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How To Be Efficient: Dan Ariely's 6 New Secrets To Managing Your Time
Not having a plan
We are spending more of our time in environments that have their own agendas. Most of the entities in our lives really want us to make mistakes in their favor.
Not having a plan, goals or a system in today’s world is dangerous because the default isn’t neutral.
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Not having a plan
We are spending more of our time in environments that have their own agendas. Most of the entities in our lives really want us to make mistakes in their favor.
Not having a plan, goals or a system in today’s world is dangerous because the default isn’t neutral.
Control your environment
... or it will control you. We can’t control our environment everywhere we go, but we have more control than we usually choose to exercise.
If you banish distractions and control your calendar you can make sure your environment is ripe for productivity.
Write everything down
We all know how fallible our brains can be yet we routinely trust ourselves to remember and follow through on things.
If it’s important, write it down. Reminders, post-its, and calendars are all good tools.
Peak productivity
You have a window of 2-2.5 hours of peak productivity per day, usually starting a couple of hours after waking.
Those are the hours when you should be working on your most cognitively demanding tasks. The big projects. The stuff that really moves the needle.
The biggest time wasters
- Meetings: Schedule your work time on your calendar.
- Email: Most people simply spend too much time in their inboxes to accomplish anything of substance.
- Multitasking:
It lowers productivity.
- “Structured Procrastination”: Doing little things that give us the feeling of progress instead of deep work that really makes progress.
Email breaks
You don't need an email break. It won't refresh you.
Getting your head into and out of your work takes time. Switching tasks has cognitive costs that reduce efficiency.
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Creating quantitative models
Most of the psychological theories are verbal, but words can be imprecise. If "cooperation is intuitive", it needs to state when. And what does "intuitive" mean?
In order to solve this, compu...
The Sims computer simulation
These models represent collections of individual people described by computer algorithms that capture a specific set of traits, such as a tendency to cooperate or not.
- You can give them new personalities to see how they would behave.
- You can observe social processes in action.
- You can observe time scales, from seconds to generations.
- You can watch the spread of certain behaviors throughout a population and you can see how certain behaviors influence other behaviors.
The patterns that emerge can tell you things about large-scale social interaction that lab experiments and real people never could.
The human instinct to cooperate
There seems to be evolutionary logic to the human ability to cooperate but adjust if necessary. To trust, but verify.
We generally collaborate with other people because it benefits us. Our rational minds let us work out when we might occasionally gain by acting selfishly instead.
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Tony Robbins
Thomas Edison
Steven Covey
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What Deep Work Is
A process of performing “professional activities…in a state of distraction-free concentration that pushes your cognitive capabilities to their limit. These efforts create new value, improve ...
Shallow work
The non-cognitively demanding, logistical-style tasks, often performed while distracted, tend not to create much new value in the world and are easy to replicate.
Recognizing our limited willpower
...is the first element of deep work.
That means you won’t have the mental discipline to stay concentrated on a single task unless you prepare your mind and environment to it.
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