Work, careers, companies and money: how organisations, incentives and markets shape the way people work, earn and decide.
134 articles · Work & Money
DeskTime's highly rated users averaged 52 minutes of tracked work and 17 minutes away. The pattern challenges continuous busyness, but observational app data cannot establish a causal optimum.
The ones who never ask for help are often the hardest to reach—so practiced at managing everyone else's needs that they've forgotten how to make their own suffering visible.
A six-month BT study linked happier weeks to higher sales through conversion rather than extra hours, but its 12% estimate came from a weather-and-windows natural experiment.
A 40-year computer model shows how talent can improve average outcomes while rare, compounding runs of luck still decide who reaches the very top.
The real barriers to wealth aren't what self-help gurus say—and the science reveals something far more uncomfortable than a list of personal failings.
The dream of perfect equilibrium between work and life crumbles under scrutiny—and the real problem isn't your time management skills.
The most quoted argument against overwork rests on a surprisingly thin foundation, collapsing a palliative carer's personal observations into universal truth.
KPMG’s hypothetical job profiles suggest close workplace relationships can outweigh a large salary gap, but the result is not evidence that friendship can replace fair pay.
Leisure-guilt, contingent-self-worth and conditional-regard research suggests that for some people, productivity becomes evidence of acceptability rather than simply a way to complete work.
The Illinois Valedictorian Project found durable academic and professional success, but class rank was a stronger signal of mastering systems than of who would later reinvent them.
Across US, UK and South Korean samples, happier participants produced more friend-related word chains. In the main sample, those patterns also predicted a higher price for leaving close relationships behind.
Across randomized experiments and real-call archives, brief audiovisual glitches made communicators feel uncanny and lowered hiring, trust and other evaluations.
