Anyone can now have a tool built in five minutes by asking a model, without writing a line of code. That feels like a breakthrough if you build tools for a living. Most people do not. As Benedict Evans puts it, a great lawyer spends the day thinking about the case and the client, not about which software would make that work faster. So the bottleneck sits somewhere else: in seeing that there is something to automate at all, and in working out what the right solution actually is. That second part is rarely obvious. It can take years and several failed attempts before someone finds the right shape for a problem.
\nEven with the right tool in hand, the work is not done. A process touching fifty to five hundred people across departments and systems stops being an individual decision and becomes a purchasing project that runs for months. Software moves on a sliding scale between improvised (a spreadsheet, an email) and institutionalised (a system with audit, security and ownership), and a task slides toward the institutional end once there is enough revenue or risk attached to justify it. AI leaves that scale intact. It moves where the thresholds sit and which choices you have.
\nThis is why giving everyone ChatGPT never turns into company-wide change on its own. It is the same pattern as putting a PC with a spreadsheet program on every desk in the early eighties: a small group took off with it, the rest used it now and then. The real transformation lives in the slow, concrete work of going through every existing process, one at a time.
\n", "date_published": "2026-09-04T10:15:37+02:00", "url": "https://jeroensangers.com/2026/09/04/ai-lowers-the-threshold-for.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2026/09/03/productivity-doesnt-come-from-working.html", "title": "Productivity doesn't come from working longer, but from letting your brain reset", "content_html": "Your brain does not multitask, it switches, and every switch leaves a residue of attention behind that eats into your cognitive capacity. That is where uninterrupted blocks earn their keep: inside such a block you work on one thing, with no notifications and nothing on the side.
\nA block like that has a shelf life. After a stretch of sustained attention your sharpness drains away on its own, and a workday without breaks, an open-plan office and a chat that never falls silent hold you in that state of low attention and constant stress. Pushing on feels productive at that moment, while the quality of your thinking has already dropped.
\nSo blocks and breaks do not contradict each other, they work on two timescales: no switching within the block, a reset between blocks. In practice that means stepping away briefly every 60 to 90 minutes without new input, plus a clear stopping time at the end of the day, because it is in those quiet moments that your brain consolidates and creativity comes back. What wrecks your attention is the task switch, not the break.
\nWhen you post something, the platform first shows it to a small test audience of people who do not follow you, and it watches closely: do they swipe past, how long do they stay, do they react at all. If they drop off, the algorithm concludes that strangers have no interest in this and stops showing it. That is the mechanism behind the feeling that your reach dies. It is not a punishment. It is a test you lost.
\nThat changes the question you should be asking. Not “is this content good”, which is a judgement made from your own taste or that of your regular audience, but “does this work for someone who has never seen me before”. If you optimise only for the people who already follow you, you are optimising for an ever smaller slice of your own reach.
\nThe consequence is that generic, broadly phrased content loses structurally. A stranger has no reason to keep watching something he has seen a hundred times before, phrased in exactly the same way. Being specific and recognisable for your own position works better with strangers than with existing followers, because that is precisely what survives a test swipe.
\n", "date_published": "2026-09-02T09:00:00+02:00", "url": "https://jeroensangers.com/2026/09/02/the-instagram-algorithm-tests-new.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2026/09/01/you-optimise-a-system-by.html", "title": "You optimise a system by looking at the whole flow, not by making the fastest part faster", "content_html": "A process is a chain of steps, and it is tempting to improve the step that is easiest to see, or the one that seems most obvious. But making a step faster only helps if that step is the bottleneck. If it is not, the work piles up in front of the next step, which is still the real constraint.
\nThe question that matters is not how to make one part faster, but what a change does to the whole flow. Skip that question and you optimise inside an illusion of progress: a fine result at one station, while the total lead time stays the same or gets worse.
\nThis holds for personal effectiveness as much as for a production line. Finishing a task faster only helps if that task is where the work gets stuck. Otherwise you are just moving the queue.
\nWe usually read self-control as a character trait: you have it or you don’t. Walter Mischel’s marshmallow test fed that picture, because the children who waited longer turned out, decades later, to earn more, be healthier and have stronger friendships. Kentaro Fujita points at the finding that got skipped over: those children were being taught strategies, and the strategies worked. Three-year-olds stare at the marshmallow on the assumption that staring helps. Five-year-olds have already worked out that covering it up or looking away works better. By thirteen, the children who understood the rules of self-control had fewer behavioural problems. The route is known too: children pick it up largely by watching what adults do.
\nThe distinction that makes this possible is that willpower and self-control are two different things. Willpower is the blunt version, suppressing the impulse, and training it produces small and erratic effects in the research. Self-control is the toolkit around it: looking away, reframing the temptation, viewing yourself from a distance. Those strategies do transfer, so you can get much better at self-control without ever gaining more willpower.
\nThat also changes what a slip means. Not that your character falls short, but that this particular tool failed here, and the question becomes which tool you try next.
\nAsk a language model something about your own life and it has to guess. It never saw your data, so it reconstructs what is probably true, and every so often it hands you something that never happened. No amount of clever phrasing fixes that. Guessing is what generation is.
\nA well structured knowledge base works the other way around. It looks things up and gives back what is there, with the source attached and with how certain that source is.
\nUnderneath sits a ratio worth remembering: roughly 98 percent of a “Digital assistant” system is data, 2 percent is AI. And that 2 percent does translation, not thinking. It understands that “called Joe about the fieldlab” is a phone call, that Joe is a person and that fieldlab is a project. Nothing more is asked of it.
\nEvery layer of structure you add makes the AI layer thinner.
\nWhat looks like intelligence usually turns out to be retrieval. Who should I call is a sort on contact strength and time. This pattern stands out is a count. What did I do last time is a lookup in history. Query, weigh, show. A simple search over a clean schema beats a brilliant model over messy data.
\nThat reframes where the work goes. The interesting question stops being which model you use and becomes how well your own material is organised. Naming things consistently, linking them, recording the type of a thing rather than leaving it as loose text: each of those shifts work out of the model and into the schema, where it stays put and costs nothing to run.
\nYou still need a large model while the schema is being discovered. That is the architect designing the house: which tables relate to which, where the structure has gaps, which patterns hold. Once the house stands, you can live in it without the architect. What remains is small enough to run on your own laptop, no cloud and no dependency on a vendor who might change the terms next year.
\nSo the useful measure of a personal system is not how smart its assistant is. It is how much of your life the assistant can simply look up. Every time you tidy a corner of that, you need slightly less intelligence to make sense of it.
\nTime management training is popular. The evidence that it works is thin.
\nThe critique that landed hardest for me: these trainings teach planning and structuring, and they leave volition alone. Volition is the capacity to protect an intention against everything competing with it. Distraction, a colleague at your desk, the pull of an easier task.
\nPlanning and structuring your activities may simply not be enough to keep an intention alive once the day starts pushing back.
\nKuhl and Fuhrmann pointed at what is missing: strategies that work on motivation rather than structure. Finding meaning in a task. Making it more attractive to start. Deciding in advance what you do when the pull arrives.
\nThat reframes what a good system is for. Not a better container for your work, but something that keeps you willing to do the work you already decided mattered. Structure gets you to the desk. Something else keeps you there.
\n", "date_published": "2026-08-29T09:00:00+02:00", "url": "https://jeroensangers.com/2026/08/29/time-management-training-leaves-volition.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2026/08/28/implementation-intentions-correct-the-planning.html", "title": "Implementation intentions correct the planning fallacy", "content_html": "A to-do says what. An implementation intention says when, where and how.
