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Build Your Own Productivity Style by Remixing the Best

Build Your Own Productivity Style by Remixing the Best
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Productivity porn It’s like a finger pointing at the moon. Do not concentrate on the finger or you will miss all of the heavenly glory!— Bruce Lee. The internet is full of productivity tips and techniques, more accurately known as productivity porn. And I plead guilty. I’ve learned a few things the hard way that are not often mentioned. If you really deeply care about something, you will do it. So what do you need a system for? Do not confuse activity for progress. How To: Mapping Your Value Stream When we build our kanban – whether for ourselves or for a team – we first need to build a value stream. A value stream is simply a list of the steps you take to create value. When we build a kanban, work flows along the value stream and this visualizes our flow. Before We Begin There are some quick tips about a value stream. It should match reality as closely as possible.It should be only as detailed as necessary to see and understand your work flow.As your understanding and contexts change, your value stream will also change. These three tips are telling. The Beginning: Start with the Ends in Mind What is it you are doing? In a meeting you may be: fully discussing a topiccoming up with action itemsplanning a future set of tasks At home you might be: delegating choresplanning a vacationbuilding a deck During the workday you might be: creating documentsmanaging staffbuilding a section of an airplane All nine of these might have very different end-states. Next Step: Fill in the Blanks 1. 2. 3. 4Share

Practice your personal Kaizen A fine article. But as a resident of Japan who's spent over half his life speaking Japanese, let me take this chance to address one common myth. "Kaizen" in Japanese does NOT mean "continual improvement", or have any mystical managerial significance. It's a mundane, generic word meaning "improvement" - any improvement, continual or not. (An aside: Leading Japanese companies like Toyota make continual improvement a core practice. Toyota and some of its contemporaries have indeed developed advanced, powerful methods for continuous operational improvement, within the context of their industries. Of course, if modern management gurus in the US (or wherever) want to latch on to the word "kaizen" as the new name for "continuous improvement", they're welcome to do so; words gain new meanings all the time.

Building Your First Personal Kanban The basic kanban: Waiting, Working, Done A quick trip through personal kanban design patterns demonstrates how they can be created using any number of materials. This tutorial illustrates how to build the most common personal kanban. Step One: Establish Your Value Stream Value Stream (v l y str m): The flow of work from the moment you start to when it is finished. Step Two: Establish Your Backlog Backlog (b kl g , -lôg ): The work you haven’t done yet. Step Three: Establish Your WIP Limit WIP (hw p, w p): Work in Progress Limit – The amount of work you can handle at one time. “Pull” tasks from one kanban stage to the next Step Four: Begin to Pull Pull (p l): To take completed work from one stage of the value stream and pull it into the next. Beyond Step Four: Prioritize, Refine, and Reduce Past step four, it’s all about prioritization of work, refinement of the value stream, and reduction of waste.

15 Bad Habits Which Always Destroy Your Productivity Do you feel as if your productivity levels are at an all time low? Do you find it more and more difficult to complete work in a timely, and efficient fashion? You might be sabotaging your productivity without even realizing it. Avoid these 15 bad habits and you’ll give your productivity a much-needed boost! 1. You take too much time to complete a simple task. Taking six hours to write a simple, one-page e-mail really isn’t the best use of your time. 2. There will be times when you just can’t complete your work in a timely fashion. 3. Do you stare at your schedule, thinking about how best to use every last minute of your day? 4. Quick, when was the last time you left your desk for a break? 5. You need food – and water – to survive. 6. Is there an app on your phone, tablet or computer that you absolutely despise? 7. When’s the perfect moment to start planning your dream vacation, clean out your closet or look for that new job? 8. 9. 10. 11. 12. 13. 14. 15.

Theory The self-determination continuum described in Deci & Ryan's (1985, 1991) organismic integration theory represents differences in the ways in which people's behaviour can be regulated and how these differences are experienced. The following fictitious mini-biographies illustrate these different forms of behavioural regulation in exercise contexts. June June is a charity worker. She has not taken any regular exercise since leaving school and has unhappy memories of cold, wet and windy days on the school playing field being yelled at by her PE teacher. Paul Paul is a trainee paramedic who has just reluctantly signed up at his local gym. Bill Bill is a civil engineer in his fifties. Alan Alan had rather a hard time socially as a child and adolescent. Liz Liz is a senior executive in a leading City finance house. Sandra Sandra used to be a teacher but retrained a few years ago as a fitness instructor. John John is a builder. Commentary on the biographies The boundary between intrinsic and extrinsic

Systems, ciphers, and the dirty little secret of self-improvement My theory is that the secret code for most self-improvement systems—from Getting Things Done through Biofeedback and the Atkins diet—is not hard to break; any idea that helps you to become more self-aware can usually help you to reach a goal or affect a favorable solution. That’s pretty much the entire bag of doughnuts right there. Self-improvement juju works not because of magic beans or the stones in your soup pot; it works because a smart “system” can become a satisfying cipher for framing a problem and making yourself think about solutions in an ordered way. Systems help you minimize certain kinds of feedback while amplifying others. Also, when you’ve undertaken most any kind of program, there’s usually a built-in incentive to watch for change, monitor growth, and iterate small improvements (think: morning weigh-in).

