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Smarter Faster Better: The Secrets of Being Productive

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There are two types of goals that you can use to enhance your productivity: stretch goals and SMART goals. New York Times Wins Big at Deadline Club Awards Dinner" . Retrieved November 1, 2010. [ permanent dead link] Fulgham and other like-minded programmers were admirers of the Toyota Production System, and had drafted a “Manifesto for Agile Software Development.” Fulgham applied the Toyota philosophy to a skeptical FBI: distributing critical decision-making power to people on the ground. Whoever was closest to a particular challenge was empowered to take initiative, regardless of rank. Top officials were allowed to offer suggestions, but not to micromanage. Even before Captain Richard Champion de Crespigny stepped on board Qantas Flight 32, he was drilling his crew in the mental models he expected them to use. Charles has some wonderful advice for increasing productivity . . . the tips he highlights have most definitely played a huge part in helping me to build the Virgin brand.’ Richard Branson

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. In Smarter Faster Better Duhigg finds provocative answers to a riddle of our age: how to become more productive (by two times, or even ten times) and less busy.’ Jim Collins

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There is not much to disagree with here, and that is one of the intriguing things about the genre this book belongs to. Not dozens or hundreds but thousands of titles like “Smarter Faster Better” are published every year, and they account for a disproportionate percentage of total book sales. Yet they mainly reiterate common sense. This is a useful lesson for anyone hoping to motivate themselves or others because it suggests an easy method for triggering the will to act: Find a choice, almost any choice, that allows you to exert control.”

Many of us wish that we were more productive in our professional and personal lives. However, actually becoming productive can be a struggle. It can be difficult to know where to start. Which elements of our behavior need to change for our productivity to increase? 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. Motivation is triggered by making choices that demonstrate to ourselves that we are in control. The specific choice we make matters less than the assertion of control.” An internal locus of control emerges when we develop a mental habit of transforming chores into meaningful choices when we assert that we have authority over our lives.” De Crespigny, in other words, was prepared to pivot the mental model he was relying upon, because he knew that the models he had worked out ahead of time were insufficient to the task at hand. De Crespigny asked one of his copilots to calculate how much runway they would need. Inside his head, de Crespigny was envisioning the landing of an oversized Cessna. “Picturing it that way helped me simplify things,” he told me. “I had a picture in my head that contained the basics, and that’s all I needed to land the plane.”

When we start a new task or confront an unpleasant chore, we should take a moment to ask ourselves ‘why.’” A young woman drops out of a PhD program and starts playing poker. By training herself to envision contradictory futures, she learns to anticipate her opponents’ missteps—and becomes one of the most successful players in the world.

The filmmakers behind Disney's Frozen are on the brink of catastrophe - until they shake up their team in just the right way, spurring a creative breakthrough that leads to one of the highest-grossing movies of all time. Why are some people so much more productive than others? How can we increase our own productivity? A new book by New York Times reporter and bestselling author Charles Duhigg mines recent scientific findings for the answers. After reading Duhigg's first book - 'The Power of Habit' - and loving it, I raced to read this one as soon as I got my hands on an advance reader's copy through NetGalley. 'The Power of Habit' had an active influence on my life and changed how I approach trying to achieve my goals, so I expected great things from 'Smart Eventually, the rehired workers were coaxed into pulling the cord. They realized they could halt the line and take care of the problem without being penalized. Soon there were hundreds of such pulls a day, and the culture was transformed. By 1986, productivity had doubled, and absenteeism was down from 25% to 3%.Cognitive tunneling: a cognitive process in which the brain becomes hyper-focused on one stimulus—usually the stimulus that’s the most immediate and obvious—at the expense of all others. A Marine Corps general, faced with low morale among recruits, reimagines boot camp - and discovers that instilling a 'bias toward action' can turn even the most directionless teenagers into self-motivating achievers. However, you can learn how to create the right conditions for creativity and productive innovation to thrive. There are four principles that you can implement to create such conditions: By developing a habit of telling ourselves stories about what’s going on around us, we learn to sharpen where our attention goes.”

In the following book review, Knowledge at Wharton shares highlights from Smarter Faster Better: The Secrets of Being Productive in Life and Business. Productive people and companies force themselves to make choices most people are content to ignore.” –Charles Duhigg From the author of The Power of Habit comes a fascinating book that explores the science of productivity, and why managing how you think is more important than what you think - with an appendix of real-world lessons to apply to your life. At the core of Smarter Faster Better are eight key productivity concepts - from motivation and goal setting to focus and decision making - that explain why some people and companies get so much done. The task was boring, and seemed redundant. But eventually, teachers started engaging with the information in interesting ways. One teacher, Nancy Johnson, ended up spending extra time in the data room, experimenting with different ways of grouping the cards. “Handling the index cards, she found, gave her a more granular sense of each student’s strengths and weaknesses.” Setting effective goals is another principle you need to implement if you want to increase your productivity. You need to have a clear idea of what you’re working towards. You also need to make sure that you’re aiming for the right results.Charles Duhigg (born 1974) is an American journalist and non-fiction author. He was a reporter for The New York Times, currently writes for The New Yorker Magazine and is the author of two books on habits and productivity, titled The Power of Habit: Why We Do What We Do in Life and Business and Smarter Faster Better. In 2013, Duhigg was the recipient of the Pulitzer Prize for Explanatory Reporting for a series of 10 articles on the business practices of Apple and other technology companies. A few minutes after takeoff, the pilot, Richard de Crespigny, activated the plane’s autopilot. When the plane reached 7,400 feet, however, the pilots heard a boom. Then there was another, even louder crash, followed by what sounded like thousands of marbles being thrown against the hull.

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