\n“Write the proposal” is a task. “I write the proposal tomorrow at nine, at the kitchen table, before I open my mail” is an implementation intention. Gollwitzer named them in 1999, and the difference turns out to matter more than it looks.
\nKoole and van ’t Spijker found that people who wrote their plans this way completed more of them and were interrupted less often.
\nThey also help with the planning fallacy: our habit of estimating how long something takes by imagining it going well. No traffic, no interruptions, no discovering halfway through that the file is somewhere else. Specifying the circumstances forces the obstacles into view before you commit to a time.
\nIt costs about ten extra words per task. That is a cheap correction for a bias that has been wrecking estimates for as long as anyone has been making them.
\nMore from the same diary study. When the researchers looked at what people actually completed, unplanned tasks won.
\nTasks that showed up during the day were rated as more urgent and more important than the ones people had planned in advance. And they were completed at a higher rate.
\nRecency bias and time discounting explain most of it. Something standing in front of you right now weighs more than something you decided was important last Thursday.
\nThis undermines an assumption sitting under most productivity advice: that writing your priorities down protects them. It does not. Your plan gives you direction and an overview, and both are worth having. What it cannot do is win an argument with whatever just walked into your inbox.
\nWhich means the plan needs something next to it. A protected block, a closed door, a rule about what you do before you open your mail. The list alone was never going to be enough.
\nYour brain filters everything through what you already believe. That is not a flaw, it is how perception works: experience and culture decide what registers and what slides past. The consequence is uncomfortable. Whatever sits outside your lens stays outside it, however honest you are with yourself and however long you sit with your journal.
\nWe tend to treat blind spots as faults. Weaknesses to fix. In practice they are usually the opposite: strengths you never counted as strengths, patterns you have repeated for years, assumptions so obvious you never thought to question them. Opportunities in plain sight, invisible from where you stand.
\nThis is the ceiling of solo reflection. You keep looking from the same position. Someone outside that position sees the shape of it. A coach, a colleague, a mentor. The reason is simple: they stand outside your lens.
\nIt also says what coaching actually is, beyond the image of an expert handing out advice. A good coach tells you very little. They help you see what is already there and stays invisible from your own vantage point. The material is yours. The angle comes from somebody else.
\nAnd the moment you see it, something shifts. You stop reacting to your patterns and start deciding with them in view.
\nA diary study followed 29 research and development engineers through their working days. The finding that stuck with me: urgency predicted task completion far better than importance did.
\nTasks that were both urgent and important got finished most often. Tasks that were only important, with no deadline pressing on them, were finished least often.
\nThe statistics get stranger. On its own, importance had no relationship with completion at all. Once the researchers accounted for urgency, importance turned negative. Less important tasks were the ones that got done.
\nThis explains a paradox I see in almost every effectiveness conversation. People end the day having handled everything that shouted at them, while the work that would actually move something forward sits untouched. It is not a character flaw. It is what happens when urgency is the only signal your day responds to.
\nSo the question is not how to work harder on what matters. It is how to give importance a voice loud enough to compete.
\nA services business wants to double its revenue, so it hires an agency to run paid ads. Six months and forty thousand euros later, it has twelve leads and one customer. Nothing was wrong with the ads. The order was wrong.
\nThere are four ways to bring in customers. Inbound, where people find you through content, search and reputation. Outbound, where you go to them with cold email and calls. Paid, where you buy attention. And referrals, where your existing customers bring you the next one. Each asks something different from you before it returns anything: volume, margin, patience, or a base of happy clients.
\nPaid asks for the most. You are bidding against everyone else in your market, you need the margin to absorb a losing test, and you need enough traffic to know which test lost. Miss one of those three and the budget just leaves. Inbound asks for time instead, six to twelve months before it carries anything, after which the leads keep arriving without a price tag on each one.
\nReferrals ask for almost nothing you do not already have. That makes the order obvious once you see it. Start where you are already strong, build the channel that compounds, and only buy attention when you have the volume and the margin to survive being wrong about it.
\n", "date_published": "2026-08-25T09:00:00+02:00", "url": "https://jeroensangers.com/2026/08/25/the-cheapest-acquisition-channel-is.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2026/08/24/the-glass-is-already-broken.html", "title": "The glass is already broken, and that is why I enjoy it", "content_html": "Fear of loss rarely comes from the loss itself. It comes from a quiet assumption underneath it: that the thing will stay. Give up that assumption first, book the thing as already gone, and there is nothing left to defend. What remains is what is in front of you.
\nAjahn Chah made this concrete with a glass. He drank from it, enjoyed how it caught the light, and considered it already broken. So when the wind knocked it over, his answer was “of course”. The breaking was priced in from the start, which made every moment with the glass a gain rather than a postponement.
\nThe Stoics arrived at the same place from another direction. Premeditatio malorum, and Seneca treating everything he owned as on loan.
\nTwo things this is easy to mistake for. It reads like pessimism, until you notice the conclusion is presence: you still drink from the glass. It reads like permission to be careless, until you notice you still keep the glass away from the edge of the table.
\nThat is the boundary. It works for impermanence, and it stops working for negligence. Where you actually have influence, “already lost” quietly becomes a way to write off responsibility.
\n", "date_published": "2026-08-24T11:05:56+02:00", "url": "https://jeroensangers.com/2026/08/24/the-glass-is-already-broken.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2026/08/10/the-meeting-ends-the-moment.html", "title": "The meeting ends the moment you share your screen", "content_html": "Something happens the moment someone shares their screen to walk through a presentation. Their face disappears. The other participants turn into an audience. The content plays out in a straight line instead of being worked through together.
\nFrom that point on the meeting is over as a conversation. What is left is a recording with witnesses.
\nReading and interacting are two different activities, and they work badly at the same time. A video call is built for the second one: a small group, live, thinking out loud. If what you have is material to be read, send it up front as a memo or a short video. Then the meeting itself stays reserved for the part that genuinely needs everyone present.
\nCalling a meeting is a responsibility. You earn people’s attention by arriving prepared and by having the right people in the room. Slides on the screen are often how that preparation gets skipped: the deck carries the meeting so nobody else has to.
\nThe test is simple. If your presentation survives being sent as a document, send it as a document.
\nWhen you see a text a second or third time you recognise it, and that feeling of recognition is easily mistaken for actual understanding. This is the fluency illusion: the ease of processing something gets read as a measure of how well you know it. Rereading and highlighting raise how easy something feels right now (retrieval strength), but they barely build the deeper storage that remains once the text is no longer in front of you (storage strength). Take the source away, and the illusion of mastery collapses.
\nPassive techniques like highlighting and rereading feel productive precisely because they ask for almost no cognitive effort. You register that something matters, but that is not the same as integrating it into what you already know: explaining why it matters, saying it again in your own words, or finding it later without the text. Without that step you stay at the level of collecting information instead of building knowledge you can apply yourself.
\nThe fix is not a better way of highlighting, but building in friction: forcing yourself to retrieve, explain or generate something without the source at hand. That feels harder and less successful in the moment, precisely because you can fail at it, and that friction is what leaves a lasting trace. The same illusion is not limited to studying: nodding along through a text or a codebase because everything feels familiar does not give you the ability to solve the problem yourself either.
\nYou’re on holiday and something breaks at work. You drive back, you fix it, everyone applauds. And you feel it too: you were needed, and it worked.
