I think it is important to reason from first principles rather than by analogy. The normal way we conduct our lives is we reason by analogy. [When reasoning by analogy] we are doing this because it’s like something else that was done or it is like what other people are doing — slight iterations on a theme.
#1: Name the enemy #2: Answer “Why now?” #3: Show the promised land before explaining how you’ll get there #4: Identify obstacles—then explain how you’ll overcome them #5: Present evidence that you’re not just blowing hot air #6: The pitch
just look at his “home automation” systems, he built those to get rid of petty tasks so he could focus on higher/creative tasks, and don’t forget J.A.R.V.I.S who handles common tasks for Tony too.
Pysco Pass’ Sibyl System (An Anime)
one of the most intricate and awesome systems that i have seen. Their “AI” controls everything from the government to the career choices of its people in order to maintain Order and the Maximum potential of each person. http://www.animenewsnetwork.com/encyclopedia/anime.php?id=14195
a formula for Productivity as defined by Joakhim Ahlstrom
It has been a year since i came back from japan (after living there for 1 year) and up to now i have been trying to recover the same level of productivity that i had there.
When i came back, i was still trying to understand “How was i different when i was there”? “How was I able to study more focus more and do more”?
First i thought it was the nice weather, so i installed airconditioning, “Aha! now that it is not warm, maybe i can concentrate on reading my books again”, but it was still not enough. I constantly tried to find ways to mimic my conditions there until i found this formula (P=p-i) from Joakhim Ahlstrom and things made more sense to me.
In 7habits of highly effective people(habit1:proactivity), these concepts are represented as circle of influence(potential) and circle of concern(interference). Basically those two circles are everything that you care about.
Sample Scenario #1: Productivity at Work P (Productivity at Work) = p (new ideas, eagerness to go to work after a good night’s sleep) – i (preparing in the morning, commuting to work) Therefore, my mood/productivity when i come to the office highly depends on how much stress i had while commuting (long uncertain waiting, traffic, inconsiderate/annoying passengers) or how eager i am to work on my new ideas, whichever is higher
In PH, some of the interference during commuting are – waiting in line (or worse no line) for the Public Utility Vehicles (jeep/van/bus) to arrive – traffic – annoying passengers – hot weather, Pollution
In Japan, you dont have those, so if you have the same level of eagerness when you wake up in the morning, you will have more of that left if you are to travel from home to work in japan compared to travelling from home to work in PH
I often say to my friends and coworkers that everything is so convenient in japan that you have almost 0 interference, and because you see good quality service all around you you cant help but feel that urge to contribute back which gives you negative interference so [P = +potential +inteference] is just too much productivity
“The object isn’t to make art, it’s to be in that wonderful state which makes art inevitable.” ― Robert Henri
Sample Scenario #2: Benefits from having employees with different perspectives P (Benefits from having employees with different perspectives) = p (unique ideas, unique perspective, unique experiences of each staff) – i (lack of organizational direction/standards)
if An organization does not have a clear vision, core values or guiding principles, it is highly likely that its members will eventually (subconciously) make their own leading to ego wars. Then discussions cant be objective anymore because religious factions have already appeared revolving on their own subcultures. Situations like this just lead to stress and unproductive meetings.
On the otherhand, if an organization has a string vision and core values and its leaders reinforce it regularly, new ideas/conflicting ideas can be sorted out objectively without hurting anyone.
I think i can cite more examples, because i often think of them on my freetime. But i am too lazy to write about them right now. (i wonder what interference im having now)
Sample Scenarion #3: Travelling/Vacation
P (relaxation) = p (new views, new experiences, a break from life’s monotony) – i(cost, planning, travelling’s inconveniences)
in PH it is common that people feel very exhausted when they come back after a vacation.
Now that you are aware at the concept of Interference/Impediments, think about your interfefences/impediments that prevent you from being more productive in things at you do and I hope you can also slowly work on them to be more productive and less stressed. 🙂
― Will Mcavoy
“The first step in solving a problem is recognizing there is one”
During this lecture I will talk about something that I think is extremely interesting: What is efficiency? It is a term that everyone uses, but very few understand. I would argue that 98% of all organizations have an incorrect understanding of what “true” efficiency really is. We tend to over focus on individual and functional performance. We think that efficient “islands” is a good thing. The more we deliver the better! The problem is that research shows the exact opposite! The more we try to squeeze out from the different islands within our organization, the more inefficient the organization will be! So what is the conclusion? Being “busy” is BAD! We call this the efficiency paradox! During this lecture I will describe why this phenomena occurs and how we have to redefine our view on efficiency in order to deliver true customer satisfaction!
This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at
Imagine that you are having an out-of-body experience watching a doctor perform open-heart surgery on you. This doctor has a deadline (in the literal sense). He must finish before the heart-lung bypass machine damages too many of your blood cells. How do you want him to behave? Do you want him to behave like the typical software developer, rushing and making a mess? Do you want him to say: “I’ll go back and fix this later?” Or do you want him to hold carefully to his disciplines, taking his time, confident that his approach is the best approach he can reasonably take. Do you want a mess, or professionalism?
[et_pb_section fb_built=”1″ _builder_version=”3.22″][et_pb_row _builder_version=”4.4.1″ column_structure=”1_4,3_4″ hover_enabled=”0″][et_pb_column _builder_version=”4.4.1″ type=”1_4″][et_pb_text _builder_version=”4.4.1″ hover_enabled=”0″][/et_pb_text][/et_pb_column][et_pb_column _builder_version=”4.4.1″ type=”3_4″][et_pb_text _builder_version=”4.4.1″ hover_enabled=”0″]2016-02-20, my 3rd and 4th copies of “Start with why” arrived from Amazon Japan
I’m so happy to share it to my friends who are also on their journey to self-improvement and increasing productivity.
I first learned about this when I stumbled upon one of the most viewed ted talk of all time.
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action[/et_pb_text][/et_pb_column][/et_pb_row][et_pb_row _builder_version=”4.4.1″][et_pb_column _builder_version=”4.4.1″ type=”4_4″][et_pb_text _builder_version=”4.4.1″ hover_enabled=”0″]
Start with why
this book will teach you how good companies become good at what they do, and I’ts because they are committed to cause, a purpose. This will tell you why some people are able to reach the top of Maslow’s Pyramid while some cannot.
This will teach you how to communicate Ideas well and how to find the right people to work on them, with you, together.