🙏 Blogging as a forgiving medium — “The ability to “move it around for a long time” is what I’m looking for in a writing medium — I want words and images to be movable, I want to switch them out, copy and cut and paste them, let them mutate. “
I love the few minutes after I press publish on a post, which feels like a race against time between me and the first readers of it. Who will spot the typos and grammatical errors first?
This is useful, especially if you’re not blogging yet (or haven’t for a while!)
⌚ How to be more productive without forcing yourself — “Basically, if you’re addicted to any of the high-dopamine, low-effort activity, please quit it. At least temporarily so you can reestablish a healthy relationship to work. The more experienced we’re about the topic, the more obvious this is. There is no other way than to temporarily quit the addiction.”
I like the practical advice in this article. Too many people do stuff that’s too low-value, thus squandering their talent and ability to take on more important stuff.
🤔 Objective or Biased — “This type of analysis software is not widely used in recruiting in Germany and Europe right now. However, large companies are definitely interested in the technology, as we learn during off-the-record conversations. What seems to be attractive: A shorter application process which can save a lot of resources and money.”
This is kind of laughable and serious at the same time. I’ve felt the pain of hiring but, as this research shows, automating the hard parts doesn’t lead to awesome results.
🤖 Why the Dancing Robots Are a Really, Really Big Problem — “No, robots don’t dance: they carry out the very precise movements that their — exceedingly clever — programmers design to move in a way that humans will perceive as dancing. It is a simulacrum, a trompe l’oeil, a conjurer’s trick. And it works not because of something inherent in the machinery, but because of something inherent in ours: our ever-present capacity for finding the familiar. It looks like human dancing, except it’s an utterly meaningless act, stripped of any social, cultural, historical, or religious context, and carried out as a humblebrag show of technological might.”
💭 Why Do We Dream? A New Theory on How It Protects Our Brains — “We suggest that the brain preserves the territory of the visual cortex by keeping it active at night. In our “defensive activation theory,” dream sleep exists to keep neurons in the visual cortex active, thereby combating a takeover by the neighboring senses.”
✅ A simple 2 x 2 for choices — “It might be simple, but it’s not always easy. Success doesn’t always mean money, it just means that you got what you were hoping for. And while every project fits into one of the four quadrants, there’s no right answer for any given person or any given moment..”
Some people think it’s the Protestant work ethic, others that it’s a genetic predisposition. Me? I think it’s to do with the highly competitive nature of western societies.
Whatever you think causes it, the inability of adults, including myself, to spend a day doing nothing is kind of problematic. It’s something I often discuss with Laura Hilliger (and she refers to it regularly in her excellent newsletter)
There’s a university in Hamburg, Germany, giving out ‘idleness grants’ for people to do absolutely nothing. Emma Beddington’s answers to the questions on the application form aren’t too different to how I’d answer:
What do you not want to do? I want not to compare my achievements, or lack of them, with others’. If successful, for the duration of my idleness grant I will crush the exhausting running mental commentary that points out what those with energy, drive and ambition are achieving and enumerates my inadequacies. When one or other of my nemeses tweets the dread phrase “some personal news” (always the precursor to an announcement of professional glory), I will not feel bad, because I will have accepted that “being quite lazy” has inherent merit in 2020.
There are major issues of transparency and authenticity here because the beliefs and opinions don’t actually belong to the digital models, they belong to the models’ creators. And if the creators can’t actually identify with the experiences and groups that these models claim to belong to (i.e., person of color, LGBTQ, etc.), then do they have the right to actually speak on those issues? Or is this a new form of robot cultural appropriation, one in which digital creators are dressing up in experiences that aren’t theirs?
Sinead Bovell (Vogue)
This is an incredible article that looks at machine learning and AI through the lens of an industry I hadn’t thought of as being on the brink of being massively disrupted by technology.