\nThat applause is where it goes wrong. Praise is a signal: it tells the whole organisation what actually gets rewarded. You learn that you’re the one who always shows up. Your team learns that the call is yours, not theirs. Your own boss learns that you’ll handle it.
\nThis isn’t ego, or hardly ever. It’s identity. If you’ve been the reliable one for years, stepping back doesn’t feel modest. It feels irresponsible. Which is why deciding to delegate more isn’t enough on its own: you can tell your team to take more ownership and still sit on the context they’d need to act on it.
\nSo prove your commitment some other way. Share context before there’s a crisis. Say out loud who gets to decide what. And next time, before you get in the car, ask your colleagues one question: what do you need to handle this without me?
\n", "date_published": "2026-08-05T20:23:21+02:00", "url": "https://jeroensangers.com/2026/08/05/praise-for-rescuing-keeps-the.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2026/08/04/train-when-your-chronotype-peaks.html", "title": "Train when your chronotype peaks, but never let the perfect hour stop you from training", "content_html": "Your body has a natural chronotype: a morning type, an evening type, or something in between, driven by the circadian rhythms of cortisol and testosterone. It determines when in the day you perform best, physically and mentally, and the gap between a clear morning type and a clear evening type runs up to eight hours. Evening types reach their aerobic peak around 20:00, roughly eleven hours after waking up, while morning types get there around noon.
\nTraining at the wrong moment costs measurable performance. A morning type who trains in the afternoon can perform 5 to 6 percent below their natural peak. For an evening type forced to train very early, the risk is a different one: the body has not yet reached its optimal temperature and neuromuscular activation, which raises both the injury risk and the perceived effort, especially on too little sleep.
\nEven so, consistency outweighs timing. Pushing a clear evening type into early morning workouts can backfire, but training at a non ideal hour still beats not moving at all. Your chronotype is largely genetic and does not shift radically. An owl does not turn into a lark by getting up early for a few weeks. Light exposure and a consistent daily rhythm can nudge it, but only gently.
\nMultitasking is a common phenomenon in our modern society, but research shows that we are much worse at it than we think. The problem lies not only in the fact that we struggle to perform multiple tasks simultaneously, but especially in our inaccurate assessment of our own capabilities. Studies show that people who frequently multitask wrongly believe they are doing so effectively. They significantly overestimate their abilities, while the reality is different. This lack of self-awareness is worrying: we are not only bad at multitasking, but we also seem unable to see or acknowledge it.
\nThe consequences of frequent multitasking go beyond just a distorted self-perception. Research on chronic media multitaskers, people who regularly process multiple media streams simultaneously, shows striking results. These heavy multitaskers are actually more sensitive to environmental distractions and irrelevant information in their memory. Paradoxically, they even perform worse on tests measuring the ability to switch between tasks, likely because they are less capable of filtering out distracting information. This suggests that frequent multitasking is associated with a fundamentally different way of processing information.
\nThe comparison to a drunk person who thinks they are walking in a straight line captures the problem well: we think we are better than we actually are. Thus, multitasking creates a dangerous combination of reduced performance and inflated self-confidence. As multitasking plays an increasingly larger role in our daily lives, it becomes all the more important to be aware of these limitations and the gap between our perception and reality.
\nWhen we are physically in the same space, we use various subtle signals to manage speaking turns: eye contact, facial expressions, and body language. This leads to a more even distribution of turns among everyone. In audio conversations, these visual cues are absent, so you focus entirely on auditory signals such as pitch, speaking speed, pauses, and small sounds indicating someone wants to respond. In video meetings, which theoretically offer more data than audio conversations, we pay less attention to audio cues, while visual signals are less perceivable on a screen. Interestingly, the limitation of audio conversations actually ensures you listen better to auditory signals and respond more effectively than in video conversations. This results in everyone having more equal speaking time, preventing anyone from easily dominating the conversation.
\nThis more equal distribution of turns positively affects what researchers call ‘prosodic synchrony’: you better align your rhythm, intonation, and speech patterns. When you have more equal turns in an audio conversation, you naturally become more attuned in how you speak. You unconsciously mimic each other in tempo and pitch, resulting in a smoother conversation. This alignment contributes to what is called ‘collective intelligence’: the ability of a group to solve problems together. Teams using only audio are more successful in synchronizing their voice usage and turns, and when they achieve this, they perform better as a group.
\nAlthough video theoretically offers more information, in practice, visual signals are less perceivable than in in-person meetings. This raises questions about the assumption that richer media are always better for remote collaboration. For certain forms of teamwork, audio meetings can be more effective than video conferencing.
\nMobile phones are a major source of distraction in our daily lives, even when we are not actively using them. Research shows that just a notification, a beep, or a vibration significantly disrupts our performance on tasks that require concentration. Remarkably, this disruption is as great as when someone is actually on a call or texting. You don’t even need to look at your phone to get distracted; that little sound or vibration is enough to lose your focus.
\nThe reason these short notifications have such a big impact lies in what happens in our minds afterward. A notification triggers a series of thoughts unrelated to what you are doing. You start to wonder who sent a message, what’s in it, if it’s important… in short, your thoughts wander. This phenomenon, also known as ‘mind wandering’, lasts much longer than the notification itself. Even after the sound is gone, those thoughts linger in your head, and your performance continues to decline.
\nThis explains why distraction by your phone is so persistent: it’s not just about the time spent checking your phone, but mainly about the mental interruption that lasts much longer. Our limited attention capacity must be divided over multiple things simultaneously, and when a part of it is consumed by thoughts about that notification, less is left for the task that requires our full attention.
\nAn Inipi ritual is a traditional cleansing ceremony originally from the Lakota Indians of North America. The name “Inipi” means “to receive life again” and refers to the main goal of this ceremony: cleansing the body, mind, and soul. In the Netherlands, this ritual is also known as the sweat lodge ceremony. Although this specific form comes from the Lakota, similar rituals with hot stones have existed for thousands of years worldwide— from the Finnish sauna to ancient Irish sweat lodges, remains of which have been found by archaeologists dating back more than 10,000 years.
\nThe ceremony takes place in a low, dome-shaped hut built of willow branches and covered with blankets. In the center of the hut, a pit is dug where glowing hot stones are placed, brought in from a ceremonial fire outside. When participants sit in the dark hut, water is poured over the hot stones, creating intense steam and heat. The ritual usually consists of four rounds, each with its own theme, such as welcome, connection, prayer, or thanksgiving. During these rounds, people sing, pray, or sit in silence.
\nThe Inipi ritual goes far beyond mere physical cleansing, as in a regular sauna. It is intended as a spiritual experience where people connect with ‘All That Is’ and can experience the power of gratitude. The hut symbolizes the womb of Mother Earth, and the entire process represents rebirth and healing. Participants use this time to let go of their daily worries, give attention to those in need, and achieve personal growth and insight. The ceremony concludes with the expression “Mitakuye Oyasin,” meaning “we are all related,” emphasizing the interconnectedness of all life.
\nResearch shows that not all interruptions during your work have the same effect. There is an important difference between work-related and non-work-related interruptions.
\nWork-related interruptions (such as your manager stopping by to ask about a task, or a colleague messaging you about a project you’re working on together) actually have a positive effect on how engaged you feel during your workday. This goes against the common belief that all interruptions are bad for your productivity. Work-related interruptions don’t break your concentration; instead, they help you stay more connected to your work and colleagues.
