227 Matching Annotations
  1. Last 7 days
    1. Too bad there wasn't more information in the citations, even just the author & title, let alone a short summary. I wouldn't follow the link.

    1. Holiday’s is project-based, or bucket-based.

      Ryan Holiday's system is a more traditional commonplace book approach with broad headings which can feel project-based or bucket-based and thus not as flexible or useful to some users.

  2. Oct 2021
    1. Here's a framing I like from Gary Bernhardt (not set off in a quote block since this entire section, another than this sentence, is his). People tend to fixate on a single granularity of analysis when talking about efficiency. E.g., "thinking is the most important part so don't worry about typing speed". If we step back, the response to that is "efficiency exists at every point on the continuum from year-by-year strategy all the way down to millisecond-by-millisecond keystrokes". I think it's safe to assume that gains at the larger scale will have the biggest impact. But as we go to finer granularity, it's not obvious where the ROI drops off. Some examples, moving from coarse to fine: The macro point that you started with is: programming isn't just thinking; it's thinking plus tactical activities like editing code. Editing faster means more time for thinking. But editing code costs more than just the time spent typing! Programming is highly dependent on short-term memory. Every pause to edit is a distraction where you can forget the details that you're juggling. Slower editing effectively weakens your short-term memory, which reduces effectiveness. But editing code isn't just hitting keys! It's hitting keys plus the editor commands that those keys invoke. A more efficient editor can dramatically increase effective code editing speed, even if you type at the same WPM as before. But each editor command doesn't exist in a vacuum! There are often many ways to make the same edit. A Vim beginner might type "hhhhxxxxxxxx" when "bdw" is more efficient. An advanced Vim user might use "bdw", not realizing that it's slower than "diw" despite having the same number of keystrokes. (In QWERTY keyboard layout, the former is all on the left hand, whereas the latter alternates left-right-left hands. At 140 WPM, you're typing around 14 keystrokes per second, so each finger only has 70 ms to get into position and press the key. Alternating hands leaves more time for the next finger to get into position while the previous finger is mid-keypress.) We have to choose how deep to go when thinking about this. I think that there's clear ROI in thinking about 1-3, and in letting those inform both tool choice and practice. I don't think that (4) is worth a lot of thought. It seems like we naturally find "good enough" points there. But that also makes it a nice fence post to frame the others.
    2. Another common reason for working on productivity is that mastery and/or generally being good at something seems satisfying for a lot of people. That's not one that resonates with me personally, but when I've asked other people about why they work on improving their skills, that seems to be a common motivation.
    3. As with this post on reasons to measure, while this post is about practical reasons to improve productivity, the main reason I'm personally motivated to work on my own productivity isn't practical. The main reason is that I enjoy the process of getting better at things, whether that's some nerdy board game, a sport I have zero talent at that will never have any practical value to me, or work. For me, a secondary reason is that, given that my lifespan is finite, I want to allocate my time to things that I value, and increasing productivity allows me to do more of that, but that's not a thought i had until I was about 20, at which point I'd already been trying to improve at most things I spent significant time on for many years.
    4. A specific example of something moving from one class of item to another in my work was this project on metrics analytics. There were a number of proposals on how to solve this problem. There was broad agreement that the problem was important with no dissenters, but the proposals were all the kinds of things you'd allocate a team to work on through multiple roadmap cycles. Getting a project that expensive off the ground requires a large amount of organizational buy-in, enough that many important problems don't get solved, including this one. But it turned out, if scoped properly and executed reasonably, the project was actually something a programmer could create an MVP of in a day, which takes no organizational buy-in to get off the ground. Instead of needing to get multiple directors and a VP to agree that the problem is among the org's most important problems, you just need a person who thinks the problem is worth solving.
    5. Unlike most people who discuss this topic online, I've actually looked at where my time goes and a lot of it goes to things that are canonical examples of things that you shouldn't waste time improving because people don't spend much time doing them. An example of one of these, the most commonly cited bad-thing-to-optmize example that I've seen, is typing speed (when discussing this, people usually say that typing speed doesn't matter because more time is spent thinking than typing). But, when I look at where my time goes, a lot of it is spent typing.
    6. It is commonly accepted, verging on a cliche, that you have no idea where your program spends time until you actually profile it, but the corollary that you also don't know where you spend your time until you've measured it is not nearly as accepted.
    7. I'm not a naturally quick programmer. Learning to program was a real struggle for me and I was pretty slow at it for a long time (and I still am in aspects that I haven't practiced). My "one weird trick" is that I've explicitly worked on speeding up things that I do frequently and most people have not.
    1. I spend a huge amount of time in front of a computer/laptop. I’d like to think that most of that time is reasonably productive, i.e.: I’m getting stuff done (as opposed to simply browsing Facebook/Reddit/Youtube etc). I feel it’s really important, therefore, for me to attempt to maximise the efficiency of the process. I don’t mean in the sense of “ensure that I don’t waste time on Facebook”, but more the sense of “I know what small action I want to accomplish at this moment, and I’d like for my computer to obey me as fast as possible

      Obeying is the key.

  3. Sep 2021
    1. Some interesting finds Josh.

      Related to some of the bullet journal (aka BuJo) and journaling space you will eventually come across the idea of "morning pages" which is a technique where you spend a block of time (usually in the morning, but ideally just before you want to do your creative thinking work) where you write for a set amount of time or number of pages. The goal of this method (and to some extent bullet journaling) is to clear the cruft and extraneous details out of your head to be able to better prioritize and focus on your creative work. There's a relatively large group of people doing this as a technique, so even knowing the phrase can help one to find the literature.