Organismic integration theory Psychlopedia -- Key theories -- Motivational theories -- Organismic integration theory Jump to the comments Section Overview According to cognitive evaluation theory (Deci, 1975), people are sometimes intrinsically motivated to complete tasks. That is, they feel that some tasks are inherently enjoyable, challenging, or significant. They do not merely feel obliged to complete these activities. When individuals feel intrinsic motivation, they tend to be more persistent. In contrast, people are sometimes extrinsically motivated to complete tasks. Some activities, although originally motivated extrinsically, might eventually evoke feelings of autonomy and enhance persistence. In particular, initially individuals might learn to introject a behavior that was initially motivated extrinsically (see Ryan & Connell, 1989). Over time, individuals might learn to identify with this behavior, rather than merely introject. Integration still departs from intrinsic motivation, however. True self-esteem

The Chokehold of Calendars Meetings may be toxic, but calendars are the superfund sites that allow that toxicity to thrive. All calendars suck. And they all suck in the same way. Calendars are a record of interruptions. And quite often they’re a battlefield over who owns whose time. In my experience, most people don’t schedule their work. I’ve yet to see a résumé—and I hope I never do— that lists “attends meetings well” as a skill. The problem here is two-fold. Let’s start with the premise that you have a 40 hour week. People rarely schedule working time. Why are you letting other people put things on your calendar? Start saying no. Why do you feel like others have more of a right to your time than you do? The problem with calendars is that they are additive rather than subtractive. “I’m adding a meeting” should really be “I’m subtracting an hour from your life.” We need a goal-oriented calendar, but first we need to understand why a goal-oriented calendar is necessary. Most of these things currently exist.

How Can I Develop Self-Esteem? Maurice Gibbons Self-esteem is [our] dominant motive. Ernest Becker Are You the Greatest or Not? The big question is, how do you feel about yourself? Strange But True Fortunately, there is a lot we can do to improve self-esteem, but ironically, pursuing self-esteem isn’t one of them. And here is another curiosity. How you view yourself has a powerful impact on the quality of your life and on your performance in anything you try to do. Questions Worth Answering Here are a few questions adapted from tests of self-esteem. 1. 2. 3. 4. 5. Self-esteem is your estimate of your own worth. You can do much better by finding your strengths, by doing a thorough survey of your interests, your skills, your knowledge, the experiences you have had, and anything else that is real about your potential. Your Inner Worth The second question introduces the powerful inner component of self-esteem. You may not be aware of that enhancement, and that’s a good thing. Goals for You or for Them? Screwed Up?

10 Laws of Productivity You might think that creatives as diverse as Internet entrepreneur Jack Dorsey, industrial design firm Studio 7.5, and bestselling Japanese novelist Haruki Murakami would have little in common. In fact, the tenets that guide how they – and exceptionally productive creatives across the board – make ideas happen are incredibly similar. Here are 10 laws of productivity we’ve consistently observed among serial idea executors: 1. A bias toward action is the most common trait we’ve found across the hundreds of creative professionals and entrepreneurs we’ve interviewed. 2. When our ideas are still in our head, we tend to think big, blue sky concepts. 3. Trial and error is an essential part of any creative’s life. To avoid ‘blue sky paralysis,’ pare your idea down to a small, immediately executable concept. 4. When working on in-depth projects, we generate lots of new ideas along the way. 5. 6. Part of being able to work on your project a little bit each day is carving out the time to do so. 7.

exercitii « momenttum Salut, In exercitiul anterior ne-am concentrat pe primele trei elemente ale teoriei inteligentei emotionale a lui Daniel Goleman, care fac referire la dezvoltarea propriei persoane (cunoasterea propriilor emotii, comportamente si reactii; gestionarea acestor emotii, comportamente si reactii; auto-motivarea). Astazi, ne oprim la elementele teoriei inteligentei emotionale care pun accent pe relationarea cu oamenii din jurul nostru: Capacitatea de a intelege emotiile si comportamentele celor din jurGestionarea relatiilor cu cei din jur prin prisma raportului emotiile mele / emotiile lor Ce ai de facut? Incearca sa evaluezi cat de bine te descurci cu aceste doua elemente. 1. 2. 3. 4. 5. 6. 7. 8. Pe masura ce raspunzi la aceste intrebari, or sa apara si altele la care vei vrea sa gasesti raspuns. Spor la treaba!