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Smarter Faster Better: The Secrets of Being Productive in Life and Business

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The best entrepreneurs are acutely conscious of the risks that come from only talking to people who have succeeded,” said Don Moore, the Berkeley professor who participated in the GJP and who also studies the psychology of entrepreneurship. “They are obsessed with spending time around people who complain about their failures, the kinds of people the rest of us usually try to avoid.” They know that productivity relies on making certain choices. The way we frame our daily decisions; the big ambitions we embrace and the easy goals we ignore; the cultures we establish as leaders to drive innovation: these are the things that separate the merely busy from the genuinely productive. You can think about your brain’s attention span like a spotlight that can go wide and diffused, or tight and focused,” David Strayer, a cognitive psychologist at the University of Utah, told me when I was reporting my book about the science of productivity, Smarter Faster Better: The Secrets of Productivity in Life and Business. Our attention span is guided by our intentions. We choose, in most situations, whether to focus the spotlight or let it be relaxed. The decentralization of decision-making can make anyone into an expert—but if trust doesn’t exist, organizations lose access to the vast expertise we all carry within our heads. People who know how to manage their attention and who habitually build robust mental models tend to earn more money and get better grades. Moreover, experiments show that anyone can learn to habitually construct mental models.” Goal Setting

Smarter Faster Better - Penguin Books UK

For stretch and SMART goals to be effective, they must be used together. For instance, you may choose to set an ambitious stretch goal and then break it down into actionable steps using SMART goals. People who are particularly good at managing their attention are in the habit of telling themselves stories all the time. They engage in constant forecasting. They daydream about the future and then when life clashes with their imagination, their attention gets snagged. A group of data scientists at Google embark on a four-year study of how the best teams function, and find that how a group interacts is much more important than who is in the group. a b "B'klyn Writer Wins Award For Series on Senior Citizens". Brooklyn Daily Eagle. June 4, 2008 . Retrieved May 4, 2010. Come up with a menu of your biggest ambitions. Dream big and stretch. Describe the goals that, at first glance, seem impossible, such as starting a company or running a marathon. Then choose one aim and start breaking it into short-term, concrete steps. Ask yourself: What realistic progress can you make in the next day, week, month? How many miles can you realistically run tomorrow and over the next three weeks? What are the specific, short-term steps along the path to bigger success? What timeline makes sense? Will you open your store in six months or a year? How will you measure your progress? Within psychology, these smaller ambitions are known as “proximal goals,” and repeated studies have shown that breaking a big ambition into proximal goals makes the large objective more likely to occur.”

People who have a strong desire for cognitive closure are more likely to be self-disciplined and act as leaders. Intermediate disturbance hypothesis: “ Nature’s creative capacities depend on some kind of periodic disturbance” The key to connecting with others – to hearing what goes unsaid, and making sure everyone listens to what you say – is understanding the neuroscience and psychology shaping our conversations. Anyone can become a supercommunicator, if we recognize and use tools we already posses. When strong ideas take root, they can sometimes crowd out competitors so thoroughly that alternatives can’t prosper.”

Smarter Faster Better by Charles Duhigg: Summary and Notes Smarter Faster Better by Charles Duhigg: Summary and Notes

If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head. Companies say such tactics are important in all kinds of settings, including if you’re applying for a job or deciding whom to hire. The candidates who tell stories are the ones every firm wants. “We look for people who describe their experiences as some kind of a narrative,” Andy Billings, a vice president at the video game giant Electronic Arts, told me. “It’s a tip-off that someone has an instinct for connecting the dots and understanding how the world works at a deeper level. That’s who everyone tries to get.” III.” Cognitive tunneling and reactive thinking occur when our mental spotlights go from dim to bright in a split second. But if we are constantly telling ourselves stories and creating mental pictures, that beam never fully powers down. It’s always jumping around inside our heads. And, as a result, when it has to flare to life in the real world, we’re not blinded by its glare.” If you can link something hard to a choice you care about, it makes the task easier, Quintanilla's drill instructors had told him. That's why they asked each other questions starting with "why." Make a chore into a meaningful decision, and self-motivation will emerge.” If you want to make yourself more sensitive to the small details in your work, cultivate a habit of imagining, as specifically as possible, what you expect to see and do when you get to your desk. Then you’ll be prone to notice the tiny ways in which real life deviates from the narrative inside your head.”However, when the data is too complex, you lose the ability to absorb it due to Information blindness. Many of us wish that we could become more productive, or increase the productivity of our organization. However, it’s not always clear how to do this. You may believe that you simply need to work longer hours or push yourself to work harder. But doing so won’t necessarily increase your productivity. Instead, you need to make smarter decisions about how you motivate yourself, focus, set goals, and use data effectively. The downside of reactive thinking is that habits and reactions can become so automatic they overpower our judgment.” The choices that are most powerful in generating motivation, in other words, are decisions that do two things: They convince us we’re in control and they endow our actions with larger meaning.” Teams succeed when everyone feels like they can speak up and when members show they are sensitive to how one another feels.”

Smarter Faster Better Book Summary by Charles Duhigg - Shortform Smarter Faster Better Book Summary by Charles Duhigg - Shortform

Moreover, to teach ourselves to self-motivate more easily, we need to learn to see our choices not just as expressions of control but also as affirmations of our values and goals.” There are two types of goals that you can use to enhance your productivity: stretch goals and SMART goals. Productivity is the name we give our attempts to figure out the best uses of our energy, intellect, and time as we try to seize the most meaningful rewards with the least wasted effort.” But how can you make sure that your decisions are productive? In short, making good, productive decisions is arguably all about being able to predict the future with some degree of accuracy. You need to be able to discern the consequences of your decisions, whether these consequences will be positive or negative, and whether they’ll help or hinder your productivity. Once you’ve got an idea of what the consequences of your decision will be, you can decide whether or not to proceed with it. If the likely consequences are positive, great! If not, it might be time to rethink your course of action.Does anybody think it’s unwise to be lean, nimble, and innovative? Who needs a book to know that rote behavior and fear of uncertainty are not going to take us very far? It’s not startling to learn that organizations that nurture a “culture of commitment” are more productive than organizations that don’t, or that setting ambitious objectives can jump-start innovation. “People who know how to self-motivate, according to studies, earn more money than their peers, report higher levels of happiness, and say they are more satisfied with their families, jobs, and lives.” I can believe that. “Determined and focused people . . . often have higher paying jobs.” I won’t argue. “An instinct for decisiveness is great—until it’s not.” An impregnable assertion. On the other hand, there are good reasons companies don’t decentralize authority. A small group of unhappy workers with enough power can bankrupt an entire firm. By developing a habit of telling ourselves stories about what’s going on around us, we learn to sharpen where our attention goes.” On a sunny morning in 2010, Qantas Airways flight 32 taxied onto a runway in Singapore, requested permission to begin the eight-hour flight to Sydney, and lifted into the bright sky. Most interesting to Crandall were a handful of nurses who seemed particularly gifted at noticing when a baby was in trouble. They could predict an infant’s decline or recovery based on small warning signs that almost everyone else overlooked. Often, the clues these nurses relied upon to spot problems were so subtle that they, themselves, had trouble later recalling what had prompted them to act. “It was like they could see things no one else did,” Crandall told me. “They seemed to think differently.”

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