      Tangentially related to this and memory (via our old friend rhetoric), I've been doing some significant research into the commonplace book tradition and general note taking with an eye towards knowledge acquisition, creation, and spaced repetition systems. This has led into research into the areas of the zettelkasten, digital note taking, digital gardens and the like. All fascinating areas which overlap memory via rhetoric. I suspect that many mnemonists in the Renaissance used commonplace books as physical written memory palaces, though I've yet to find anything in my research that directly links them other than the relationship they have in the long tradition of rhetoric in Western culture. Since you mention music and writing lyrics, I recently noted that Eminem has a commonplace technique which he calls "stacking ammo" by which he compiles ideas for his lyrics. His method is certainly less structured than a traditional commonplace book, but the overall form traces back to our friends Aristotle, Cicero, and Quintilian.

      If you delve into some of the Bullet Journal and journaling literature you'll find a subculture of people (YouTube has hundreds of people with entire channels dedicated to the topic) who write into their daily/weekly planners and decorate them with stickers, washi tape, photos, calligraphy, drawings, etc. I've called some of this "productivity porn" before, but if you search commonplace book on Instagram or Pinterest you'll find examples of people whose journals and notes are becoming physical memory palaces where the visuals are likely helping them remember portions of their lives or what they're writing. The stickers and images to some extent are serving the purpose of drolleries seen in Medieval manuscripts as mnemonic devices.

      And finally, tangentially related to all of this is another interesting sub-genre of memory and note taking called sketchnotes which combines active listening, writing, and drawing into a mnemonic related note taking activity. I'm actually a bit surprised to find so little on the technique here on the forum. Searching for sketchnotes on social media will provide lots of examples and there are many "What are sketchnotes" short videos on YouTube that will give you an idea of what's going on. Many of these talk about a memory component, but not being mired into the sub-topic of rhetoric, they're usually not using the same framings we would (here on the forum), though the effects one might expect are the same.

      Some related richer resources for these areas, to help people from going down the rabbit hole within the performative social media spaces:

      • How to Take Smart Notes: One Simple Technique to Boost Writing, Learning and Thinking–for Students, Academics and Nonfiction Book Writers by Sönke Ahrens
        • This touches on note taking within a zettelkasten framing, but is also applicable to the commonplace book tradition
      • Sketchnote Handbook, The: the illustrated guide to visual note taking by Mike Rohde
        • This is one of the bibles in the space and gives a solid overview of what, why, how, etc.
      • A Brief History & Ethos of the Digital Garden by Maggie Appleton
    1. https://www.youtube.com/watch?v=oX-rpV5PPQ4

      Reasons people quit:

      • Time 29.9%
      • Overwhelm 28.7%
      • Performance 14.9%
      • Perfectionism 13.8%
      • Comparison 12.6%

      Most of the reasons relate to social media and pressure of perfectionism related to it. Definitely fits into my productivity porn thesis.

      These are all things for people in the digital garden space to watch out for in the future. Presenting one's learning in public can eventually evolve into something negative if not done for the correct reasons. Bullet Journal's rise to popularity in coordination with the rise of social media can be a means for forcing people to quit it all.

    1. mill dam, attending a Baptist association and a public hanging.56 This general irregularity must be placed within the irregular cycle of the working week (and indeed of the working year) which provoked so much lament from moralists and mercantilists in the seventeenth and eighteenth centu

      The irregularity of the work day of the common people in the 17th and 18th centuries ran counter to the desires of both moralists and mercantilists.

      What might this tension tell us about both power structures both then and today?

      While specialization since that time has increased the value of goods we produce, does it help in the value of our lives and happiness?

    1. Build pathways between communal and private work. Too often, we celebrate one or the other, but thinking actually works best when it has the opporunity to be done both in private and alongside other people. Proximity and ease of movement between the two modes matters. If a person can work on ideas alone and privately for a little while, then easily bring those ideas to a group, then move back to the private space, and continue this cycle as necessary, the thinking will be better.

      This is a model that is tacitly being used by the IndieWeb in slowly developing better social media and communication on the web.

    1. But despite this understanding, and the gains made more generally in promoting workplace diversity, prejudices keep the employment prospects for neurodiverse individuals shockingly low. The cost is personal — denying individuals the chance to do meaningful work — as well as social, sending individuals to the dole queue. It also means workplaces are failing to benefit from highly valuable employees, and missing the opportunity to become better organisations in the process.

      I posted this article in the class Slack for a couple of reasons. First, this particular argument reminds me of Benjamin, which we're currently reading, and how she shows that the problem of underexposure wasn't taken seriously until it interfered with capital. But, second, I also used it to point out that despite that, it's important to remember that we sometimes have to make arguments for specific audiences--i.e., that it isn't necessarily that Daley only cares about workplace productivity, or even that she prioritizes it, but that she's writing for an audience that does prioritize workplace productivity over basic humanity. So, the rhetorical situation may call for making such an argument rather than appealing to humanity, morality, or equity.

    1. https://nesslabs.com/eisenhower-matrix

      The Eisnehower matrix is a means of helping one to implement the Pareto principle.

      Seen this basic idea so many times before and have it generally implemented in the bullet journal portion of my digital commonplace book. I should spend more time gardening in there regularly though.

    1. https://nesslabs.com/plus-minus-next

      The big benefit of this is that it tacitly gets you focused on planning the next thing instead of dwelling on the past.

    2. draw three columns. At the top of each column, write “+” for what worked, “–” for what didn’t go so well, and “→” for what you plan to do next.