It is strange that “cancel culture” has become a project of the left, which spent the 20th century fighting against capricious firings of “troublesome” employees. A lack of due process does not become a moral good just because you sometimes agree with its targets. We all, I hope, want to see sexism, racism, and other forms of discrimination decrease. But we should be aware of the economic incentives here, particularly given the speed of social media, which can send a video viral, and see onlookers demand a response, before the basic facts have been established. Afraid of the reputational damage that can be incurred in minutes, companies are behaving in ways that range from thoughtless and uncaring to sadistic.
If you care about progressive causes, then woke capitalism is not your friend. It is actively impeding the cause, siphoning off energy, and deluding us into thinking that change is happening faster and deeper than it really is. When people talk about the “excesses of the left”—a phenomenon that blights the electoral prospects of progressive parties by alienating swing voters—in many cases they’re talking about the jumpy overreactions of corporations that aren’t left-wing at all.
Helen Lewis (The Atlantic)
Cancel culture is problematic, and mainly because of the unequal power structures involved. This is an important read. See also this article by Albert Wenger which has some suggestions towards the end in this regard.
The goal of productivity is to get the things you have to get done finished so you can spend more time on the things you want to do. Don’t fall into the busy trap, where you judge your self-worth by how productive you are or how much you’ve contributed to your company or manager. We’re all just trying to keep our heads above water. I hope these tips will help you do the same.
Alan Henry (WIRED)
As I wrote yesterday on my personal blog, I have a bit of an issue with perfectionism. So this reminder, along with the other great advice in the article, was a timely reminder.
If you treat somebody with disdain, of course, you give that person a psychological incentive to diminish your opinion and to want you to be less powerful. Inversely, if you demonstrate understanding and appreciation of someone’s contribution, you create a psychological incentive in the individual to give greater weight to your opinion. And that person will want to strengthen the weight of your opinion in the eyes of others. Appreciation and gratitude breed appreciation and gratitude.
Bruce Tulgan (Fast Company)
Creating a productive, psychologically safe, and emotionally intelligent environment means thanking people for the work they do. That means for their day-to-day activities, not just when they put in a herculean effort. A paycheck is not thanks enough for the work we do and the value we provide.
More interesting still is that nostalgia can bring to mind time-periods we didn’t directly experience. In the film Midnight in Paris (2011), Gil is overwhelmed by nostalgic thoughts about 1920s Paris – which he, a modern-day screenwriter, hasn’t experienced – yet his feelings are nothing short of nostalgic. Indeed, feeling nostalgic for a time one didn’t actually live through appears to be a common phenomenon if all the chatrooms, Facebook pages and websites dedicated to it are anything to go by. In fact, a new word has been coined to capture this precise variant of nostalgia – anemoia, defined by the Urban Dictionary and the Dictionary of Obscure Sorrows as ‘nostalgia for a time you’ve never known’.
How can we make sense of the fact that people feel nostalgia not only for past experiences but also for generic time periods? My suggestion, inspired by recent evidence from cognitive psychology and neuroscience, is that the variety of nostalgia’s objects is explained by the fact that its cognitive component is not an autobiographical memory, but a mental simulation – an imagination, if you will – of which episodic recollections are a sub-class.
Nigel Warburton (Aeon)
In the UK at least, shows like Downton Abbey and Call The Midwife are popular. My view of this is that, as this article would seem to support, it’s a kind of nostalgia for a time that was imagined to be better.
There’s a sinister side to this, as well. This kind of nostalgia seems to be particularly prevalent among more conservative-leaning (white) people harking back to a time of greater divisions in society along race and class lines. I think it’s rather disturbing.
Quiet Parks International (QPI) is a nonprofit working to establish certification for quiet parks to raise awareness of and preserve quiet places. The fledgling organization—whose members include audio engineers, scientists, environmentalists, and musicians—has identified at least 262 sites worldwide, including 30 in the US, that it believes are quiet or could become so with management changes….
QPI has no regulatory authority, but like the International Dark Sky Association’s Dark Sky Parks initiative, the nonprofit believes its certification—granted only after a detailed, three-day sound analysis—can encourage public support of preservation efforts and provide guidelines for protection. “The places that are quiet today … are basically leftovers—places that are out of the way,” Quiet Parks cofounder Gordon Hempton says.
