Identity & Self-Concept
Identity Foreclosure (Premature Commitment to an Identity)
In Marcia's identity-status framework, foreclosure refers to commitment without prior exploration as defined in the relevant assessment
Identity FormationThe encyclopedia
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Identity & Self-Concept
Narrative Identity (McAdams): The Story You Tell About Yourself
Narrative identity is an evolving life story that connects reconstructed past, present concerns, and imagined future
Identity FormationIdentity & Self-Concept
Possible Selves (Markus & Nurius)
Possible selves are representations of who a person might become, including hoped-for, expected, and feared selves
Identity FormationInformation & Epistemology
Channel Capacity (Bandwidth Limits)
Channel capacity is the maximum reliable information rate for a specified communication-channel model under its constraints
Information TheoryInformation & Epistemology
Error Correction Codes (Detecting and Fixing Errors)
Error-correcting codes add structured redundancy that permits recovery from specified patterns of corruption
Information TheoryInformation & Epistemology
Kolmogorov Complexity (Minimum Description Length)
Kolmogorov complexity measures the shortest generating program for an object on a specified universal machine and is uncomputable in general
Information TheoryInformation & Epistemology
Lossy vs Lossless Compression
Lossless compression preserves exact recoverability of its input
Information TheoryInformation & Epistemology
Mutual Information (Shared Knowledge Between Variables)
Mutual information measures statistical dependence between variables, including nonlinear dependence
Information TheoryInformation & Epistemology
Redundancy in Communication
Redundancy supplies overlapping information that can improve resilience to specified loss or error
Information TheoryInformation & Epistemology
Shannon's Information Theory (Bits, Bandwidth, Signal-to-Noise)
Shannon's framework quantifies uncertainty, coding, and reliable transmission for probabilistic sources and channels under specified constraints
Information TheoryManagement & Organizations
Baseball Card System (for People)
Dalio's Baseball Cards summarize assessed strengths, weaknesses, and supporting observations to inform collaboration and role decisions
Dalio's PrinciplesManagement & Organizations
Be a hyperrealist.
Dalio's hyperrealism combines ambition with evidence-responsive assessment of current conditions, constraints, and possibilities
Dalio's PrinciplesManagement & Organizations
Be radically open-minded and radically transparent.
Ray Dalio’s paired principles encourage serious consideration of contrary views and visibility into relevant reasoning and information
Dalio's PrinciplesManagement & Organizations
Believability-Weighted Decision Making
Ray Dalio’s method for giving more influence to judgments from people with relevant demonstrated competence and explainable reasoning
Dalio's PrinciplesManagement & Organizations
Diagnose problems to get at their root causes.
A principle of investigating the mechanisms and contributing conditions behind a problem before choosing a lasting response
Dalio's PrinciplesManagement & Organizations
Dot Collector (Real-Time Feedback)
A feedback tool associated with Ray Dalio’s management system that supports timely observations and multidimensional ratings
Dalio's PrinciplesManagement & Organizations
Evolving is life’s greatest accomplishment and its greatest reward.
Ray Dalio’s philosophical view that learning and adaptation can be a central source of accomplishment and satisfaction
Dalio's PrinciplesManagement & Organizations
Five-Step Process (Goals → Problems → Diagnosis → Design → Execution)
Ray Dalio’s loop of goals, problems, diagnosis, design, and execution
Dalio's PrinciplesManagement & Organizations
Getting In Sync (Alignment Process)
A process of checking that people understand the relevant goal, reasoning, constraints, and expected actions
Dalio's PrinciplesManagement & Organizations
Have clear goals.
Clarify the outcome or question that should guide an effort, along with relevant constraints and priorities
Dalio's PrinciplesManagement & Organizations
Higher-Level Thinking (Watching Yourself from Above)
A metaphor for briefly examining how you are approaching a task and considering whether to change that approach
Dalio's PrinciplesManagement & Organizations
Idea Meritocracy
A decision-making ideal in which ideas are evaluated through relevant evidence and reasoning rather than status alone
Dalio's PrinciplesManagement & Organizations
Identify and don’t tolerate problems.
A practical principle that pairs honest recognition of a problem with a deliberate response
Dalio's PrinciplesManagement & Organizations
Look at the machine from the higher level.