      The basic prescription of plus, minus, next journaling.

    1. https://fs.blog/2021/08/remember-books/

      A solid overview of how to read. Not as long or as in-depth as Mortimer J. Adler, but hits all of the high points in an absorbable manner.

      Definitely worth re-reading...

  4. Aug 2021
    1. Improving our information diet is essential, not only to avoid getting distracted, but also to put our time to much better use and learn new things and skills instead.

      That's a interesting way to put it. Information diet.

    1. more empathy for their future self, and that was related to a decrease in procrastination.” They realized that time wasn’t infinite. Future them was no longer a stranger but someone to be protected. To get us off our butts, it seems, we need to grapple with the finite nature of our time on Earth.
    2. The mere act of making a to-do list relieves so much itchy stress that it can, paradoxically, reduce the pressure to actually get stuff done.
  5. Jul 2021
    1. Quick notes are perfect for capturing a thought on one device

      Notes on phone

    2. You can take note in OneNote while on a phone call, quickly add check-boxes turning the notes into a to-do list.

      This is one of the best OneNote tips available

    1. and bullet journal for more modern take on commonplace books

      Bullet Journals certainly are informed by the commonplace tradition, but are an incredibly specialized version of lists for productivity.

      Perhaps there's more influence by Peter Ramus' outlining tradition here as well?

      I've seen a student's written version of the idea of a Bullet Journal technique which came out of a study habits manual in the 1990's. It didn't quite have the simplicity of the modern BuJo idea or the annotations, but in substance it was the same idea. I'll have to dig up a reference for this.

    1. The 8 Steps of Taking Smart Notes Ahrens recommends the following 8 steps for taking notes: Make fleeting notes Make literature notes Make permanent notes Now add your new permanent notes to the slip-box Develop your topics, questions and research projects bottom up from within the slip-box Decide on a topic to write about from within the slip-box Turn your notes into a rough draft Edit and proofread your manuscript He notes that Luhmann actually had two slip-boxes: the first was the “bibliographical” slip-box, which contained brief notes on the content of the literature he read along with a citation of the source; the second “main” slip-box contained the ideas and theories he developed based on those sources. Both were wooden boxes containing paper index cards.  Luhmann distinguished between three kinds of notes that went into his slip-boxes: fleeting notes, literature notes, and permanent notes.  1. Make fleeting notes Fleeting notes are quick, informal notes on any thought or idea that pops into your mind. They don’t need to be highly organized, and in fact shouldn’t be. They are not meant to capture an idea in full detail, but serve more as reminders of what is in your head. 2. Make literature notes The second type of note is known as a “literature note.” As he read, Luhmann would write down on index cards the main points he didn’t want to forget or that he thought he could use in his own writing, with the bibliographic details on the back.  Ahrens offers four guidelines in creating literature notes: Be extremely selective in what you decide to keep Keep the overall note as short as possible Use your own words, instead of copying quotes verbatim Write down the bibliographic details on the source 3. Make permanent notes Permanent notes are the third type of note, and make up the long-term knowledge that give the slip-box its value. This step starts with looking through the first two kinds of notes that you’ve created: fleeting notes and literature notes. Ahrens recommends doing this about once a day, before you completely forget what they contain. As you go through them, think about how they relate to your research, current thinking, or interests. The goal is not just to collect ideas, but to develop arguments and discussions over time. If you need help jogging your memory, simply look at the existing topics in your slip-box, since it already contains only things that interest you.  Here are a few questions to ask yourself as you turn fleeting and literature notes into permanent notes: How does the new information contradict, correct, support, or add to what I already know? How can I combine ideas to generate something new? What questions are triggered by these new ideas? As answers to these questions come to mind, write down each new idea, comment, or thought on its own note. If writing on paper, only write on one side, so you can quickly review your notes without having to flip them over. Write these permanent notes as if you are writing for someone else. That is, use full sentences, disclose your sources, make explicit references, and try to be as precise and brief as possible.  Once this step is done, throw away (or delete) the fleeting notes from step one and file the literature notes from step two into your bibliographic slip-box. 4. Add your permanent notes to the slip-box It’s now time to add the permanent notes you’ve created to your slip-box. Do this by filing each note behind a related note (if it doesn’t relate to any existing notes, add it to the very end). Optionally, you can also: Add links to (and from) related notes Adding it to an “index” – a special kind of note that serves as a “table of contents” and entry point for an important topic, including a sorted collection of links on the topic Each of the above methods is a way of creating an internal pathway through your slip-box. Like hyperlinks on a website, they give you many ways to associate ideas with each other. By following the links, you encounter new and different perspectives than where you started. Luhmann wrote his notes with great care, not much different from his style in the final manuscript. More often than not, new notes would become part of existing strands of thought. He would add links to other notes both close by, and in distantly related fields. Rarely would a note stay in isolation. 5. Develop your topics, questions, and research projects bottom up from within the slip-box With so many standardized notes organized in a consistent format, you are now free to develop ideas in a “bottom up” way. See what is there, what is missing, and which questions arise. Look for gaps that you can fill through further reading. If and when needed, another special kind of note you can create is an “overview” note. These notes provide a “bird’s eye view” of a topic that has already been developed to such an extent that a big picture view is needed. Overview notes help to structure your thoughts and can be seen as an in-between step in the development of a manuscript. 6. Decide on a topic to write about from within the slip-box Instead of coming up with a topic or thesis upfront, you can just look into your slip-box and look for what is most interesting. Your writing will be based on what you already have, not on an unfounded guess about what the literature you are about to read might contain. Follow the connections between notes and collect all the relevant notes on the topic you’ve found. 7. Turn your notes into a rough draft Don’t simply copy your notes into a manuscript. Translate them into something coherent and embed them into the context of your argument. As you detect holes in your argument, fill them or change the argument. 8. Edit and proofread your manuscript From this point forward, all you have to do is refine your rough draft until it’s ready to be published. This process of creating notes and making connections shouldn’t be seen as merely maintenance. The search for meaningful connections is a crucial part of the thinking process. Instead of figuratively searching our memories, we literally go through the slip-box and form concrete links. By working with actual notes, we ensure that our thinking is rooted in a network of facts, thought-through ideas, and verifiable references.