\nNon-work-related interruptions (just chatting about the weather, sports, or what you’re going to eat tonight) do have the negative effect you might expect: they make you less engaged and disrupt your work rhythm so much that it really gets in the way of your work.
\nWhen you create a podcast and want to publish extra content related to a specific episode, this bonus content receives the same episode number as the original episode. This means that both episodes, the main episode and the bonus episode, are published under the same number in your podcast feed.
\n", "date_published": "2025-07-01T16:37:49+02:00", "url": "https://jeroensangers.com/2025/07/01/bonus-podcast-episodes-use-the.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2025/06/12/revenge-bedtime-procrastination-is-the.html", "title": "\"Revenge bedtime procrastination\" is the deliberate delay of bedtime to regain control", "content_html": "“Revenge bedtime procrastination” is a phenomenon where you deliberately delay your bedtime to regain a sense of control over your life. This often occurs in people who have little personal time during the day due to busy schedules or demanding jobs. By staying up later at night, you try to reclaim some personal time, even if it comes at the expense of your sleep.
\nAlthough the term is relatively new, the behavior it describes has been known for a longer time. After a long day, you want to relax, for example by watching TV or scrolling on your phone, even though you know you have to get up early the next day.
\nWhile it’s understandable that you want this time for yourself, delaying your bedtime can have negative consequences for your health. Lack of sleep can lead to fatigue, reduced concentration, and even long-term health issues. Therefore, it’s important to find a balance between your personal time and getting enough sleep.
\nThe use of artificial intelligence (AI) in the learning process offers a unique opportunity to reduce unnecessary difficulties. For example, AI can help you by providing clear explanations, offering useful examples, and giving you quick feedback. This can eliminate frustrating obstacles that you often encounter while learning, such as unclear sources or insufficient practice material. By reducing this unnecessary hassle, you can better focus on truly understanding the material and developing your skills.
\nBut beware: AI is not meant to avoid the essential efforts you need for effective learning. Essential efforts include activities like active practice, retrieving information from memory, and consciously working towards a good understanding of the subject matter. These activities are important for building knowledge that sticks. While AI can make your learning process easier, it should not replace the core activities you need to truly learn.
\nThe danger exists that you might use AI to avoid the necessary effort, for example, by simply copying answers without understanding the underlying ideas. This can lead to superficial knowledge that does not last long. Therefore, it is important to find the balance between reducing unnecessary hassle and maintaining the essential effort needed to truly learn. By using AI wisely, you can reap its benefits without jeopardizing the real learning process.
\nIn communication, it’s important to adapt your style to that of your conversation partner. This can be challenging if your partner speaks quickly and you struggle to keep up. Instead of speeding up your own speech, which can lead to stumbling over words and confusion, it’s better to use non-verbal cues. Hand gestures and head movements are super helpful in this regard. By subtly moving your hand or nodding, you can encourage your partner to continue talking without having to speak faster yourself.
\nNon-verbal communication is a powerful tool in conversations. With hand gestures, you can hold your partner’s attention and encourage them to speak faster. By nodding your head, you show that you understand and that they can continue. These tricks ensure that your partner feels understood and can tell their story at their own pace, while you can think and respond calmly.
\nBy smartly using non-verbal signals, you can communicate better without having to speak faster yourself. This is especially useful in work situations where it’s important that you both understand each other well. If you adjust your non-verbal communication to your partner’s pace, your conversations become more effective, and you both feel better understood.
\n", "date_published": "2025-05-06T08:50:34+02:00", "url": "https://jeroensangers.com/2025/05/06/encourage-your-fasttalking-conversation-partner.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2025/04/24/hiding-your-phone-doesnt-help.html", "title": "Hiding your phone doesn't help you concentrate better", "content_html": "The idea that you can concentrate better by hiding your phone sounds logical, but research shows that this is not always effective. Although people indeed reach for their phones less often when they are further away, they often replace this time by sitting at their computer, keeping the total screen time roughly the same.
\nIn the study, participants had to work for 5 hours, of which an average of 3.5 hours was spent productively, regardless of whether their phone was within reach or not.
\nNotable findings:
\nThis suggests that the problem is not the devices themselves, but rather your habits and time management. Concentration issues seem to be more related to your environment and activities than to the technology itself.
\nThe research emphasizes that it is more important to adjust your habits around technology use than to focus on the devices. Hiding your phone is therefore not necessarily the solution; a more conscious and controlled approach to technology can be more effective in reducing distraction and stress.
\nPeople can often solve their own problems. They sometimes just need a little help to find the right solution. A coach therefore does not provide ready-made answers but helps people find answers themselves. This is like peeling an onion: layer by layer, you get closer to the core of the problem.
\nA coach asks questions, listens carefully, and helps people think about what they are saying. This makes someone feel safe to think about what they want to achieve and the problems they encounter. By discussing this together, someone gets to know themselves better. This gives more confidence to make decisions on their own. The coach only helps - the person themselves knows best what is good for them.
\nIt is important that the coach believes that someone can find answers themselves. When people realize they can come up with solutions on their own, they feel stronger. They then take more responsibility for their own growth. Because they have found the solution themselves, it suits them well. As a result, the changes they make are often lasting and they feel good about them.
\nUnder pressure, we can indeed accomplish more work in less time, but this often comes at the expense of accuracy and depth. Researchers like Don Moore and Elizabeth Tenney have shown that while deadlines can help us complete tasks that might otherwise be left unfinished, the quality of the work often suffers due to the rush. This is because, under pressure, we tend to make quicker decisions and spend less time checking our work, increasing the likelihood of errors.
\nAdditionally, the heightened state of alertness we experience under time pressure, caused by substances like dopamine and adrenaline, can give us the feeling that we are performing better. However, this state of readiness can also be achieved in other ways, without the drawbacks of hasty work. For example, some people use physical activities like trampoline jumping to get into an energetic and focused state. This can help to be productive without the risks associated with working under time pressure, such as overlooking details or making unnecessary mistakes.
\nFinally, it is important to recognize that while time pressure can help us work faster, it is not always the best way to ensure quality. It is essential to find a balance between speed and accuracy and to understand when it makes sense to use time pressure as a tool to increase productivity. By being mindful of deadlines and how we allocate our time, we can work both efficiently and effectively.
\nTrust is the foundation of coaching and personal growth.
\nIt starts with self-confidence, which is very important for any coach or professional. When you believe in yourself and your knowledge, you can better help and support others. This self-confidence helps you remain calm and assured, even when things get tough. Remember, as a coach, you don’t need to have all the answers; your task is to help the client find their own answers.
\nThe process, such as the GROW model (Goals, Reality, Options, Will), offers a structured approach that helps streamline conversations and provide direction. By following the process, coaches can work step by step towards the client’s goals. Trusting this process means believing that the client, by taking the right steps, will come to important insights. The model helps both the coach and the client stay focused and goal-oriented.
\nFinally, trust in the client is essential. Every client already has the answers within them, and the coach helps them find these answers. This means believing that the client can grow and change. By being genuinely interested in the client and their story, you naturally ask the right questions that help them move forward. This mix of self-confidence, trust in the process, and trust in the client ensures successful coaching and personal growth.
\nOn MacOS, you can easily hide files or folders by using the command line. This can be useful if you want to keep certain files out of sight without deleting them.
\nTo do this, first open a terminal window. You can do this by pressing Command+Space, typing “Terminal,” and pressing Enter. In the terminal window that appears, use the command chflags hidden <file path>, replacing <file path> with the path to the file or folder you want to hide. This command marks the file or folder as hidden, making it no longer visible in Finder.
