Welcome to Farnam Street

Mastering The Best Of What Other People Have Already Figured Out

Farnam Street is devoted to helping you develop an understanding of how the world really works, make better decisions, and live a better life. We address such topics as mental models, decision making, learning, reading, and the art of living.

In a world full of noise, Farnam Street is a place where you can step back and think about time-tested ideas while asking yourself questions that lead to meaningful understanding. We cover ideas from science and the humanities that will not only expand your intellectual horizons but also help you connect ideas, think in multidisciplinary ways, and explore meaning.

Headquartered in Ottawa, Canada, and run by Shane Parrish, we operate around the globe and have helped millions of people master the best of what other people have already figured out.

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Upcoming Workshops

Re:Think Innovation

Wednesday September 27-30

Houston, TX

If you're not innovating, you're standing still, yet we rarely reflect on how we innovate and how we lead innovation.

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Recent Articles

All Models Are Wrong

June 21, 2017

How is your journey towards understanding Farnam Street’s latticework of mental models going? Is it proving useful? Changing your view of the world? If the answer is that it’s going well that’s good. There’s just one tiny hitch. All models are wrong. Yep. It’s the truth. However, there is another part to that statement: All […]

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Mutually Assured Destruction — What Have We Done?

June 19, 2017

“They’ll take an eye for an eye until the whole world can’t see We must stumble forward blind, repeating history.” — Conor Oberst *** The History of Mutually Assured Destruction On the day in 1945 that Robert A Lewis, copilot of the B-29 Superfortress dropped the first atomic bomb on Hiroshima, he wrote six agonizingly […]

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People Don’t Follow Titles: Necessity and Sufficiency in Leadership

June 15, 2017

“Colonel Graff: You have a habit of upsetting your commander. Ender Wiggin: I find it hard to respect someone just because they outrank me, sir.” — Orson Scott Card *** Many leaders confuse necessary conditions for leadership with sufficient ones. Titles often come with the assumption people will follow you based on a title. Whether […]

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