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	<title>Culture - Trotzendorff</title>
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	<description>Running over sticks and stones</description>
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		<title>Welcome to the Hiring Simulator — the Strategy Game Nobody Enjoys</title>
		<link>https://trotzendorff.de/psychology/welcome-to-the-hiring-simulator-the-strategy-game-nobody-enjoys/</link>
					<comments>https://trotzendorff.de/psychology/welcome-to-the-hiring-simulator-the-strategy-game-nobody-enjoys/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Mon, 23 Feb 2026 17:22:31 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Algorithms]]></category>
		<category><![CDATA[Culture]]></category>
		<category><![CDATA[Economics]]></category>
		<category><![CDATA[Hiring]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53816</guid>

					<description><![CDATA[There’s this story we keep telling about the job market: it’s tough out there. Fine. I can live with that. And I’m saying this as someone currently in it — reorienting on the way to my next role. I’m having conversations, doing calls, sending applications, waiting, looking closely at what’s out there. And there’s this slightly surreal experience of trying to meet a system where it is, without letting it define me. But first, let me be clear: I get it. Fewer openings, more applicants, smart people competing for the same roles — that’s real. Labor markets have always been cyclical, and economists have data for that. What doesn’t make sense is the vibe. Scrolling through my feeds lately feels less like »people looking for work« and more like watching a weird strategy game. Everyone is min-maxing their character build. And I’m not exempt — I catch myself doing it, too. You start out thinking you’ll just be honest and clear, and two weeks later you’re squinting at job ads like they’re riddles, asking yourself &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53816</post-id>	</item>
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		<title>Not AI Is the Threat — People Are</title>
		<link>https://trotzendorff.de/psychology/not-ai-is-the-threat-people-are/</link>
					<comments>https://trotzendorff.de/psychology/not-ai-is-the-threat-people-are/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Thu, 19 Feb 2026 08:02:58 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[AI]]></category>
		<category><![CDATA[Culture]]></category>
		<category><![CDATA[Humanity]]></category>
		<category><![CDATA[Technology]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53829</guid>

					<description><![CDATA[»I tend to think that most fears about A.I. are best understood as fears about capitalism.« When I read that line from Ted Chiang recently, it landed because it pulls the mask off the monster. A lot of what we call »fear of AI« is really fear of incentives: who funds the systems, who deploys them, who benefits when they scale, and who gets hurt when they fail. Still, I don’t think »capitalism« is the final layer of the explanation. Capitalism doesn’t appear out of nowhere like weather. It’s a set of rules, norms, and defaults people agree on (or tolerate) and then keep reinforcing. Depending on how those rules are written and enforced, you get very different outcomes: extractive versions that squeeze people, and constructive versions that build real value. Either way, it’s a human project. So if we keep pushing the question back — who shaped the incentives, who chose the trade-offs, who decided what counts as »efficient« — we end up at the same place: people. That framing matters because we talk &#8230;]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">53829</post-id>	</item>
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		<title>Time, Not Distance: What Swiss Trails Taught Me About Estimating Work</title>
		<link>https://trotzendorff.de/psychology/time-not-distance-what-swiss-trails-taught-me-about-estimating-work/</link>
					<comments>https://trotzendorff.de/psychology/time-not-distance-what-swiss-trails-taught-me-about-estimating-work/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Thu, 16 Oct 2025 20:20:01 +0000</pubDate>
				<category><![CDATA[Mental Health]]></category>
		<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Culture]]></category>
		<category><![CDATA[Resource planning]]></category>
		<category><![CDATA[Time management]]></category>
		<category><![CDATA[Workplace]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53733</guid>

					<description><![CDATA[The trails in Switzerland don’t rush you. They invite you — past cowbells, into fir shade, up where the air turns glassy. Somewhere between a ridgeline and a mountain hut, a small yellow sign rewired how I think about work. In Switzerland the mountains are humble and the signs are honest. You don’t get »7.3 km to summit.« You get »Faulhorn 2 hours.« It’s a tiny design choice with a big opinion baked in: what matters to a hiker (or a runner) isn’t abstract distance — it’s the experience ahead. Grade, terrain, altitude, weather, your calves. Time is a proxy for all that complexity. Somewhere between a steep descent and a coffee at a mountain hut, I realized: we rarely give our teams signs like these. In the office we still love distances — ticket counts, points, lines of scope — or we love single crisp ETAs carved into meeting notes. And then we wonder why people under- or over-shoot, why promises feel brittle, and why everyone negotiates reality from under a pile of »quick« &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53733</post-id>	</item>
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		<title>Lessons from Trial and Error: Building a Better Team Culture</title>
		<link>https://trotzendorff.de/psychology/lessons-from-trial-and-error-building-a-better-team-culture/</link>
					<comments>https://trotzendorff.de/psychology/lessons-from-trial-and-error-building-a-better-team-culture/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Wed, 04 Dec 2024 18:16:37 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Culture]]></category>
		<category><![CDATA[Teams]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53608</guid>

					<description><![CDATA[Leadership is a journey of trial and error. Over the years, I’ve experimented with countless ideas to make work better for my team. Many didn’t work—and that’s okay. But today, I want to share three things that did. These small adjustments might not seem revolutionary, but they’ve stood the test of time. And they have made a difference. Breathing Room Between Meetings: Ever jumped from one meeting straight into another? We all have. Now, where possible, I make sure meetings aren’t scheduled back-to-back. Those extra 5–10 minutes? They give my colleagues and me time to grab a coffee, reset their thoughts, or just … breathe. It’s a small gesture, but one that respects their time and focus. ☕ 15-Minute Digital Coffee Breaks: In a hybrid work environment, casual conversations can vanish overnight. To counter this, I introduced a daily 15-minute slot for a virtual coffee break. No agenda, no pressure—just time for small talk and connection. Because connection doesn’t need to be complicated; it just needs to be consistent. Leading with Openness: This one was &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53608</post-id>	</item>
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		<title>Unlocking Ideas</title>
		<link>https://trotzendorff.de/running/unlocking-ideas/</link>
					<comments>https://trotzendorff.de/running/unlocking-ideas/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Tue, 01 Mar 2022 18:33:42 +0000</pubDate>
				<category><![CDATA[Running]]></category>
		<category><![CDATA[Culture]]></category>
		<category><![CDATA[Podcasts]]></category>
		<category><![CDATA[Tracksmith]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=23473</guid>

					<description><![CDATA[Have you ever had an idea while you were running? If so, you’re not alone. Like taking a shower or going for a walk, running is one of those activities that stimulate creativity. «The hours we spend on our feet have a way of unlocking ideas that would otherwise be out of reach,» so it says in a text about the «Tracksmith Fellowship». The independent running brand from New England has designed this program to support runners with creative ambitions. But why? The answer is as striking as it’s obvious: «Our sport is rich with stories waiting to be told—stories that have the power to both inspire the next generation and grow the sport. And yet, despite this wealth of stories and ideas, it’s hard for new voices and new creators to break out.» Therefore, Tracksmith has funded six projects ranging from podcasts to sculpture, film, photography, music and urban design in 2021, and this year they support a new cohort of Fellows and their five projects. «Our sport is rich with stories waiting to &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">23473</post-id>	</item>
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