A Framework for Understanding Human Decisions—Jobs to be Done

This following post originally written for the FullStory blog, but since I am such a Clayton Christensen fan and have blogged about this topic here in the past, syndicating the post for anyone interested.


Clayton Christensen, author of The Innovator’s Dilemma and Harvard business professor, makes the case that in order to understand what motivates people to act, we first must understand what it is they need done — the why behind the what.

The Canary in the Coal Mine and Leaving Dysfunctional Groups

The expression “canary in a coal mine” originates from coal miners using canaries as a kind of early warning system. The miners would take the birds into the mine and periodically check-in on their status. The delicate canaries were more susceptible to gases like carbon monoxide, so if they suddenly stopped moving, miners would be alerted of dangerous air conditions.

Hence, the expression “canary in a coal mine” is an idiomatic way of talking about events that portend negative things to come.

Casey Neistat and Success by Doing (Plus Stochasticity)

If you aren’t familiar with Casey Neistat, allow me to remedy the situation.

Casey Neistat is likely the most burgeoning YouTube star of 2016. Here’s his channel. I’m approaching a year having subscribed to his daily vlog videos and to my eye what Neistat is doing on YouTube is a testament to the democraticization of video content.

Clayton Christensen’s Jobs-to-be-done Theory

I have written much more about Clayton Christensen’s Jobs-to-be-done framework over at the FullStory blog:


Clayton Christensen (along with a few other co-authors) is soon releasing a book called Competing Against Luck that will go more in-depth on Christensen’s “Jobs-to-be-done theory,” which is a way to reframe product design and product selling away from fallacious, post ergo hoc propter hoc data and towards first principles.

Dunbar’s Number, Broken Social Networks, and Back Scratches

My brother passed on an article in The New Yorker from a couple weeks back titled The Limits of Friendship. It’s an exposition on Oxford anthropologist Robin Dunbar’s discovery that humans organize into social groups that tend to range from 100-200 people, with the average—150—being an optimal rule of thumb. This is known as Dunbar’s number.

The discovery was made through observing the correlation between the size of an animal’s frontal lobe whereby the larger the frontal lobe (or smaller), the larger the social group size for that animal. Applying this understanding to human brains, “Judging from the size of an average human brain, the number of people the average person could have in her social group was a hundred and fifty.”

Digitally Isolated

I keep thinking about being digitally isolated.  What is “digital isolation?” In a nutshell: today we are more connected to anyone/everyone than at any point in history yet (paradoxically) we feel ever more alone. Stranger still, it seems we have chosen this as our preferred mode of existence.  There’s even a joke about it: there are nine ways to reach me on my phone without talking to me; pick one of those.