"My own eyes are not enough for me, I will see through those of others." – C.S. Lewis

I love reading, particularly non-fiction, as it allows me to experience the world through the minds of others. This exploration feels like a mind-spa, soothing and stimulating at the same time.

In this site, I document my “cognitive foraging” (Cukier, Mayer-Schönberger, & de Véricourt, 2022) journey, and I hope to trigger meaningful reflections in my readers.

As someone who reads like a grasshopper, I tend to skip between books. Therefore, you can expect the "what I'm reading now" section to change frequently.

References: Lewis, C. S. (1961). An experiment in criticism. Cambridge University Press.

Cukier, K., Mayer-Schönberger, V., & de Véricourt, F. (2022). Framers: Human advantage in an age of technology and turmoil. Penguin.

What I am Reading Now

Framers - Human Advantage in an Age of Technology and Turmoil

The Book in 10 Seconds

"Framing" is the way we perceive and structure our understanding of the world.

The authors argue that our ability to reframe situations is key to innovation, better decisions, and handling uncertainty.

This ability also gives humans a unique advantage in a tech-driven age.

The book draws from psychology, economics, and history to show the power of this cognitive skill in overcoming challenges and fostering progress.

Access the Book

1. Book website
2. Link to Amazon
3. Link to ebook (Singapore National Library Board member)
4. Link to audiobook (Singapore National Library Board member)

Memorable Quotes

New frames come about because old frames are incomplete

• “New frames need to evolve to address the gaps in the old frame.”

Shifting frames allow us to see a wider range of possibilities

• “Frames let us see what isn’t there.”
• “We need to see problems differently in order to solve it.”
• “The right frame applied in the right way opens up a wider range of possibilities, which in turn leads to better choices.”

Application #1: Why Part-Time Knowledge Workers Work Over Time

Sometimes, the key to solving a problem is not only by thinking outside the box, but by completely redefining “the box” itself (i.e. the frame). This is something I experienced firsthand when I adopted a non-conventional “frame” to investigate a paradox that was bugging me.

The Problem

Before I started my PhD, I spent 15 years working in Accenture as a management consultant. After having my second child, I opted for a part-time schedule to spend more time with my family.

However, I found myself consistently working on my off-days and even weekends. Many colleagues questioned why I even pursued a part-time arrangement.

This decision-anomaly bugged me even after I left the profession. I often wondered if I was the only crazy one. As such, I decided to “scratch the itch” by investigating it as part of my PhD dissertation.

Initial Frame

Initially, I considered using decision-making frameworks to explain why part-time workers might work overtime. However, I soon realised that they did not allow me to adequately explain the role of multiple contextual factors like nature of the work, worker’s perception of time etc.

Redefined Frame

Eventually I turned to queuing theory, which is used to explain how queues form, function, and are managed.

Applying this theory to work arrangements revealed a clear picture of the "supply" and "demand" of a worker's time. It allowed me to examine in depth the characteristics of the worker (the "supply" side) and the nature of the work (the "demand" side), as well as their interaction.

For instance, consultancy work, with its unpredictable and unbounded nature, makes it difficult for workers to adhere to a fixed schedule. This challenge is intensified if the worker struggles to "switch off" after work.

Insights from New Frame

This “frame” helps workers gain better awareness of the forces that directly influence their responses to demands on their time.

When they understand what they can control and what they cannot, they can make better choices. This includes selecting the right type of work, setting up suitable arrangements, and clearly communicating their availability to colleagues.

Companies can also create more effective part-time or flexible work arrangements to prevent employees from feeling shortchanged.

These insights, which queuing theory helped uncover, would have remained hidden if I had relied solely on decision-making frameworks.

More Information Here

If you're interested, you can read my full dissertation here , or a shortened version published in Asian Management Insights here.

Other Books Like This

The Great Mental Models series is an excellent collection that explains various frameworks and concepts from different domains. The authors have done a great job illustrating their practical applications in a straightforward and layman fashion. This series has significantly expanded my horizons. I’ve found the content so valuable that my three physical copies are heavily highlighted and annotated. I have revisited these books multiple times, and each time, I gain new found insights.

The Great Mental Model (Vol 1) - General Thinking Concepts

The Great Mental Model (Vol 2) - Physics, Chemistry and Biology

The Great Mental Model (Vol 3) - Systems and Mathematics

The Great Mental Model (Vol 4) - Economics and Art (will be released on 15 October 2024)