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. Winners: SEJ 9th Annual Awards for Reporting on the Environment". October 17, 2010. Archived from the original on March 3, 2018 . Retrieved November 1, 2010. Because reactive thinking is wired into our brains, we can take advantage of it to increase our productivity. 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.”

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

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.” Something about all those small things occurring together caught Darlene’s attention. She opened the incubator and examined the infant. The newborn was conscious and awake. She grimaced slightly at Darlene’s touch but didn’t cry. There was nothing specific that she could point to, but this baby simply didn’t look like Darlene expected her to. At the core of Smarter Faster Better are eight key concepts – from motivation and goal-setting to focus and decision-making – that explain why some people and companies get so much done. Drawing on the latest findings in neuroscience, psychology and behavioural eco­nomics – as well as the experiences of CEOs, educational reformers, four-star generals, air­plane pilots and Broadway songwriters – this painstakingly researched book explains that the most productive people, companies and organizations don’t merely act differently.Probably the most famous book of this type is Dale Carnegie’s “How to Win Friends and Influence People,” which was published in 1936 and has never gone out of print. It is reported to have sold more than thirty million copies. I can tell you the lesson of that book in one sentence: If you are nice to people, they will like you. You just saved yourself sixteen dollars. (Not to spoil the reading experience, but the lesson of Duhigg’s previous book, “The Power of Habit,” is: Replace bad habits with good ones.) Smiles was distressed when readers complained that “self-help” meant selfishness, or the pursuit of self-interest, and, in a later edition, he explained that “the duty of helping one’s self in the highest sense involves the helping of one’s neighbors.” This was not wholly coherent, and when the book came out it didn’t matter, because in a laissez-faire economy the pursuit of self-interest is a virtue. There’s nothing wrong with it; on the contrary, it’s supposed to be what makes markets work. (“On the Origin of Species” described the natural world similarly, as a place consisting of, at bottom, nothing but organisms single-mindedly pursuing reproductive success.) Type #1: stretch goals. These are ambitious and far-reaching goals that will often take a lot of planning and effort to accomplish. No one can predict tomorrow with absolute confidence. But the mistake some people make is trying to avoid making any predictions because their thirst for certainty is so strong and their fear of doubt too overwhelming. If” If you make a chore a meaningful decision, motivation will emerge. When faced with an unpleasant task, take the time to ask yourself “ why.” Teams

Smarter Faster Better : The Secrets of Being Productive in

Experiments have shown that people with SMART goals are more likely to seize on the easiest tasks, to become obsessed with finishing projects, and to freeze on priorities once a goal has been set.” Psychologists have a phrase for this kind of habitual forecasting: “creating mental models.” Understanding how people build mental models has become one of the most important topics in cognitive psychology. All people rely on mental models to some degree. We all tell ourselves stories about how the world works, whether we realize we’re doing it or not. To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. Smarter Faster Better explores the techniques that you can use to increase your productivity. But what does “being productive” actually entail?The plane was descending at fourteen feet per second. The maximum certified speed the undercarriage could absorb was only twelve feet per second. But there were no other options now. 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.

Smarter Faster Better by Charles Duhigg: 9780812983593

SABEW Names Winners in the Best in Business Contest". Wireless News. March 26, 2009. Archived from the original on November 4, 2012 . Retrieved May 4, 2010. 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. Supercommunicators, as Pulitzer-prize winning author Charles Duhigg argues, understand that there is a science to how human beings connect. They understand that every time we speak, we’re actually engaging in one of three conversations: What is this really about? How do we feel? And, Who are we? The second technique that you should implement is the creation of a “commitment culture.” This is a workplace culture in which employers are truly committed to their employees’ growth, success, and happiness, causing their employees to commit to the company in return. Lean ManufacturingThe filmmakers behind Disney’s Frozen are nearly out of time and 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. Mental models are stories that you create about the world around you. You may internally narrate a story about what you’re experiencing in real-time. For example, during a meeting, you may create an internal narrative of who is speaking, what they’re saying, and how other participants are responding to their points. Narrating your life like this prevents your brain from slipping into a fully relaxed state. This makes its transition into “focused mode” much smoother and averts the panic that can cause unhelpful cognitive processes to take hold. Teams succeed when everyone feels like they can speak up and when members show they are sensitive to how one another feels.” 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.”

Smarter, Faster, Better’: The New Science of Productivity ‘Smarter, Faster, Better’: The New Science of Productivity

The final method you can use to boost your personal productivity is learning how to use data productively.

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. Other tweaks on offer in “Smarter Faster Better” include “creating disfluency,” “a bias toward action,” “ SMART goals” versus “stretch goals,” and the concept of “psychological safety.” There are a few mind-sets to avoid as well (side effects may include crashed aircraft and the Yom Kippur War): “cognitive tunneling,” “reactive thinking,” and an exaggerated disposition for “cognitive closure.” Basically, the good stuff boils down to organizational buzzwords like “lean,” “nimble,” “flexible,” “innovative,” and “disruptive.” Negative stuff has to do with mindless routines, mechanical thinking, and the need for certainty. Productivity, recent studies suggest, isn't always about driving ourselves harder, working faster and pushing ourselves toward greater "efficiency." Rather, real productivity relies on managing how we think, identify goals, construct teams and make decisions. The most productive people, companies and organizations don't merely act differently—they envision the world and their choices in profoundly different ways. Cognitive tunneling can cause people to become overly focused on whatever is directly in front of their eyes or become preoccupied with immediate tasks.” Timed: set a deadline for achieving each goal and subgoal. Without a clear time-limit, a goal turns into a pure dream that you hope to achieve any other day