      This is the most important part of the whole article and worth coming back to time and time again.

    1. <small><cite class='h-cite via'> <span class='p-author h-card'>Alan Jacobs</span> in re-setting my mental clock – Snakes and Ladders (<time class='dt-published'>07/01/2021 14:58:05</time>)</cite></small>

  6. Jun 2021
    1. Virtual Office System eWorkspace-Virtual Office System for employees working from home. A real-time interactive floor plan for employees with multiple services and save infrastructure cost and increase productivity.

      https://eworkspace.live/

      Call us:+91 9315540497

    1. The more pieces of information we can “access” and the faster we can extract their gist, the more productive we become as thinkers.

      But are Google's tools really making us more productive thinkers? One might argue that it's attempting to do all the work for us and take out the process of thought all together. We're just rats in a maze hitting a bar to get the food pellet.

      What if the end is a picture of us as the people on the space ship at the end of WALL-E? What if it's keeping us from thinking?

      What if it's making us more shallow thinkers rather than deep thinkers?

      Cross reference P.M. Forni.

    1. Deloitte, a consultancy, reckons that the internal rate of return on in-house R&D at a dozen big drugs firms fell from 10% a decade ago to 2% in 2019—below their weighted-average cost of capital of 7%. The average cost to bring a drug to market has increased by two-thirds since 2010, to some $2bn. And the forecast for peak sales for each new drug has also fallen by half over that period

      Eroom's Law and falling Biopharma innovation

  7. May 2021
    1. From an employers perspective, I believe there are many advantages:

      List of advantages for working 4 days per week (instead of 5)

    1. Johnny Decimal seems to be an interesting organizational structure for putting things into. Not sure if it's something I'm going to use any time soon, but intriguing.

    1. We know we can't hold a lot of things in our mind at once. While you’re focusing on deep work, minimise the number of things in your mind. Don’t connect to everything else.
  8. Apr 2021
    1. Despite important agricultural advancements to feed the world in the last 60 years, a Cornell-led study shows that global farming productivity is 21% lower than it could have been without climate change. This is the equivalent of losing about seven years of farm productivity increases since the 1960s.
  9. Mar 2021
    1. Imagine the most important goal or project you are working on right now. Now fast forward six months and assume the project or goal has failed. Tell the story of how it happened. What went wrong? What mistakes did you make? How did it fail? In other words, think of your main goal and ask yourself, “What could cause this to go horribly wrong?” This strategy is sometimes called the “kill the company” exercise in organizations because the goal is to spell out the exact ways the company could fail.

      The Failure Premortem

      Look at a task 6 months from now and imagine it failed. What made it fail? What could I do differently

    1. Create a note by selecting some text and clicking the button

      Test comment

  10. Feb 2021
    1. You cannot measure the health of journalism simply by looking at the number of editors and reporters on the payroll of newspapers. There are undoubtedly going to be fewer of them. The question is whether that loss is going to be offset by the tremendous increase in textual productivity we get from a connected web. Presuming, of course, that we don’t replace that web with glass boxes.

      The value of journalism must take account of the increase in textual productivity gained by the interconnected Internet and not solely by the number of editors, reporters, and size or number of newspapers.

      Of course we also need to account for the signal to noise ratio created by the masses of people who can say anything they like, which can also be compounded by the algorithmic feed of social platforms that give preference to the extremes and content that increases engagement (a measure which doesn't take into account the intrinsic value of the things which are shared.)

      How can we measure and prefer the content with more intrinsic value? Similar to the idea of fast food and healthier food? How can we help people to know the difference between the types of information they're consuming.

    2. the frozen nature of the text seem more like a feature than a bug, something they’ve deliberated chosen, rather than a flaw that they didn’t have time to correct.

      The thoughtfulness and design of of Hypothes.is is incredibly valuable to me specifically because it dramatically increases my textual productivity in combination with my digital commonplace book.

      Connect this to the Jeremy Dean's idea of it helping to facilitate a conversation with texts. Nate Angell had a specific quote of it somewhere, but it might also reside in this document: https://www.tandfonline.com/doi/full/10.1080/14682753.2017.1362168

    3. Now, it may well be true that Apple, and The Times, and The Journal intend to add extensive tools that encourage the textual productivity of their apps. If that happens, I will be delighted. The iPad is only about two weeks old, after all, and it famously took Apple two years to introduce copy-and-paste to the iPhone OS.

      By not providing the ability to select text, copy it, or share it, some digital applications are dramatically lowering the textual productivity of their content.

    4. Ecologists talk about the “productivity” of an ecosystem, which is a measure of how effectively the ecosystem converts the energy and nutrients coming into the system into biological growth. A productive ecosystem, like a rainforest, sustains more life per unit of energy than an unproductive ecosystem, like a desert. We need a comparable yardstick for information systems, a measure of a system’s ability to extract value from a given unit of information. Call it, in this example: textual productivity. By creating fluid networks of words, by creating those digital-age commonplaces, we increase the textual productivity of the system.