A metaphor for examining the larger process that produces repeated outcomes, including goals, handoffs, resources, decisions, and feedback
Dalio's PrinciplesManagement & Organizations
Look to nature to learn how reality works.
A practitioner invitation to study natural mechanisms for questions and possible analogies
Dalio's PrinciplesManagement & Organizations
Machine Analogy (Organization as Machine)
A metaphor that represents an organization through its arrangements, participants, resources, work, and outcomes
Dalio's PrinciplesManagement & Organizations
Own your outcomes.
A practical invitation to examine your contribution to a result and choose an available response
Dalio's PrinciplesManagement & Organizations
Pain + Reflection = Progress.
A practitioner slogan suggesting that reflection on an uncomfortable result can support a useful change
Dalio's PrinciplesManagement & Organizations
Pain Button (Emotional Signal)
An informal metaphor for treating a strong emotional reaction as a possible prompt for clarification or reflection
Dalio's PrinciplesManagement & Organizations
Radical Transparency
Ray Dalio’s organizational principle of extensive openness about information, reasoning, and mistakes
Dalio's PrinciplesManagement & Organizations
Shapers (Personality Archetype)
Dalio’s practitioner label for people who combine an ambitious vision with the ability to organize and persist in bringing it into reality
Dalio's PrinciplesManagement & Organizations
Truth—or, more precisely, an accurate understanding of reality—is the essential foundation for any good outcome.
A principle of keeping decision-relevant beliefs responsive to evidence and separate from wishes
Dalio's PrinciplesManagement & Organizations
Understand nature’s practical lessons.
A practitioner invitation to reflect on natural processes such as variation and adaptation when considering a human problem
Dalio's PrinciplesManagement & Organizations
Weigh second- and third-order consequences.
Consider effects produced by an action’s initial effects, including how people may respond and what conditions may change
Dalio's PrinciplesManagement & Organizations
Commander's Intent
A military concept that communicates purpose and a desired end state so subordinates can exercise initiative within the commander’s intent
Organizational BehaviorManagement & Organizations
Commandos vs Infantry vs Police
Robert X
Organizational BehaviorManagement & Organizations
Communication Overhead
The effort needed to exchange information, align decisions, onboard participants, and coordinate dependent work
Organizational BehaviorManagement & Organizations
Consequence vs Conviction
A two-axis decision and delegation heuristic: consider the consequences of being wrong separately from confidence in a preferred answer
Organizational BehaviorManagement & Organizations
Drexler-Sibbet Team Performance Model
A team-development framework by Allan Drexler and David Sibbet that describes seven areas from orientation through renewal
Organizational BehaviorManagement & Organizations
Dunbar's Layers in Organizations (Scaling Teams)
An organizational application of Dunbar’s proposed layers of social relationships
Organizational BehaviorManagement & Organizations
Forcing Function
A design constraint that prevents a specified action until a necessary condition is met, or prevents an invalid sequence
Organizational BehaviorManagement & Organizations
Founder Mode vs Manager Mode
Paul Graham’s proposed distinction between direct founder involvement and a more compartmentalized style of delegation as companies grow
Organizational BehaviorManagement & Organizations
Generalist vs Specialist
A comparison between breadth across tasks or domains and depth within a more focused area
Organizational BehaviorManagement & Organizations
Growth Mindset vs Fixed Mindset
A distinction in Carol Dweck’s research between viewing an ability as developable and viewing it as relatively fixed
Organizational BehaviorManagement & Organizations
Hersey-Blanchard Model (Situational Leadership)
A leadership framework associated with Paul Hersey and Ken Blanchard that varies task direction and relational support according to a person’s needs for a particular task
Organizational BehaviorManagement & Organizations
High Reliability Organizations (HROs)
A research tradition examining how organizations sustain reliable performance in demanding environments with serious failure consequences
Organizational BehaviorManagement & Organizations
High-context vs Low-context Culture
Edward T
Organizational BehaviorManagement & Organizations
IQ vs EQ
A comparison between measured cognitive abilities and constructs concerning emotional information or competencies
Organizational BehaviorPage 7 of 50 · 289–336 of 2,375 models