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Jason Fried


  • Rework:
    Great book by the founders of 37 signals on how to get to work and avoid the distractions of bad management practices. Take a new look at how to work without the outdated traditions.


  • The Way I Work: Jason Fried of 37Signals   view details
    "I spend another good portion of my day thinking about how to make things less complicated. In the software world, the first, second, and third versions of any product are really pretty good, because everyone can use them. Then companies start adding more
  • Why I Run a Flat Company   view details
    "At 37signals, however, we have a different position on ambition. We're not big fans of what I consider 'vertical' ambition—that is, the usual career-path trajectory, in which a newbie moves up the ladder from associate to manager to vice president over a number of years of service. On the other hand, we revere "horizontal" ambition—in which employees who love what they do are encouraged to dig deeper, expand their knowledge, and become better at it. We always try to hire people who yearn to be master craftspeople, that is, designers who want to be great designers, not managers of designers; developers who want to master the art of programming, not management."

Author Quotes

  • Obscurity is a good thing. You can fail in obscurity. It removes the fear of failure.

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  • Projections are bullshit. They're just guesses. Wait until the real thing happens and then when it happens, then you can make the decision. Make decisions when you have a lot of information to make the decision. Not when you have to guess about what the decision is going to be or use data that doesn't exist yet.

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  • There's nothing wrong with staying small. You can do big things with a small team.

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  • You don't need a lot of the stuff you think you need.

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  • You want more constraints on you. You want to embrace constraints. Don't try to use resources to get them out of the way.

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  • No is easier to do. Yes is easier to say.

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  • The real problems in the office are the managers and the meetings.

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    Why work doesn't happen at work

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