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	<title>Workplace - Trotzendorff</title>
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	<description>Running over sticks and stones</description>
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		<title>Some Things Need Tuning, Others Need Leaving</title>
		<link>https://trotzendorff.de/psychology/some-things-need-tuning-others-need-leaving/</link>
					<comments>https://trotzendorff.de/psychology/some-things-need-tuning-others-need-leaving/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Wed, 25 Mar 2026 11:01:39 +0000</pubDate>
				<category><![CDATA[Coffee]]></category>
		<category><![CDATA[Mental Health]]></category>
		<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Decision-making]]></category>
		<category><![CDATA[Happiness]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[Workplace]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53928</guid>

					<description><![CDATA[There’s a certain kind of story the internet instantly falls for. You know the format: someone with just enough status to sound unquestionable, simplicity, a symbolic detail like a black coffee, a minimalist detail like a black coffee, and one sharp sentence delivered with enough detachment to pass for life philosophy: »I stopped adding sugar to things that were bitter.« It’s exactly the kind of line that spreads because it offers more than advice. It offers posture: standards, clarity, self-respect, no more pretending. Quotes like: »The most successful people don’t add sugar. They taste things as they are — and if it’s bitter, they stop drinking.« And to be fair, it works because it touches something real. People do spend a lot of time sweetening things that are not good for them. They stay in draining relationships, flattening jobs, and dynamics that quietly wear them down, and instead of naming the problem, they soften it with interpretation. They call it complicated, demanding, a phase, an opportunity to grow. In that sense, the quote names a &#8230;]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">53928</post-id>	</item>
		<item>
		<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>
		<item>
		<title>Time’s Not a Budget: Why Everything Happening at Once Exhausts Us</title>
		<link>https://trotzendorff.de/psychology/times-not-a-budget-why-everything-happening-at-once-exhausts-us/</link>
					<comments>https://trotzendorff.de/psychology/times-not-a-budget-why-everything-happening-at-once-exhausts-us/#comments</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Mon, 09 Feb 2026 12:40:09 +0000</pubDate>
				<category><![CDATA[Mental Health]]></category>
		<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Self care]]></category>
		<category><![CDATA[Stress]]></category>
		<category><![CDATA[Time management]]></category>
		<category><![CDATA[Workplace]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53838</guid>

					<description><![CDATA[There’s a kind of tiredness that has nothing to do with sleep. You wake up with it already installed. It feels less like exhaustion and more like static. Too many tabs open in the mind. Too many unfinished gestures. Too many tiny negotiations with the day before it has even started. For a while I thought this was just adulthood. Or work. Or the news cycle. Pick your villain. Then, a few weeks ago, I read Oliver Burkeman’s book Four Thousand Weeks. In one chapter, his basic claim is disarmingly simple: modern people don’t merely live in time, we treat time as something like a budget or a storage unit — something to fill efficiently, optimize, defend from waste. Hours become containers. Empty ones feel like failure. Overfull ones feel like guilt. Either way, we’re measuring constantly. Reading it, something clicked. Not because it was revolutionary, but because it named a background hum I’d stopped noticing. A few days later I stumbled across a long piece in Die ZEIT about people who had spent time &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53838</post-id>	</item>
		<item>
		<title>Time Tastes Different: On Trading Leadership for Presence</title>
		<link>https://trotzendorff.de/coffee/time-tastes-different-on-trading-leadership-for-presence/</link>
					<comments>https://trotzendorff.de/coffee/time-tastes-different-on-trading-leadership-for-presence/#comments</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Sat, 18 Oct 2025 12:46:29 +0000</pubDate>
				<category><![CDATA[Coffee]]></category>
		<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Self care]]></category>
		<category><![CDATA[Workplace]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53750</guid>

					<description><![CDATA[The first time I read about Before the Coffee Gets Cold, I was sitting in a café not unlike the one in the book — quiet, a little narrow, the kind of place where time seems to gather rather than pass. Outside, the city was still in its morning hurry, but inside there was only the soft hum of the espresso machine and the faint clatter of cups. In Toshikazu Kawaguchi’s novel, a small Tokyo back-alley café offers more than simply excellent coffee; it offers its customers a single, improbable gift: the chance to travel back in time. There are rules, of course — but the most important is this: you must return before your cup of coffee goes cold. It’s an idea so simple it feels like it must already have existed somewhere in us. The limit isn’t magical, it’s human. Warmth doesn’t last forever. Attention, patience, connection — none of them do. Reading it, I realised how much of my own life revolves around managing time instead of living inside it. I run &#8230;]]></description>
		
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			<slash:comments>2</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">53750</post-id>	</item>
		<item>
		<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>
		<item>
		<title>Autumn Is a Masterclass in Transitions: How to Navigate Everyday Shifts at Work</title>
		<link>https://trotzendorff.de/psychology/autumn-is-a-masterclass-in-transitions-how-to-navigate-everyday-shifts-at-work/</link>
					<comments>https://trotzendorff.de/psychology/autumn-is-a-masterclass-in-transitions-how-to-navigate-everyday-shifts-at-work/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Mon, 15 Sep 2025 19:18:19 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Organizational Psychology]]></category>
		<category><![CDATA[Tiny Habits]]></category>
		<category><![CDATA[Transitions]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53689</guid>