      Definition: textual productivity

      A measure of how much additional knowledge is generated by a system of ideas and thoughts interacting with each other.

  11. Jan 2021
    1. Anyone can apply these same methods on the job. Say you have someone in your company who is a masterly communicator, and you learn that he is going to give a talk to a unit that will be laying off workers. Sit down and write your own speech, and then compare his actual speech with what you wrote. Observe the reactions to his talk and imagine what the reactions would be to yours. Each time you can generate by yourself decisions, interactions, or speeches that match those of people who excel, you move one step closer to reaching the level of an expert performer.• • •

      Many everyday events present an opportunity to learn, but only if they are reframed into an "action-feedback" perspective. Learn to recognize these opportunities and reconstruct the frame so that you can learn to judge the quality of an action by the response it produces. Critique it against your own thought process and improve iteratively.

    1. Progress in a scientific field has never been a function of total effort.

      Which is why Total Factor Productivity is not a good measure.

  12. Dec 2020
    1. “Being under constant surveillance in the workplace is psychological abuse,” Heinemeier Hansson added. “Having to worry about looking busy for the stats is the last thing we need to inflict on anyone right now.”

      I really like the Basecamp approach (I forget where I heard this...could have been in one of the Rework podcasts):

      Don't try to get the most out of everyone; try to get the best out of them.

      If you're looking for ways to build trust in a team, I can't recommend the following books published by Basecamp:

      • Rework
      • Remote
      • It doesn't have to be crazy at work
    2. For example, to help maintain privacy and trust, the user data provided in productivity score is aggregated over a 28-day period.

      So that the fact that the metrics are collected over 28 days is meant to maintain privacy and trust. How?

    3. But by default, reports also let managers drill down into data on individual employees, to find those who participate less in group chat conversations, send fewer emails, or fail to collaborate in shared documents.

      This is going to be awesome when it debuts in universities. I can't imagine that any academics will be concerned when a departmental chair or administrator asks you why you're not sending more emails.

  13. Nov 2020
    1. Bringing this back to filtering, not only am I saving time and preserving focus by batch processing both the collection and the consumption of new content, I’m time-shifting the curation process to a time better suited for reading, and (most critically) removed from the temptations, stresses, and biopsychosocial hooks that first lured me in.I am always amazed by what happens: no matter how stringent I was in the original collecting, no matter how certain I was that this thing was worthwhile, I regularly eliminate 1/3 of my list before reading. The post that looked SO INTERESTING when compared to that one task I’d been procrastinating on, in retrospect isn’t even something I care about.What I’m essentially doing is creating a buffer. Instead of pushing a new piece of info through from intake to processing to consumption without any scrutiny, I’m creating a pool of options drawn from a longer time period, which allows me to make decisions from a higher perspective, where those decisions are much better aligned with what truly matters to me.

      Using read-it later apps helps you separate collection from filtering.

      By time-shifting the filtering process to a time better suited for reading, and removed from temptations, you will want to drop 2/3 of the content you save.

      This allows you to "make decisions from a higher perspective"

    1. As it becomes more clear what are specific functional jobs to be done, we see more specialized apps closely aligned with solving for that specific loop. And increasingly collaboration is built in natively to them. In fact, for many reasons collaboration being natively built into them may be one of the main driving forces behind the venture interest and success in these spaces.

      As it becomes more clear what the functional job to be done is, we see more specialized apps aligned with solving that specific loop. Collaboration is increasingly built natively into them.

    2. To understand this is to understand that there is no distinction between productivity and collaboration. But we’re only now fully appreciating it.

      This is perhaps Kwok's central claim in the article. We used to think of productivity and collaboration as separate things when in reality they are inseparable.

  14. Oct 2020
    1. This looks a rather interesting application to keep an eye on, especially if they're going to open source it, like they're talking about on the site!

    1. I adhere precisely to The Bullet Journal System with no creative variations. No habit tracking, no elaborate designs or meticulously designed spreads. Does this make me a minimalist? No, I just use the system as it was intended. While social media loves artfully laid out spreads I use the system exactly as described in the website. Pencil to paper, usually in a basic notebook.

      What?! No productivity porn!!?!

    1. Obsidian is a powerful knowledge base that works on top of a local folder of plain text Markdown files.

      Alright, I think I may now have things set to use an IFTTT applet to take my Hypothes.is feed and dump it into a file on OneDrive.

      The tiny amount of clean up to the resultant file isn't bad. In fact, a bit of it is actually good as it can count as a version of spaced repetition towards better recall of my notes.

      The one thing I'll potentially miss is the tags, which Hypothes.is doesn't include in their feeds (tucked into the body would be fine), but I suppose I could add them as internal wiki links directly if I wanted.

      I suspect that other storage services that work with IFTTT should work as well.

      Details in a blogpost soon...

      Testing cross-linking:

      See Also:

      • [[Obsidian]]
      • [[Hypothes.is]]
      • [[note taking]]
      • [[zettlekasten]]
      • [[commonplace books]]
      • [[productivity]]

      hat tip to Hypothesis, for such a generally wonderful user interface for making annotating, highlighting, bookmarking, and replying to web pages so easy!

    1. Neither ought anything to be collected whilst you are busied in reading; if by taking the pen in hand the thread of your reading be broken off, for that will make the reading both tedious and unpleasant.

      This is incredibly important for me, though in a more technology friendly age, I've got tools like Hypothes.is for quickly highlighting and annotating pages and can then later collect them into my commonplace book as notes to work with and manage after-the-fact.

