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

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Studies have shown that if we’re presented with too much data at once, we can enter a state called “information blindness.” Our minds simply cannot cope with the huge amount of data they’re being asked to process—so, we stop trying. We either start to ignore some of the data, misinterpret the data, or become so overwhelmed that we refuse to engage with it at all. Duhigg resides in Santa Cruz, California. [12] His sister, Katy Duhigg, is an attorney and politician who is a member of the New Mexico Senate. [13] Awards [ edit ] A sense of control can fuel motivation, but this alone won’t drive insights and innovations. People need to know their suggestions won’t be ignored and their mistakes won’t be held against them. Additionally, they need to know everyone else is invested in their success. of 5 stars 2 of 5 stars 3 of 5 stars 4 of 5 stars 5 of 5 stars Smarter Faster Better: The Secrets of Being Productive in Life and Business by Charles Duhigg

Smarter faster better the secrets of bein charles duhigg Smarter faster better the secrets of bein charles duhigg

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.”There are numerous ways to build a Bayesian instinct. Some of them are as simple as looking at our past choices and asking ourselves: Why was I so certain things would turn out one way? Why was I wrong?” So forget the pumps, forget the other eight tanks, forget the total fuel quantity gauge. We need to stop focusing on what’s wrong, and start paying attention to what’s still working.” Stretch goals can spark remarkable innovations, but only when people have a system for breaking them into concrete plans.” To do this, you should implement two management techniques. The first is lean manufacturing. In this ideology, the person who's closest to the problem should have the authority to fix it.

The Power of Mental Models: How Flight 32 Avoided Disaster The Power of Mental Models: How Flight 32 Avoided Disaster

Charles Duhigg was born in 1974 in New Mexico. He graduated from Yale University and earned a Master of Business Administration from Harvard Business School. [1] Career [ edit ] Stretch goals are far-reaching objectives that, at first glance, may not even seem possible. They’re ambitious and audacious, and often require a lot of forethought and effort to achieve. The plane began to shake. De Crespigny reached over to decrease the aircraft’s speed, the standard reaction for an emergency of this kind, but when he pushed a button, the auto-thrust didn’t respond. Alarms started popping up on his computer display. Engine two was on fire. Engine three was damaged. There was no data at all for engines one and four. The fuel pumps were failing. The hydraulics, pneumatics, and electrical systems were almost inoperative. Fuel was leaking from the left wing in a wide fan. The damage would later be described as one of the worst midair mechanical disasters in modern aviation.

By developing a habit of telling ourselves stories about what’s going on around us, we learn to sharpen where our attention goes. These” 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.” Being able to self-motivate is becoming an increasingly important skill in the modern economy. Currently, more than a third of working Americans are self-employed, and this figure continues to rise. When you’re self-employed, you have no boss to motivate you. You have to set your own goals, manage your own time, and make your own choices. To do this effectively, you need a degree of self-motivation. 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. When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while. That’s because they were able to connect experiences they’ve had and synthesize new things. And the reason they were able to do that was that they’ve had more experiences or they have thought more about their experiences than other people.” People become creative brokers, in other words, when they learn to pay attention to how things make them react and feel.”