					<description><![CDATA[The light tilts, the colors deepen, pavements shine after quick showers. Autumn moves the city from one state to another without fuss or apology. That same current runs through our workdays: from tiny thresholds to bigger crossings it’s all about the art of leaving one thing cleanly and arriving well at the next. These transitions come in all sizes — from the eyelash-thin switch between two tasks that lasts a heartbeat to the long arcs that reshape teams, companies, and people over months, sometimes years. Why transitions feel tricky (the short science) To ground the rest of this piece, here’s a brief science primer on why these in-betweens matter — what clings to attention after a switch, why switching itself costs energy, how unfinished goals keep buzzing until you make a plan, why endings color memory, and what actually helps: detachment, workable boundaries, simple rituals, and brief doses of nature. Skim the highlights below; we’ll weave them back into concrete moves throughout. Attention residue: After a switch, part of your mind sticks to the last &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53689</post-id>	</item>
		<item>
		<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>
		<item>
		<title>Redefining Workation: From Frustration to Inspiration</title>
		<link>https://trotzendorff.de/psychology/redefining-workation-from-frustration-to-inspiration/</link>
					<comments>https://trotzendorff.de/psychology/redefining-workation-from-frustration-to-inspiration/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Sat, 29 Jul 2023 12:26:46 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Workation]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53602</guid>

					<description><![CDATA[I had thought that this week would be a piece of cake—an exhilarating adventure, a workation of sorts, teetering somewhere between a vacation and a relaxed coffee break by the sea. But boy, was I wrong—it wasn’t as easy as it seemed. As of next Monday, I’ll be on vacation, and since the opportunity was ripe for the picking, my wife and I took off to Helsinki a week early. My employer is open to the idea of working remotely within the EU, and I decided it was high time to take advantage of that. Working in the city that I love the most—it sounded like a dream. I painted the picture in the most vivid colors imaginable: coffee breaks with cinnamon buns and a sea view, a jog along the waterfront in-between, and strolling through the city after work, dining out, soaking up the summer atmosphere and the Nordic light. It wasn’t as romantic as I had imagined Reality, however, had different plans. While my wife had the freedom to do all of that, &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53602</post-id>	</item>
		<item>
		<title>The Dark Side of Leadership: Procrastination, Machiavellianism, and Self-Sabotage in the Workplace</title>
		<link>https://trotzendorff.de/psychology/the-dark-side-of-leadership-procrastination-machiavellianism-and-self-sabotage-in-the-workplace/</link>
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		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Thu, 20 Jul 2023 17:31:34 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Organizational Psychology]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53599</guid>

					<description><![CDATA[In the modern workplace, leadership plays a pivotal role in shaping both employee behavior and organizational culture. However, it’s important to remember that not all leadership styles are equally effective or beneficial. Over the years, research has highlighted the darker side of leadership, focusing particularly on the damaging effects of abusive supervision. In this piece, I will delve into five studies that explore the ways in which abusive supervision can trigger employee procrastination, unleash Machiavellian behaviors, and fuel self-sabotage. Additionally, I will investigate how core self-evaluations can influence these behaviors. Lastly, I will provide eight practical tips for managers and organizations on promoting positive leadership styles and preventing abusive supervision. Abusive Supervision: A Closer Look Abusive supervision refers to a pattern of leader behavior characterized by sustained display of hostile verbal and non-verbal behaviors, excluding physical contact. This can include public ridicule, undermining, offensive remarks, and the silent treatment. For example, a manager who consistently belittles their employees in front of their peers, criticizes them harshly for minor mistakes, or ignores them when they try &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53599</post-id>	</item>
		<item>
		<title>The Bigger Your Team, the Lazier Your Employees?</title>
		<link>https://trotzendorff.de/psychology/the-bigger-your-team-the-lazier-your-employees/</link>
					<comments>https://trotzendorff.de/psychology/the-bigger-your-team-the-lazier-your-employees/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Mon, 15 May 2023 16:20:39 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Organizational Psychology]]></category>
		<category><![CDATA[Teams]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53593</guid>

					<description><![CDATA[How does the size of a team impact individual performance? The Ringelmann effect suggests that individual productivity decreases as the size of a group increases, leading some to assume that larger teams result in lazier employees. In simple terms, people tend to put in less effort when they work together in a large group compared to when they work alone or in smaller groups. But what are the underlying causes, and how can organizations address them? The effect was first observed by a French agricultural engineer named Max Ringelmann in the early 1900s during a series of experiments. He noticed that when people pulled on a rope as a team, the total force exerted by the group was less than the sum of the individual efforts. While the Ringelmann effect has been empirically demonstrated in modern teams, there are still some misconceptions about its causes. In management circles, it is widely believed that the primary reason for this performance loss is social loafing, wherein individuals hide in larger groups and become lazy. Although this phenomenon &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53593</post-id>	</item>
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