If you later decide that you want to make the file or folder visible again, you can use the same command with nohidden instead of hidden. This will make the file or folder visible again in Finder.
There has been much discussion about how blue light from screens affects our sleep, but new research shows that the impact may be smaller than we thought. Sleep experts have found that blue light causes you to fall asleep on average less than three minutes later. This means that the idea that blue light significantly disrupts your sleep is largely incorrect. Although using technology just before bedtime is sometimes linked to poorer sleep, there are other factors that have more influence, such as what you watch and notifications that can wake you up.
\nPeople often use technology to keep themselves occupied or to feel better, which can also affect their sleep habits. It is important to know that it is not so much the blue light that affects your sleep, but more how and why you use technology. Through self-control and help from others, you can use technology wisely before bedtime so that it does not negatively affect your sleep.
\nIn the past, work was often simple and predictable. There were fixed processes and predictable outcomes, as Armand Hatchuel describes. This made it easy to measure and manage performance. If there were problems, such as a broken machine or a sick employee, managers could quickly intervene to achieve the same results.
\nToday, work is different. Hatchuel calls this “unconfined” work. It involves jobs like knowledge work, care work, and creative work, where you don’t know in advance what the outcome will be. Innovation and surprising outcomes are often the goal. This means you only know what the result is once it’s finished. There is a lot of uncertainty about how much effort it takes to achieve these unpredictable results. For example, a home care worker doesn’t know what they will encounter with a client, a designer doesn’t know how a client will react to an idea, and a software developer can’t always predict what problems will arise with the code.
\nModern work is thus unconfined because it is not tied to fixed rules or predictable results. It requires a lot of flexibility and adaptability from workers, whether the work is physical or mental. The real challenge is dealing with the absence of boundaries and navigating the uncertainties and complexities that come with this type of work.
\nResearch shows that people often underestimate how much they enjoy just sitting and thinking. In a series of experiments with students, participants thought they would be bored if they had to wait in a quiet room. But in reality, they found it much more enjoyable than they expected. This shows that we often do not appreciate how important it is to take a moment to pause and reflect.
\nThe idea of “niksen,” a Dutch word that means consciously doing nothing, fits well with these findings. Doing nothing can be seen as a way to give our minds a break, so we can relax and let our thoughts wander without distractions from the outside world. This is different from the modern habit of always being busy and seeking distractions, such as constantly checking internet news. By doing nothing, we can improve our mental health, as it gives us the opportunity to organize our thoughts and become more creative.
\nWe often underestimate how valuable doing nothing can be, because we do not realize how interesting and enjoyable our own thoughts can be. People usually choose activities to keep busy, often because they are afraid of getting bored. But doing nothing can be surprisingly enriching, as shown by the positive responses of people in studies. If we learn to appreciate moments of rest more, we can learn to enjoy simply thinking and reflecting. This can ultimately contribute to a more balanced and satisfying life.
\nPlaying videos faster can be useful to save time. Research shows that you can watch videos at 1.5x or even 2x the normal speed without understanding less. This way, you can go through the videos faster and use the extra time to study more or watch the videos again. But be careful: if you go faster than 2x, you may not understand what is being said as well.
\nIt is important to know that these results can vary. This depends on how difficult the videos are, how fast the speech is, and how much visual and audio content there is simultaneously. Often, comprehension issues arise from a lack of background information. Therefore, it is wise to first watch videos at a faster speed and then spend extra time on the difficult parts or review them, especially right before a test.
\n", "date_published": "2024-08-21T10:20:05+02:00", "url": "https://jeroensangers.com/2024/08/21/speed-up-informative.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2024/08/09/spend-at-least.html", "title": "Spend at least 2 hours per week in nature", "content_html": "Spending at least two hours per week in nature can have significant benefits for health and well-being. A study in the United Kingdom, which surveyed nearly 20,000 participants, found that people who spent at least 120 minutes per week in nature reported better self-reported health and well-being. The likelihood of reporting good health or high well-being significantly increased with 120 minutes or more of nature contact per week. These positive associations peaked between 200 and 300 minutes per week, with no further gain from additional time in nature.
\nIt doesn’t matter how these 120 minutes per week are achieved; both one long walk and multiple shorter visits per week can provide the same benefits. This suggests that the flexibility in planning nature visits makes it easier for people to integrate this habit into their busy lives.
\nStarting meetings on time significantly contributes to both the satisfaction and effectiveness of the participants. Research shows that when meetings start late, this leads to lower satisfaction with the outcomes of the meeting. Participants not only have a negative attitude towards the meeting itself, but also towards the results that come out of it. This is because a late start is often accompanied by negative socio-emotional behaviors, such as frustration and impatience, which can undermine productivity and collaboration within the group.
\nIn addition, experimental studies show that starting meetings on time has a positive influence on the expected and actual effectiveness of the meeting. When meetings start on time, participants feel more respected and motivated, leading to a more constructive and efficient collaboration. Adhering to the scheduled start time can therefore be a simple but powerful way to improve the overall quality of meetings, which ultimately contributes to better decision-making and higher satisfaction among participants.
\nThe use of SMART goals (Specific, Measurable, Achievable, Realistic, Time-bound) is a popular way to set goals. However, there are reasons not to use this method. Firstly, the SMART principle is not based on strong scientific theories and does not align with research findings. This means that the effectiveness of SMART goals has not been well-proven by scientific research, which can lead to poorer results and confusion when using them.
\nThe SMART framework does not take into account the type of goal being set and is often not applied consistently. This lack of consistency and clarity can result in goals that do not fit well with the personal needs and situations of the people trying to achieve them. Moreover, the SMART acronym does not provide enough detailed guidance, which can lead to a superficial approach to goal setting and a higher risk of negative effects, such as demotivation or stress if the goals are not met.
\nFinally, SMART goals are often not used as intended and sometimes contain redundant criteria. This can lead to inefficient and confusing objectives. Instead of sticking to a rigid and possibly flawed system, it is more useful to use more flexible and tailored methods for setting goals. These methods better fit the specific situation and needs of the people.
\nVarious studies on sleep habits and work performance show that good sleep has a significant impact on how well people perform their jobs. A study by Rosekind et al. (2009) examined the sleep habits of more than 4,000 knowledge workers. They found that people who sleep well not only earn more but also perform much better than their colleagues who sleep poorly or too little, or suffer from insomnia. These good sleepers are better at time management, physical and mental performance, interpersonal skills, and their work output. These improvements are much more convincing than, for example, the benefits of shorter meetings.
\nData shows that people with insomnia and insufficient sleep perform much worse at work and work less safely. They also use sleep medication more often, while others more frequently opt for non-medication treatments. Due to fatigue, employees lose an average of $1967 per year in productivity. This shows how costly sleep deprivation can be for both employees and employers.
\nThe importance of good sleep cannot be emphasized enough. Sleeping in is seen as a major gain because it not only improves your performance and well-being but also has economic benefits. Employees who get enough and good sleep can do their work better and faster. This leads to higher productivity and ultimately more income.
\nPeople are often happier when planning a vacation than during the vacation itself. Research shows that people who are going on a trip are happier in the time before their vacation than people without travel plans. This is because they are looking forward to a good time. By planning a vacation, people can dream about new experiences. This makes them happy.
\nWhen people prepare for a vacation, they are busy choosing places to go and what they want to do there. They imagine how fun it will be. This preparation time makes people excited and happy. They look forward to getting away from their regular life and seeing new places.