Jenny Morber (WIRED)
I live in a part of the world close to both a designated Dark Sky Park and mountains into which I can escape. Light and noise pollution threaten both of them, so I’m glad to hear of these efforts.
The article with the above embedded video is from five years ago, but someone shared it on my Twitter timeline and it reminded me of something. When I taught my History students about the Industrial Revolution it blew their minds that different parts of the country could be, effectively, on different ‘timezones’ until the dawn of the railways.
It just goes to show how true it is that first we shape our tools, and then they shape us.
“Uncertainty is one of the biggest elements that contributes to our experience of stress,” said Lynn Bufka, the senior director of Practice, Research, and Policy at the American Psychological Association. “Part of what we try to do to function in our society is to have some structure, some predictability. When we have those kinds of things, life feels more manageable, because you don’t have to put the energy into figuring those things out.”
Emily Baron Cadloff (VICE)
A short but useful article on why despite having grand plans, it’s difficult to get anything done in our current situation. We can’t even plan holidays at the moment.
The industrialized world is so full of human faces, like in ads, that we forget that it’s just ink, or pixels on a computer screen. Every time our ancestors saw something that looked like a human face, it probably was one. As a result, we didn’t evolve to distinguish reality from representation. The same perceptual machinery interprets both.
Jim Davies (Nautilus)
A useful reminder that our brain contains several systems, some of which are paleolithic.
The Wright Flier could only go 200 meters, and the Rocket Belt could only fly for 21 seconds. But the Flier was a breakthrough of principle. There was no reason why it couldn’t get much better, very quickly, and Blériot flew across the English Channel just six years later. There was a very clear and obvious path to make it better. Conversely, the Rocket Belt flew for 21 seconds because it used almost a litre of fuel per second – to fly like this for half a hour you’d need almost two tonnes of fuel, and you can’t carry that on your back. There was no roadmap to make it better without changing the laws of physics. We don’t just know that now – we knew it in 1962.
A useful post about figuring out whether something will happen or be successful. The question is “what would have to change?”
The case went to court after the woman refused to delete photographs of her grandchildren which she had posted on social media. The mother of the children had asked several times for the pictures to be deleted.
The GDPR does not apply to the “purely personal” or “household” processing of data. However, that exemption did not apply because posting photographs on social media made them available to a wider audience, the ruling said.
“With Facebook, it cannot be ruled out that placed photos may be distributed and may end up in the hands of third parties,” it said.
The woman must remove the photos or pay a fine of €50 (£45) for every day that she fails to comply with the order, up to a maximum fine of €1,000.
I think this is entirely reasonable, and I’m hoping we’ll see more of this until people stop thinking they can sharing the personally identifiable information of others whenever and however they like.
– Environment (E) – are the reasons its not happening outside of the control of the people you identified in Step 1? Do they have the resources, the tools, the funding? Do their normal objectives mean that they have to prioritise other things? Does the prevailing organisational culture work against achieving the goals?
– Skills (S) – Are they aware of the tasks they need to do and enabled to do them?
– Knowledge (K) – is the knowledge they need available to them? It could either be information they have to carry around in their heads, or just be available in a place they know about.
– Motivation (Mo) – Do they have the will to carry it out?
The last three (S,K, Mo) work a little bit like the fire triangle from that online fire safety training you probably had to do this year. All three need to be present for new practice to happen and to be sustainable.
Chris Thomson (Jisc)
In this post, Chris Thomson, who I used to work with at Jisc, challenges the notion that training is about getting people to do what you want. Instead, this ESKiMO approach asks why they’re not already doing it.
Within Scrum, estimates have a primary purpose – to figure out how much work the team can accomplish in a given sprint. If I were to grant that Sprints were a good idea (which I obviously don’t believe) then the description of estimates in the official Scrum guide wouldn’t be a problem.
The problem is that estimates in practice are a bastardization of reality. The Scrum guide is vague on the topic so managers take matters into their own hands.