    1. Interestingly, I’ve found that Kindle is useful in this respect. I buy Kindle versions of books that I need for work, and highlight passages and bookmark pages as I go. And when I’ve finished the software obligingly has a collection of all the passages I’ve highlighted.

      John, you should spend a minute or two to learn about Hypothes.is (https://web.hypothes.is/) as an online tool for doing this. It's a free account or you can self-host the software yourself if you like. There are also functionalities to have public, private, or group annotations. I often pull my own annotations to my personal website similar to your own Memex and publish them there (example: https://boffosocko.com/kind/annotation/)

      Syndicated copy: https://boffosocko.com/2020/05/21/55771248/)

    1. Second, I have a not-very-well supported theory that’s paired with the book Thinking, Fast and Slow. The behavior design implication of that book is that you need to speak to two systems of the brain. Speaking to the rational, Slow System is easy. Just lay out the facts.Speaking to the emotional Fast System is much harder, namely because it’s so hard to see or introspect on what’s going on in there. But if you accept that difficulty (and this is the part of my theory that feels like pop brain science), then you realize that you need to start looking for ways to rewire your emotional core.Then, having accepted that rewiring your emotions is part of most behavior design, I’ve started to notice things — like that most self-improvement advice is not very rational. That’s by design. A self-improvement book is mostly emotional rewiring. That is exactly why you need to read the entire book rather than cheating with a summarized version.

      This is an interesting sounding take. Worth thinking about further.

    1. We have to know what to shoot for to simplify our lives. It means saying no over and over again to the unimportant things flying in our direction every day and remaining focused on saying yes to the few things that truly matter.
    2. He simply mastered the art and practice of setting boundaries for himself.

      A very important aspect of managing time: saying no to projects and invitations,

  15. Sep 2020
    1. Table 3. WBGT exposed levels in °C at different work intensities and rest/ work periods for an average worker with light clothing.

      worker productivity relation to the WBGT heat stress levels using work intensity and rest relation

    1. Face To Face with MIKE SHINODA

      (16:14)

      Mike Shinoda discussing the idea from Stephen King's book "On Writing":

      "You should write every day, even if it's torturous, even if you hate it, you sit down and say: "this is not what I wanna be doing, I'm not in the mood, I've got too many things going on". But you should do it anyway, cause it keeps your creative muscles strong, and eventually, even on the bad day, you can come up with something that's remarkable and surprising that you can use later."

    1. To be reliably able to focus on something, you need to be intuitively, emotionally invested in the outcome.

      Without emotions, you might not get the right focus level on the problem

    2. The output of knowledge workers is extremely skewed based on focus. The productivity tiers seem to be:<10% focused on the job at hand: meaningful risk of getting fired.10-50% focus: “meets expectations,” gets regular raises.50%+ focus: superstar, 10x engineer, destined for greatness.

      3 focus levels in a career

    1. If you can't understand where it's coming from in the stack traces, please post screenshots or create reproducing sandboxes and we'll try to help. Most of these are probably coming from a few libraries, so the most productive thing to do is to reduce these cases and then file issues with those libraries.
  16. Aug 2020
    1. The trick is to work at 85% capacity rather than 100%. It can be surprisingly challenging to take your effort down a notch and keep it there — especially right now when so many livelihoods feel precarious. But going full-throttle all the time actually works against you. When your mind is relaxed, you’re able to produce better, more thoughtful results.

      Rather than working 100% of the time most of the time, work 85%. This decreases stress and helps you last longer

    1. How to Get into Flow States, Quickly

      1.Relax

      2.Coffee/Caffeine

      3.Something that inspires your work

      4.Warm-up - get your brain primed for the activity

      5.Sends chills down your spine - Watch something that Inspires you e.g. David Goggins

      6.Avoid distraction - Put phone away and noise cancelling headphones

    1. The dream of Slack is that they become the central nervous system for all of a company’s employees and apps. This is the view of a clean *separation* of productivity and collaboration. Have all your apps for productivity and then have a single app for coordinating everyone, with your apps also feeding notifications into this system. In this way, Slack would become a star. With every app revolving around it. Employees would work out of Slack, periodically moving to whichever app they were needed in, before returning to Slack. But productivity *isn’t* separate from collaboration. They are the two parts of the same loop of producing work. And if anything collaboration is in *service* of team productivity.

      The vision of Slack, according to Kwok, was for people to have their productivity in designated apps, and have one central nervous system (Slack) through which they could collaborate. This was based on the assumption that producing and collaborating could be separated.

      Kwok claims that this assumption is wrong. Collaboration and productivity are intertwined, and you might event say that collaboration serves productivity.

    1. See it as an experiment where failure yields valuable insights 🔬.

      Try and figure out when you actually are the most productive. When your usage of tools actually works. The insight you gain there could help you figure out what your ideal "productivity situation" is.

      Side note, just realized this is a perfect application of cybernetics (at least as far as I understand it so far).

      1. Apply a system
      2. Observe myself within that system
      3. Gain feedback by observing how I behave in that system
      4. Use that feedback to tweak that system until I've achieved my desired goal
    2. Time management is more about a system that works and less about a tool or just a method

      I've been focusing on the wrong things. To do lists aren't going to help me manage my time more effectively. It's a tool through which a system needs to be applied. If I don't have the right system, no tool is going to work.