\nAfter the vacation, people are often not happier than before, except if the vacation was very relaxing. There is usually no difference in how happy people are after their vacation compared to people who did not go away. This is because people quickly get used to their normal life. It seems that planning a vacation makes people the happiest, even if the vacation itself is sometimes less enjoyable than expected.
\nPeople who sleep well are often more positive, and this is due to how sleep affects their brains. Research shows that sleep deprivation mainly affects the part of the brain that processes positive and neutral memories, the hippocampus. The part that remembers negative things, the amygdala, is less affected. As a result, people who do not get enough sleep have more difficulty retrieving positive memories, but negative memories remain well ingrained. This means that lack of sleep has a negative impact on their mood and how they see the world around them.
\nWalker conducted an experiment that clearly demonstrates this effect. In this study, sleep-deprived students had to remember a list of words. The results showed that these students could remember 81% of words with a negative meaning, such as “cancer,” but only 31% of words with a positive or neutral meaning, such as “sunshine” or “basket.” This difference in memory performance shows how sleep deprivation causes people to focus more on negative information, which can lead to a more pessimistic worldview and a less positive mood.
\nMany people notice that they feel happier and more positive after a good night’s sleep. This is because enough sleep helps the brain process positive and neutral memories well. This allows you to look at the world more optimistically and balanced. In short, getting enough sleep is very important for maintaining a good mood and seeing the world in a balanced way.
\nInstead of tackling every small task as soon as it arises, you can gather similar tasks and do them all at once. This is called “batching,” and it helps you spend less time starting and finishing work. For example, if you make all your phone calls at one time of the day, you stay in the same mindset and don’t have to constantly switch between different types of tasks. This way, you not only work faster but also feel less mentally burdened.
\nA good example of batching is how you handle emails. Instead of constantly checking your inbox and responding to every new email immediately, you can choose to check and respond to your emails at set times of the day. This way, your day isn’t constantly interrupted by new messages, and you can better focus on more important tasks. By applying batching, you create a calmer and more focused work rhythm, allowing you to ultimately get more done and experience less stress.
\nThis is related to your internal biological clock and how your body naturally works. Chronobiology - the science that looks at your biological rhythms - shows that you go through different cycles throughout the day that affect how alert you are and how well you perform. These natural rhythms (also called ultradian rhythms) ensure that your energy and focus do not remain at the same level all day.
\nResearch confirms that your productivity is indeed higher in the morning than in the afternoon, and you can use this natural variation to work more efficiently. This pattern is related to various biological processes in your body, such as your hormone production and body temperature, which are optimal for mental performance in the morning. Although there are individual differences in chronotype - some people are naturally more morning or evening people - for most people, their cognitive abilities are at their peak in the first half of the day.
\nBy consciously using this natural productivity cycle, you can better organize your workday. It is therefore wise to schedule the heaviest and most important tasks in the morning hours when your concentration and mental energy are at their best. This insight from chronobiology provides you with a scientific basis to improve your daily planning and work routines.
\nWhen you have less energy, it can change your way of thinking and promote creativity. You are less likely to stick to usual thought patterns and more open to unexpected ideas. Research shows that people are often better at solving problems when they are less alert, such as at times of the day when they don’t feel at their best.
\nBeing creative means being able to make connections between things that seem unrelated at first glance. This is easier when you are less focused, as your mind can wander more freely and form new ideas. Sometimes it helps to let a problem rest for a while, so the solution emerges on its own. When you have less energy, you are less inclined to focus on direct, logical solutions and can instead make room for innovative ideas.
\nIt may seem strange to do creative tasks when you don’t feel energetic, but that’s when surprising and original ideas can arise. Creativity doesn’t always come from hard work and focus; it can flourish when you are relaxed and less alert. By consciously choosing low-energy moments for creative tasks, you can take advantage of your mind’s natural tendency to make new and unusual connections.
\nThis phenomenon, also known as “elimination neglect” or “subtraction neglect,” is deeply rooted in our basic cognition. Research by Gabrielle S. Adams of the University of Virginia and her colleagues shows that people tend to add complexity rather than reduce it when faced with problems. This pattern has been consistently demonstrated in a series of 8 studies, where participants systematically overlooked that removing elements could be an effective solution.
\nThis “addition bias” manifests in various contexts, such as building Lego models, planning trips, and even improving universities. People tend to add more layers of complexity, often leading to overcrowded schedules and inefficient processes. This behavior is not only limited to individual decisions but also occurs in group dynamics, such as meetings, where more and more items are added to the agenda without considering removing existing ones.
\nBy becoming aware of this cognitive bias, individuals and organizations can learn to be more effective by considering what can be removed instead of added. This can result in simpler, more streamlined solutions that save both time and resources.
\nPeople who value spiritual values and social relationships are much happier than those who focus mainly on their own achievements and possessions. How happy you are is directly related to what you value: spirituality is at the top, followed by your social relationships, your physical health, and lastly external achievements like money and status. This pattern shows that the more you focus only on yourself, the less happy you become.
\nThis is because we are naturally social beings. People who prioritize their family and friends over their own well-being are ultimately happier than those who focus mainly on their own needs. Spirituality is seen as the least egocentric value because it helps you look beyond yourself, which psychologists call ‘self-transcendence’. In contrast, external achievements like career success and material possessions are the most self-centered values, which explains why they contribute the least to your sense of happiness.
\nThis does not mean that personal goals and physical health are unimportant, but that they work best as part of a broader perspective where connection with others and meaningful values are central. Developing spiritual growth and investing in deep social relationships are therefore the most reliable paths to sustainable happiness.
\nWhile the concept of a growth mindset, as popularized by Carol Dweck, suggests that people can develop their basic abilities through dedication and hard work, a critical analysis of the literature shows that interventions designed to promote this mindset often do not lead to significant improvements in academic performance. This may be due to inadequate research, poor reporting, and bias in the studies evaluating the effectiveness of these interventions.
\nIt is important to emphasize that the lack of evidence for the effectiveness of growth mindset interventions does not mean that the growth mindset itself has no value. The core ideas of the growth mindset, such as the belief that skills can be developed and that effort leads to improvement, can still be valuable for personal development and motivation. However, the specific programs and interventions designed to promote this mindset do not consistently result in improved academic performance, suggesting that there may be other factors at play that limit the effectiveness of these interventions.
\nA habit has two parts: an impulse, and the behaviour that follows it. The impulse comes from a cue in your surroundings or in your head, and the behaviour arrives without you deciding anything about it. You only notice it when it does not happen. Not washing your hands after using the toilet, or going to bed without flossing, feels uncomfortable, and that discomfort is the proof that the behaviour no longer rests on a choice.
\nA habit like that is learned, not innate. That is exactly why it is useful: once the behaviour runs automatically, your attention is free for something else. Your brain outsources it, the way you stop thinking about changing gear after years of driving. So habits are not evidence of discipline, but of something that no longer needs discipline.
\nFrom that follows the limit that is easy to forget: not every behaviour can become a habit. Anything that asks for a judgement each time, or consists of a series of steps you have to think about, keeps demanding attention. That is a routine you run deliberately, not a habit that starts by itself. If you want something to become truly automatic, keep the behaviour small and attach it to a cue that comes back in the same place every day.
\nIn recent years, our phone usage has increased significantly. Do you know what research shows? We pick up our phones on average more than 350 times a day! That means you reach for your device approximately every two minutes and 43 seconds. These figures are almost four times higher than in 2019, when we checked our phones on average only 96 times a day. This increase is partly due to changes in our daily lives and how we work since COVID-19, with much more online communication.
