
In this company’s case, senior leaders who were criticized for not modeling the values quickly ousted their accusers for “Not being team players.” The very values intended to unify and inspire the culture had turned it into a poisonous gang rivalry.
People fill workshops where executives tell heartwarming stories about how the values have shaped their careers and will distinguish their organization in the future.
A company’s values must reflect what makes it uniquely successful, conveying to employees, “This is what it takes to succeed here.” Processes like strategy, selection, rewards, performance management, and resource allocation must have values woven deeply into them with undeniable consistency between actions and words.

The orginal article.