Lane Wagner (Qvault)
I’m a product manager, and I find it incredible that people assume that ‘agile’ is the same as ‘Scrum’. If you’re trying to shoehorn the work you do into a development process then, to my mind, you’re doing it wrong.
As with the example below, it’s all about something that works for your particular context, while bearing in mind the principles of the agile manifesto.
The downside of all those nice methods and tools is that you have to apply them, which can be of course, postponed as well. Thus, the most important step is to integrate your tool or todo list in your daily routine. Whenever you finish a task, or you’re thinking what to do next, the focus should be on your list. For example, I figured out that I always click on one link in my browser favourites (a news website) or an app on my mobile phone (my email app). Sometimes I clicked hundred times a day, even though, knowing that there can’t be any new emails, as I checked one minute ago. Maybe you also developed such a “useless” habit which should be broken or at least used for something good. So I just replaced the app on my mobile and the link in my browser with my Remember The Milk app which shows me the tasks I have to do today. If you have just a paper-based solution it might be more difficult but try to integrate it in your daily routines, and keep it always in reach. After finishing a task, you should tick it in your system, which also forces you to have a look at the task list again.
Some useful pointers in this post, especially at the end about developing and refining your own system that depends on your current context.
The focus should be on the insistence of excellence, both from yourself and from those around you. The wisdom from experience. The work ethic. The drive. The dedication. The sacrifice. Jordan hits on all of those. And he even implies that not everyone needed the “tough love” to push them. But that’s glossed over for the more powerful mantra. Still, it doesn’t change the fact that not only are there other ways to tease such greatness out of people — different people require different methods.
M.G. Siegler (500ish)
I like basketball, and my son plays, but I haven’t yet seen the documentary mentioned in this post. The author discusses Michael Jordan stating that “Winning has a price. And leadership has a price.” However, he suggests that this isn’t the only way to get to excellence, and I would agree.
I wasn’t sure whether to share links about the Coronavirus this week, but obviously, like everyone else, I’ve been reading about it.
Next week, my wife and I are heading to Belgium as I’m speaking at an event, and then we’re spending the weekend in Bruges. I think we’ll be OK. But even if we do contract the virus, the chances of us dying, or even being seriously ill, are vanishingly small. It’s all very well being pragmatic, but you can’t live your life in fear.
Anyway, if you’ve heard enough about potential global pandemics, feel free to skip straight onto the second and third sections, where I share some really interesting links about organisations, productivtiy, security, and more!
I’ve been tracking it carefully for weeks, and have built up an online search strategy. I’d like to share a description of it here, partly in case it’s useful for readers, and also to request additions in case it’s missing anything.
What I like about this post by Bryan is that he’s sharing both his methods and go-to resources, without simultaneously sharing his conclusions. That’s the mark of an open mind, and that’s why I support him on Patreon.
The danger we are now finding ourselves in can be directly traced to our reliance on the market mechanism for allocating attention. A global pandemic is an example of the kind of tail risk for which prices cannot exist. This is a key theme of my book World After Capital and I have been using pandemics as an alternative example to the climate crisis (another, while we are at it, are asteroid strikes).
Albert Wenger (Continuations)
I really must sit down and read World After Capital. In this short post, the author (a Venture Capitalist) explains why we need to allocate attention to what he calls ‘tail risks’.
Many countries have responded with containment attempts, despite the dubious efficacy and inherent harms of China’s historically unprecedented crackdown. Certain containment measures will be appropriate, but widely banning travel, closing down cities, and hoarding resources are not realistic solutions for an outbreak that lasts years. All of these measures come with risks of their own. Ultimately some pandemic responses will require opening borders, not closing them. At some point the expectation that any area will escape effects of COVID-19 must be abandoned: The disease must be seen as everyone’s problem.
James Hamblin (The Atlantic)
Will you get a cold at some point in your life? Yes, probably most winters in some form. Will you catch ‘flu at some point in your life. Yes, probably, at some point. Will you get the Coronavirus. Almost certainly, but it’s not going to kill you unless your very young, very old, or very weak.