\nThe increase in phone usage has various causes, including phone addiction. Social media and other apps are designed to capture your attention, making it easy to get distracted. The constant need to stay connected and not miss out makes it difficult to put your phone down. Additionally, notifications constantly interrupt your activities, explaining why you reach for your phone so often.
\nThis trend also affects your productivity and mental health. Constantly switching between tasks and checking your phone makes you work less efficiently and experience more stress. Although technology has improved our lives in many ways, it’s important to be mindful of your phone usage and also take time to digitally unwind. By paying better attention to how often you use your phone, you can find a better balance between being online and offline.
\nA 5-minute unstructured break can be sufficient to restore your concentration. Research from the University of Sydney has shown that a short interruption of just five minutes, without specific activities or structure, is enough to bring your attention back to optimal levels. This means you don’t necessarily have to take a walk or watch a relaxing video; simply doing nothing for a short period can be effective. This finding supports the theory that a short, unstructured break is a powerful way to combat mental fatigue and increase productivity.
\nThe attention restoration theory suggests that our brains need periodic rest to function optimally. Unstructured breaks, where you step away from your work without specific tasks or goals, can help restore your cognitive resources. These types of breaks offer a moment of mental rest and can therefore contribute to better focus and concentration when you return to work. It is a simple but effective strategy to improve the quality of your work without needing extensive or planned activities.
\nResearch shows that mindfulness meditation, even in short sessions, helps you distribute your attention better. This means that your brain handles the attention needed for difficult tasks more efficiently. In a study, people who meditated briefly performed better on attention tests, such as the Flanker Task and the Attention Network Test, without their reaction time worsening. This shows that meditation helps you concentrate better, even if you don’t have much experience with it yet. Although we don’t know exactly how long this improved concentration lasts, the results suggest that even a short meditation can enhance your concentration ability.
\nNoise-cancelling headphones are often seen as the solution to distractions in open offices. They are designed to muffle ambient noise so you can concentrate better. But you know what’s funny? Research shows that even though you think your concentration improves with such headphones, there is actually no real difference in how well you can focus. You might feel calmer, but you’re not really more productive or focused.
\nIn open offices, where it’s often very noisy, noise-cancelling headphones serve another purpose. They are actually a kind of “do not disturb” sign for your colleagues. If you’re wearing such headphones, your colleagues are less likely to approach you for a chat. That helps a bit against distractions. But the real problem of all the noise around you remains. And because your concentration doesn’t really improve, it remains difficult to work well in such an environment.
\nResearch shows that there is a correlation between income and happiness, but this relationship is complex and not straightforward. According to a study by Kahneman and Deaton (2010), happiness increases with income up to a certain point, after which the effect diminishes. This means that there is a threshold above which additional income does not significantly contribute to more happiness. On the other hand, research by Killingsworth (2021) indicates that happiness continues to increase with income, even at higher income levels. However, this effect is stronger among people who are already happier.
\nA joint reanalysis of these studies showed that the level of happiness mainly stabilizes among the least happy 20% of people. For the rest of the population, happiness continues to increase with higher income, and among the happiest people, this effect even accelerates. This means that the relationship between income and happiness is not the same for everyone and depends on how happy someone already is. The misinterpretation of earlier studies may partly be due to limitations in research methods and the way happiness was measured.
\nMoney is not the only factor that contributes to happiness, but a higher income can help. It provides financial security, better healthcare, and more opportunities for relaxation and personal growth. However, the pursuit of more money can also lead to constant comparison with wealthier people, which can make you unhappy. Therefore, it is important to find a balance between financial goals and other sources of happiness, such as friendships and personal fulfillment.
\nResearch shows that employees who work fewer hours experience less stress and are less likely to burn out. During a trial period, 39% of employees reported feeling less stressed, and 71% reported fewer burnout symptoms. Issues such as anxiety, fatigue, and sleep problems also decreased, while their mental and physical health improved. This indicates that shorter workweeks can be beneficial for employee well-being.
\nIn terms of productivity, the results of shorter workweeks show that productivity does not always decline. In some cases, company revenues remained stable or even increased slightly, with an average increase of 1.4% during the trial period. Compared to previous years, companies saw an average revenue increase of 35%, indicating healthy growth despite the shorter workweek. Although employees work fewer hours in a four-day workweek, the better work-life balance and improved well-being can lead to a productivity increase of about 10%.
\nWhile the results are promising, there is still some criticism regarding the long-term impact on productivity. The trial periods were relatively short, and it is possible that the positive effects are partly due to work done before the trial. Nevertheless, the findings suggest that a four-day workweek could be a viable option for companies looking to improve employee well-being without significant negative impacts on productivity.
\nEmployees lose nearly four hours a week due to constantly switching between different apps. This may seem inevitable in a digital work environment, but it often results from choices companies make about how they organize their work and what software they use.
\nFor many employees, there is no easy way to avoid the constant switching between documents, websites, and apps. This is because their tasks are often designed in such a way that they need to use multiple programs, and most business programs do not work well together.
\nTo solve this problem, leaders need to invest in better software solutions and focus on the user experience. This way, employees can work more efficiently without unnecessary time loss.
\nResearch shows that happy employees are up to 12% more productive. This is because happiness boosts your motivation and energy, allowing you to work better and faster. When you feel good, you are more likely to tackle challenges and come up with creative solutions. Therefore, it is important to make time every day for things that make you happy, whether it’s a hobby, spending time with friends and family, or just relaxing.
\nA job that makes you happy can also improve your well-being and productivity. If your work makes you happy, you are more engaged and motivated, leading to better performance. This improved performance gives you a sense of satisfaction and happiness. This creates a positive cycle where your productivity and well-being continue to grow. Therefore, it is important not only to do things outside of work that make you happy but also to choose a career that matches your interests.
\nResearch shows that many knowledge workers check their email within half an hour of waking up. This is because email can be addictive, especially for younger people. They want to know immediately what’s going on and feel productive when they check their email, even before their workday officially begins.
\nHowever, quickly checking email can also have drawbacks. It can make people feel overwhelmed by all the requests and information they see right away. This can cause stress, especially if there are urgent matters. Also, constantly switching between emails and other tasks can make people work less efficiently and find it harder to concentrate.
\nAlthough it’s tempting to check your email immediately, it might be better to do so later in the morning. This way, people can start their day with important tasks without being distracted by their inbox. By handling email more consciously, they can be more productive and start their workday calmer and more focused.
\nThis phenomenon has been studied in various studies, involving both students and full-time employees. The results showed that the awareness of working outside of standard working hours has a negative impact on intrinsic motivation. This effect occurred regardless of whether participants were explicitly reminded that they were working outside of normal working hours.
\nAn important factor contributing to this undermining of intrinsic motivation is the social norm. People are social beings and tend to synchronize their schedules with those of others. When someone works outside of standard working hours, this can lead to a feeling of isolation and the idea that they are not in line with the rest of society. This can result in an increased awareness of alternative, possibly more satisfying ways to spend time, such as social activities or relaxation.
\nBy tackling tasks immediately, you prevent them from piling up and getting in your way later. This is similar to the idea that a task is a debt you have to pay off in the future. While it can sometimes be useful to postpone things, it is usually better to handle them quickly. This keeps your task list short and allows you to make progress faster and adapt more easily to changes.