    1. Why [[Tyler Cowen]] still responds to every [[Email]] and loves it. He finds time for this because of what he doesn’t do: he hardly watches [[TV]], **his social life is basically the same as his intellectual life **- his social life is geared towards thinking, discussing, exploring ideas. With no TV, you end up with a lot of [[time]]. #[[unproductive internet activities]] Isn’t [[email]] a low leverage use of his time? **He learns a lot from people that email him, and has filtered his audience so it’s mostly smart people. **He does this by being "sufficiently weird". He’s not even sure it’s highly leveraged. He met [[Patrick Collison]] that way. He doesn’t care if it’s highly leveraged if he’s learning from it. #[[Audience Building]]

      By not watching TV you will have more time for activities like responding to every e-mail. You don't have to think that it's unproductive if you exchange thoughts with smart people

  17. Jul 2020
  18. Jun 2020
    1. I could get a lot more done in an 8-9 hour day with a PC and a desk phone than I get done now in a 9-10 hour day with a laptop /tablet / smartphone, which should allow me to be more a lot more productive but just interrupt me. I don't want the mobile flexibility to work anywhere. It sucked in management roles doing a full day then having dinner with friends and family then getting back to unfinished calls and mails. I much prefer to work later then switch off totally at home.
    1. Some free, digital Zettelkastens include zettelkasten.de, zettlr, and roamresearch. I use Roam.

      One of the best solutions to implement Zettelkastens: Roam. However, in my case OneNote is doing fine. Maybe I can switch to Roam if I will start working on a specific research problem?

    2. The key is to make connections between ideas during note-taking, way before you need to review them for your work. This forces you to actively connect the dots (during note-taking) and lets you find relevant ideas with ease in future.

      How Zettelkasten works:

      • Write each idea you come across on a card.
      • Link idea cards to other relevant idea cards (idea -> idea link).
      • Sort cards into broader topic boxes (idea -> topic link)
    3. German sociologist Niklas Luhmann. One thing you should know about Luhmann—he was extremely productive. In his 40 years of research, he published more than 70 books and 500 scholarly articles. How did he do accomplish this? He credits it to his Zettelkasten which focuses on connections between notes.

      To be super productive, Niklas Luhmann used to take notes relating to each other

    1. How can techniques like mindful context switching, asynchronous communication, and mindful breaks help me with my work?

      1. Mindful Context Switching - It happens very often that I have up to 3 or 4 tasks on my plate at a time. 1 or 2 I've defined for myself and another two that come in from requests in the company. With mindful context switching, I can try to dedicate chunks of time to each task, where I completely focus on that task, get some work done, then move onto another task for another chunk of time. This way, I'm as efficient as possible on each given task for a given window. That way I don't have the other tasks hanging over my head waiting for me to get to them. I've put the tasks in a queue of sorts, which will allow me to manage them more effectively.

      2. Asynchronous Communication - Turning Slack notifications off maybe? Setting windows within which I will respond to people on Slack. I'm not sure how well this would work out though. How do I handle situations where I need to have a conversation with someone on Slack? I'll need to think about this more.

      3. Breaks - This is straightforward. Set up chunks of time to work, then take short breaks in between those chunks. Refresh your mind, relax a bit, then continue working.

  19. May 2020
    1. “The biggest thing separating people from their artistic ambitions is not a lack of talent. It’s the lack of a deadline. Give someone an enormous task, a supportive community, and a friendly-yet-firm due date, and miracles will happen.”

      This is one of the truest pieces of advice out there.

    1. The interface is slightly less polished (and, unfortunately, I experience a delay between opening it and getting a chart), but the tracking works. Since it is in Vue I love, one day I might modify it to my needs.

      Comparing ActivityWatch to RescueTime

    2. It is a modern-day “memento mori”

      Mortality - New Tab (browser extension)

    3. With Intention I:know how much of my time is spent on distractions,decide how much time I need,I see the countdown (so I know if I need to wrap-up a reply, or if it makes sense to start writing a new one),it automatically blocks these sites,yet, it distinguishes between “normal use” of YouTube and e.g. using it for creating a workshop on deep learning (looking for video abstract of recent papers).

      Intention is well recommended by Piotr Migdał for your productivity. More than toggl or RescueTime.

      >HN Thread about Intention<

    4. There are a few plugins (e.g. ColdTurkey) that are “too nuclear”. Being halted in the middle of writing a reply (on Facebook or Hacker News), with no prior warning, left me disturbed.

      ColdTurkey is quite harsh in terms of making you more productive

    1. Airtable is database driven where you will be working with a spreadsheet for managing data from different sources
    2. Notion is more about creating a hub of knowledge or a knowledgebase
    1. When you ask yourselves a lot of why, you might be overwhelmed about those kind of questions, because this kind of question require a lot of time, context, and knowledge to be answered.

      Perlu membatasi ruang lingkup dari pertanyaan itu sendiri

    1. First things first, I am new to emacs and the eco system so there are packages I’m not aware of.

      emacs is pretty much an operating system. This makes it infinitely configurable and hard for new comers to grok.

    1. managers fail to see and address this problem is that they are used to looking at communication and assume it's a good thing. Because they see activity

      Managers in general perceive meetings as a good thing

    2. A study conducted by Gloria Marks, a Professor of Informatics at the University of California, revealed that it takes us an average of 23 minutes and 15 seconds to refocus on a task after an interruption, and even when we do, we experience a decrease in productivity

      23 minutes and 15 seconds - average time to refocus on task after an interruption

    3. It doesn't mean that we ignore all messages and only look up from our work when something is on fire – but the general expectation is that it's okay to not be immediately available to your teammates when you are focusing on your work

      One of the rules of "Office time"

    4. Working in an open office renders us even more vulnerable

      Like single standup meeting, open office doesn't improve the productivity of makers

    5. Office hours are chunks of time that makers set aside for meetings, while the rest of the time they are free to go into a Do Not Disturb mode

      "Office hours" - technique to improve makers schedule

    6. People think it’s efficient to distribute information all at the same time to a bunch of people around a room. But it’s actually a lot less efficient than distributing it asynchronously by writing it up and sending it out and letting people absorb it when they’re ready to so it doesn’t break their days into smaller bits.”