The principal limitation of the work OS concept is that companies do not operate independently: they are increasingly connected to other organizations. The model of work OS is too inwardly focused, when the real leverage may come from the interactions across company boundaries, or by lessening the barriers to cross-company cooperation. (In a sense, this is just the fullest expression of the ideal of cross-team and cross-department cooperation: if it’s good at the smallest scale, it is great at the largest scale.)
Stowe Boyd (GigaOM)
This post is interesting for a couple of reasons. First, I absolutely agree with the end game that Boyd describes here. Second, our co-op has just started using Monday.com and have found it… fine, and doing what we need, but I can’t wait for some organisation to go beyond the ‘work OS’.
A career moat is an individual’s ability to maintain competitive advantages over your competition (say, in the job market) in order to protect your long term prospects, your employability, and your ability to generate sufficient financial returns to support the life you want to live. Just like a medieval castle, the moat serves to protect those inside the fortress and their riches from outsiders.
cedric chin (Commonplace)
I came across links to two different posts on the same blog this week, which made me investigate it further. The central thesis of the blog is that we should aim to build ‘career moats’, which is certainly an interesting way of thinking about things, and this link has some practical advice.
Having access to the Internet is a gift, I can access anything or anyone. But this comes with a few drawbacks. I can waste my time on anything, which is not particularly helpful. There are so many content that I only scratch things, knowing it will still be there when I need it, and jump to something else. The amount of data is impressive, one human can’t absorb that much, we have to deal with it.
I love this idea of having a machine that remains offline and which you use for music and writing. Especially the writing. In fact, I was talking to someone earlier this week about using my old 1080p monitor in portrait mode with a Raspberry Pi to create a ‘writing machine’. I might just do it…
At a fundamental level, I believe work is never done, that there is always another challenge to explore, other ways to have a larger impact. Leaders need to inspire and motivate us to embrace that reality as an exciting opportunity rather than an endless drudge or a source of continual worry.
Sam Knuth (Opensource.com)
This is a great article. As a leader and someone who’s only admitted to myself recently that I am, indeed an ‘anxious person’, I see similarities with my experiences here.
Maybe you want to be more productive at work. Maybe you want to spend more time being creative or learning new skills. Or maybe you just wish you spent more time communicating with the people you love and less time scrolling through websites that bring you brief moments of joy just frequently enough that you’re willing to tolerate the broader feeling of anxiety/jealousy/outrage.
The internet can be an amazing tool for pursuing these goals, but it’s not necessarily designed to push you toward it. You’ve got to work to create the environment for yourself. Here are some ways you can do just that.
Justin Pot (Fast Company)
It’s now over five years since I wrote Curate or Be Curated. The article, and the warning it contains, stands the test of time, I think. The ‘tricks’ shared in this Fast Company article, shared by Ian O’Byrne are a helpful place to start.
To help our Times colleagues think like doxxers, we developed a formal program that consists of a series of repeatable steps that can be taken to clean up an online footprint. Our goal with this program is to empower people to control the information they share, and to provide them with tools and resources to have a better awareness around the information they intentionally and unintentionally share online. We are now publicly releasing the content of this program for anyone to access. We think it is important for freelancers, activists, other newsrooms or people who want to take control of their own security online.
The NYT Open Team
This is a great idea. ‘Doxxing’ is the digging-up and sharing of personal information (e.g. home addresses) for the purposes of harrassment. This approach, where you try to ‘dox’ yourself so that you can take protective steps, is a great idea.
Header image by Adli Wahid who says “Rest in Peace Posters of Dr Li Wenliang, who warned authorities about the coronovirus outbreak seen at Hosier Lane in Melbourne, Australia. Hosier Lane is known for its street art. “
Inspired by Venkatesh Rao’s Ribbonfarm Roughs series, I’ve decided to start creating ebooks, collecting together in one place the best Thought Shrapnel articles on particular topics.
In this first of a series that I’ll be publishing over the coming weeks and months, I’ve chosen to curate selected articles on personal productivity written between 2018 and 2019.
