Annotations (8)
“It's a bit sad to think of all the high school kids turning their backs on building treehouses and sitting in class dutifully learning about Darwin or Newton to pass some exam, when the work that made Darwin and Newton famous was actually closer in spirit to building treehouses than studying for exams.”
Creativity & Innovation · Philosophy & Reasoning
DUR_ENDURING
Darwin's actual work resembled treehouses more than exams
“If I had to choose between my kids getting good grades and working on ambitious projects of their own, I'd pick the projects. And not because I'm an indulgent parent, but because I've been on the other end and I know which has more predictive value. When I was picking startups for Y Combinator, I didn't care about applicants' grades. But if they'd worked on projects of their own, I wanted to hear all about those.”
Business & Entrepreneurship · Leadership & Management
DUR_ENDURING
Projects over grades: better predictor of future success
“You can choose to do something you're told to do. Indeed, you can own it far more thoroughly than the person who told you to do it. For example, math homework is for most people something they're told to do. But for my father, who was a mathematician, it wasn't. Most of us think of the problems in a math book as a way to test or develop our knowledge of the material explained in each section. But to my father the problems were the part that mattered, and the text was merely a sort of annotation.”
Psychology & Behavior · Philosophy & Reasoning
DUR_ENDURING
Ownership is internal: can own what you're told to do
“The most important phase in a project of one's own is at the beginning: when you go from thinking it might be cool to do x to actually doing x. And at that point high standards are not merely useless but positively harmful. There are a few people who start too many new projects, but far more, I suspect, who are deterred by fear of failure from starting projects that would have succeeded if they had. Remember that careless confidence you had as a kid when starting something new?”
Psychology & Behavior · Creativity & Innovation
DUR_ENDURING
Project start: lower standards, higher confidence required
“The team that made the original Macintosh were a great example of this phenomenon. People like Burrell Smith and Andy Hertzfeld and Bill Atkinson and Susan Kare were not just following orders. They were not tennis balls hit by Steve Jobs, but rockets let loose by Steve Jobs. There was a lot of collaboration between them, but they all seem to have individually felt the excitement of working on a project of one's own.”
Leadership & Management · Technology & Engineering
DUR_ENDURING
Rockets not tennis balls: autonomous execution under direction
“Working on a project of your own is as different from ordinary work as skating is from walking. It's more fun, but also much more productive. What proportion of great work has been done by people who were skating in this sense? If not all of it, certainly a lot.”
Psychology & Behavior · Creativity & Innovation
DUR_ENDURING
Skating vs walking: intrinsic motivation transforms productivity
“That's why it's a mistake to insist dogmatically on 'work/life balance.' Indeed, the mere expression 'work/life' embodies a mistake: it assumes work and life are distinct. For those to whom the word 'work' automatically implies the dutiful plodding kind, they are. But for the skaters, the relationship between work and life would be better represented by a dash than a slash. I wouldn't want to work on anything that I didn't want to take over my life.”— Paul Graham
Philosophy & Reasoning · Psychology & Behavior
DUR_ENDURING
Work-life: dash not slash for meaningful work integration
“You feel as if you're an animal in its natural habitat, doing what you were meant to do — not always happy, maybe, but awake and alive. When I'm writing an essay, most of the time I'm worried and puzzled: worried that the essay will turn out badly, and puzzled because I'm groping for some idea that I can't see clearly enough.”
Psychology & Behavior · Creativity & Innovation
DUR_ENDURING
Natural habitat: struggle plus alignment equals aliveness
Frameworks (1)
Project Initiation Protocol
Overcoming the High Standards Trap at Project Start
A methodology for beginning new projects by deliberately lowering standards and raising confidence during the crucial transition from idea to execution. Based on the insight that high standards, while valuable later, are actively harmful during project initiation.
Components
- Identify the Transition Moment
- Deliberately Lower Standards
- Cultivate Careless Confidence
Prerequisites
- Willingness to start before feeling ready
Success Indicators
- Actually beginning projects previously postponed
- Reduced anxiety about starting
Failure Modes
- Abandoning standards permanently instead of phase-appropriate application
Connective Tissue (2)
Skating versus walking as metaphor for intrinsic versus extrinsic motivation
The physical distinction between skating (gliding with momentum, self-powered, efficient) and walking (step-by-step, effortful, mechanical) perfectly captures the qualitative difference between work driven by internal motivation versus external compulsion. Skating leverages physics for efficiency; intrinsic motivation leverages psychology for productivity.
Graham's core metaphor for distinguishing meaningful work from routine work
Animal in its natural habitat as metaphor for aligned work
The biological concept of habitat—the environment where an organism naturally thrives, exhibits its full behavioral repertoire, and achieves optimal function—provides a powerful parallel to work that aligns with human nature. Just as animals display different behaviors in captivity versus the wild, humans perform differently in work that matches their intrinsic drives versus work that constrains them.
Graham's description of the feeling state when working on personally meaningful projects
Key Figures (6)
Graham's Father
1 mentionsMathematician
Used as example of someone who transformed externally assigned work (math homework) into internally driven exploration by treating problems as puzzles rather than exercises
- Treated math book problems as the core content and explanatory text as mere annotation
Burrell Smith
1 mentionsApple Engineer
Andy Hertzfeld
1 mentionsApple Engineer
Bill Atkinson
1 mentionsApple Engineer
Susan Kare
1 mentionsApple Designer
Steve Jobs
1 mentionsApple CEO
Key People (7)
Charles Darwin
(1809–1882)British naturalist who developed theory of evolution through natural selection
Isaac Newton
(1643–1727)English physicist and mathematician
Burrell Smith
(1955–)Apple engineer who designed hardware for original Macintosh
Andy Hertzfeld
(1953–)Apple software engineer on original Macintosh team
Susan Kare
(1954–)Graphic designer who created original Macintosh interface
Bill Atkinson
(1951–)Apple programmer who created MacPaint
Steve Jobs
(1955–2011)Apple co-founder and CEO who led development of Macintosh computer
Synthesis
Synthesis
Migrated from Scholia