      Async > meetings

    7. context switching between communication and creative work only kills the quality of both

      Context switching lowers the quality

    8. since most powerful people operate on the manager schedule, they're in a position to force everyone to adapt to their schedule

      Managers highly affect makers schedule

    9. For managers, interruptions in the form of meetings, phone calls, and Slack notifications are normal. For someone on the maker schedule, however, even the slightest distraction can have a disruptive effect

      How ideal schedule should look like:

    10. Immediate response becomes the implicit expectation, with barely any barriers or restrictions in place

      Why Slack is a great distraction:

      in the absence of barriers convenience always wins

    1. 70% async using Twist, Github, Paper25% sync using something like Zoom, Appear.in, or Google Meet5% physical meetings, e.g., annual company or team retreats

      Currently applied work structure at Doist

    2. According to the Harvard Business Review article “Collaborative Overload”, the time employees spend on collaboration has increased by 50% over the past two decades. Researchers found it was not uncommon for workers to spend a full 80% of their workdays communicating with colleagues in the form of email (on which workers’ spend an average of six hours a day); meetings (which fill up 15 percent of a company’s time, on average); and more recently instant messaging apps (the average Slack user sends an average of 200 messages a day, though 1,000-message power users are “not the exception”)

      Time spent in the office

    1. Praca w Facebooku - doskonała znajomość JSa, React, zarządzanie projektem OSS na GitHubie, prowadzenie społeczności, pisanie dokumentacji i wpisów na blogu.Szkolenia - dobra znajomość JSa, React, tworzenie szkoleń (struktura, zadania, itd), uczenie i swobodne przekazywanie wiedzy, marketing, sprzedaż.Startupy - dobra znajomość JSa, React, praca w zespole, rozmawianie z klientami, analiza biznesowa, szybkie dowożenie MVP, praca w stresie i dziwnych strefach czasowych.

      Examples of restructuring tasks into more precise actions:

      • Working at Facebook - great JS, React, managing OS project on GitHub, managing a social group, writing documentation and blog
      • Workshops - good JS, React, delivering workshops (structure, tasks), learning and teaching, marketing, sale
      • Startups - good JS, React, work in a team, talking to clients, business analytics, quick MVP delivery, work under stress and in strange timezones
    1. Defining what “time well spent” means to you and making space for these moments is one of the greatest gifts you can make to your future self.

      Think really well what "time well spent" means to you

  20. Apr 2020
    1. Stary, dobry Uncle Bob mówi, że poza etatem trzeba na programowanie poświęcić 20h tygodniowo.Gdy podzielimy to na 7 dni w tygodniu, to wychodzi prawie 3 godziny dziennie.Dla jednych mało, dla innych dużo.

      Uncle Bob's advice: ~ 3h/day for programming

    2. Z gier można wyciągnąć też inną naukę. Jeśli Twoim celem jest przejście do następnej lokacji, to czy musisz wykonywać wszystkie zadania poboczne?No nie musisz. Dlatego wyżej, gdy podawałem wymagane umiejętności dla osoby, która prowadzi szkolenia z Reacta, albo pracuje dla startupów, to napisałem “dobra znajomość JSa”, bo “doskonała” nie pomoże Ci w osiągnięciu tego celu.

      Don't overlearn

    3. W miarę jak będziesz się rozwijać i zdobywać nowe informacje, Twój plan będzie trzeba dostosować do nowych warunków.

      Be prepared for a change. Be flexible in defining your goals

    4. Arnie miał wielkie plany, ale nie realizował wszystkich na raz.Skupił się na jednej rzeczy - kulturystyce - bo wiedział, że to otworzy mu drogę do Ameryki i do aktorstwa.

      Think BIG, act small

      (small actions lead to big changes)

    5. Jeśli wybierzesz kilka rzeczy na raz to ryzykujesz, że znowu zaczniesz miotać się we wszystkich kierunkach.Nie polecam takiej opcji, bo właśnie przez takie myślenie kończymy potem wkurwieni, z siwymi włosami i podkrążonymi oczami.Doświadczyłem wszystkich tych trzech objawów i dopiero kiedy skupiłem się na jednej rzeczy, to odzyskałem balans i przestałem się denerwować.

      It's not so effective to have dozens of goals, but the one you can purely focus on

    6. Niestety, jeśli faktycznie chcesz być najlepszą osobą, to z moich obserwacji wynika, że trzeba zapierdzielać.

      Wanna be the best in what you're doing? Oh boy, be prepared...

    7. W czasach młodości Arniego, Reg Park był wielką gwiazdą kulturystyki, sławnym oraz bogatym aktorem i otaczały go piękne dziewczyny.Arnie chciał się wydostać z zadupia w Austrii, przeprowadzić do Ameryki i mieć dokładnie to samo co Reg.Wolność, sławę, kasę i dziewczyny.Wszystkie jego działania były podporządkowane dotarciu do tego celu.Arnie dokładnie zawęził czego chce.

      Taking example from Arnold Schwarzenegger we shall have clear & precise goals