Some may see this as an opportunity to back Thought Shrapnel if they can’t commit to supporting this work on a monthly basis. You may name your price for this book, with a suggested amount of £2.50 (currently around $3.25)
I confess to not yet having read Elizabeth Emens’ book The Art of Life Admin but it’s definitely on my list to read this year. A recent BBC Worklife article cites the book and the concept of ‘attention residue’. This is defined as multiple tasks and obligations which split our attention and reduce our overall performance.
“If you have attention residue, you are basically operating with part of your cognitive resources being busy, and that can have a wide range of impacts – you might not be as efficient in your work, you might not be as good a listener, you may get overwhelmed more easily, you might make errors, or struggle with decisions and your ability to process information.”
Sophie Leroy (associate professor of management at the University of Washington)
The other two, if you’re wondering, are exercise and nutrition. (While I know very talented people who don’t exercise nor look after their bodies, I don’t know any very productive people who aren’t careful about keeping active and what they put into their bodies.)
Back to attention residue, and as the author of the BBC article points out, getting rid of life admin and the associated attention residue means you can enjoy life a little more, guilt-free:
In my case, the GYLIO experiment proved that self-care is less about carving out time to relax amid chaos, and more about removing to-dos from our crowded lives. With some life admin cleared away, I had a bubble bath and enjoyed the smug delight of a life – momentarily – in order.
For me, sleep is extremely important As I learned when our children were very small, I really can’t function properly if I have less than seven hours’ sleep for two nights in a row.
As a result, I tend to go to bed early, usually before my wife, and definitely having ensured that I’ve avoided screens after 21:00. I’m definitely in bed by 22:00 and then read until about 22:30.
That means, as has been happening recently, if I am disturbed around 05:30, I can get up and carve out some quiet time to myself before the family awakens. Usually, though, I sleep until around 06:30 which means that, according to my smartband, I’m well-rested.
While we’re on the subject of sleep and sleepiness, if you drink coffee first thing in the morning, you might want to rethink that approach:
I stopped drinking coffee about a year and a half ago, and instead drink around three cups of tea over the course of the day. Otherwise, I’ve found, it’s very easy to use caffeine as an accelerator pedal and alcohol as a brakepedal.
Without productive routines it’s easy to become overwhelmed. In an article I shared in last Friday’s link roundup about communicating better at work, Michael Natkin, suggests that feeling overwhelmed is a common situation:
We’ve all been there. You’ve got so much on your plate that you don’t know where to start. Things that look like they will take fifteen minutes balloon into five-day poop-storms. Every item you cross off your list seems to spawn three more. The check engine light just went on in your car. And now your boss is chasing you down for an unexpected fire drill.
The temptation, when you’re feeling overwhelmed, is to try and hide, to let no-one know that you’re not coping. But that’s a really dangerous approach, and the exact opposite of what you should do.
Instead, Natkin suggests an approach of ‘over-communicating’ which, he says, engages empathy and invites trust:
Make a (prioritised) list
Write an email to your line manager (and anyone else you should inform) giving realistic estimates of when your projects will be complete.
Agree on a plan, and keep everyone updated
You should ask for feedback on your proposed course of action, he says, rather than giving it as a fait accompli.
I think this is a great strategy. What we all need to realise is that, usually, we were chosen for the position we’re in, and therefore we should use that to fuel our confidence and self-esteem. Communicating a plan is always better than hiding.
Finally, a word about admin. Some people absolutely love spreadsheets, get a little thrill when they reconcile transactions, and don’t mind filling in forms. If, like me, that sounds like the exact opposite of the things I enjoy doing, then you need some admin support.
You can pay for it, you can ask your employer to provide it, or you can call in favours. Either way, without it, you’re going to eventually drown in life admin at home and work admin at the office.
My only bit of advice would be to really set your stall out for this. Don’t whine or complain about your workload; instead, explain the situation and the impact of admin on your productivity. Put it in financial terms, if necessary.
What are your tips around “attention residue” and what to do when feeling overwhelmed?