\nWorking quickly and efficiently is often praised by successful people like Sam Altman and Tyler Cowen. They emphasize that acting quickly and adapting swiftly to new information is important for success. This means not only responding quickly to emails and meeting deadlines but also making decisions quickly and adjusting them if necessary. This approach ensures that you keep moving and don’t get stuck in long decision-making processes.
\nA short task list helps you focus on what really matters and prevents you from being overwhelmed by a lot of unfinished tasks. By handling new tasks immediately, you reduce stress and make room for new challenges and opportunities. This not only increases your productivity but also your ability to remain flexible and resilient in a changing work environment.
\nPeople are not good at doing multiple things at once. Our brains are not designed for this. Our cognitive and neural systems, which are responsible for mental functions, do not have the right architecture to effectively support multitasking. When we think we are working on different things at the same time, we are actually switching quickly between tasks. This back-and-forth switching costs energy and time. As a result, we make more mistakes and the work takes longer.
\nOur brains work best when we do one thing at a time. This is due to how we have evolved as humans. If we try to do different things at once, it becomes too much for our brains. There are some people who can do this better, but they are very few. For most people, it works better to focus on one task. This way, you get the best result.
\n“Work about work” refers to the activities you do to organize and coordinate your work, but that do not directly contribute to your main task. These include tasks such as communicating about work, searching for information, switching between different programs, dealing with changing priorities, and figuring out the status of ongoing projects. While these activities are necessary to move projects forward, they can be time-consuming and distract from truly productive work.
\nThe concept of “work about work” is well-researched, including in Asana’s Anatomy of Work Index, which surveyed over 10,000 knowledge workers worldwide. This research shows that these additional tasks take up a lot of time, leaving less time for important work that directly contributes to the organization’s goals. This can be frustrating for employees, as they feel they cannot use their time effectively and that their productivity is hindered by these ancillary tasks.
\nTo reduce the impact of “work about work,” organizations can simplify their workflows and use technologies that require less communication and information searching. Spending less time on “work about work” can not only increase productivity but also enhance job satisfaction and employee well-being.
\nProfessionals lose an average of three hours per week on unnecessary meetings, which has a significant impact on their productivity and job satisfaction. This waste of time can often be attributed to poorly organized meetings with no clear agenda or where the topics discussed are not relevant to all attendees. The feeling that “this meeting could have been an email” is a common complaint among employees, indicating that many meetings are not effectively utilized.
\nThe costs of these unnecessary meetings are not only time-bound, but also have financial implications for organizations. By using tools such as the Meeting Cost Calculator, companies can gain insight into the actual costs of meetings and make better decisions about whether a meeting is necessary. Reducing unnecessary meetings can lead to a more efficient use of time and resources, and can contribute to higher satisfaction and effectiveness among employees.
\nIf employees always feel that they need to be available, even outside of work hours, it can cause a lot of stress. This constant stress can lead to health problems such as high blood pressure, sleep issues, and a weakened immune system. The feeling that you always have to be “on,” without a clear separation between work and personal life, can also harm your mental health and cause anxiety and fatigue.
\nAdditionally, checking emails outside of work hours can also cause problems in relationships. The constant distraction and the need to handle work matters can reduce the quality of personal relationships. Partners and family members may feel neglected or frustrated by the continuous interruptions, which can lead to conflicts and a poorer relationship. It is important to set clear boundaries and discuss expectations to maintain a healthy work-life balance.
\nFinally, the pressure to check emails outside of work hours can contribute to feelings of anxiety. Employees may feel overwhelmed by the constant stream of work messages and the expectation to respond quickly. This can make them always alert and unable to relax properly, even in their free time. It is important for employers to have realistic expectations and encourage employees to set clear boundaries. This way, they have enough time to recover and ensure their well-being.
\nPeople who have their own office talk 70% more often with colleagues than those who work in a large, open space. This is remarkable because many people think that those in an open office talk more with each other. But that’s not the case. In an open office, people are often less inclined to talk to each other. This is likely because they feel watched or because there are too many distractions. As a result, colleagues talk less spontaneously with each other, which is unfortunate for collaboration and new ideas.
\nInstead of talking directly to each other, people in open offices tend to send emails more often. Emailing can be convenient, but it’s not the same as a real conversation. For example, with emailing, you miss facial expressions and tone of voice. It also depends on what kind of person you are—some people are more introverted, while others are very social. However, the general pattern that emerges from the research is that private offices are preferred when it comes to promoting face-to-face interaction.
\nResearch shows that extremely long work weeks backfire. If you work more than 55 hours per week, you actually perform worse than colleagues with shorter work weeks. This effect is not only temporary: studies show that long working hours can lead to a decline in important cognitive skills such as reasoning, vocabulary, and memory in the long run. The problem manifests itself as early as middle age, suggesting that the effects of overwork accumulate throughout one’s career.
\nThe negative effects of long workdays go beyond just reduced mental sharpness. Employees who consistently work overtime make more mistakes, creating extra work. This leads to a vicious cycle: despite working more hours, productivity actually drops. The result is that less work is ultimately completed, despite all the extra hours put in. These findings hold true even when researchers account for other factors such as age, education, income, health problems, and sleep disorders.
\nThe message is clear: working more does not automatically mean achieving more. On the contrary, those who consistently work more than 55 hours a week risk not only lower productivity in the short term but also lasting damage to cognitive functions. For both employers and employees, it is therefore wise to keep work weeks within reasonable limits, where quality takes precedence over quantity.
\nMusic production ensures that a song sounds clear and coherent. This process is called audio mixing. It involves adjusting the volume, creating space and depth, and ensuring a good balance between the different sounds. The goal is to create a piece of music where each component is clearly audible and works well with the rest.
\nDuring mixing, you use various techniques to control the dynamics of the music. This may mean using compression to manage the volume of certain elements, or equalizers to boost or reduce certain tones. It’s also important to apply effects like reverb and echo wisely. This helps create a sense of space and atmosphere, making the mix more lively and immersive.
\nThe ultimate goal of audio mixing is to create a smooth and balanced mix where instruments and vocals come together beautifully. This requires a keen ear for detail and an artistic sense of how different sounds complement each other. By listening carefully and making adjustments, the mixer can ensure that the final result is not only technically sound but also emotionally engaging for the listener.
\n", "date_published": "2022-08-25T16:43:15+02:00", "url": "https://jeroensangers.com/2022/08/25/mixing-music.html", "tags": ["Digital garden"] }, { "id": "http://jeroensangers.micro.blog/2022/08/25/openplan-workspace.html", "title": "An open office is a cheap short-term solution with high intangible costs in the long term", "content_html": "Open offices initially seem like a smart financial choice. Companies can fit more employees into the same square footage, reducing rent costs per person. The setup costs are also lower—no expensive walls, fewer separate spaces, and simpler ventilation and lighting systems. For the finance department, the numbers look appealing in the short term.
\nBut this apparent saving comes with a heavy price that becomes visible only later. Scientific research repeatedly shows that open offices have negative effects on employees’ health, satisfaction, and productivity. Remarkably, no study measuring productivity found a positive effect of open offices. The often-heard claim that open offices promote collaboration is also not supported by empirical evidence.
\nThe real costs of an open office are not in the setup but in what you cannot directly measure: reduced productivity, higher absenteeism, increased staff turnover, and dissatisfied employees. These intangible costs accumulate month after month and eventually far exceed the initial savings. What began as a financial advantage becomes an expensive mistake that can take years to rectify.
\nWe live in a fast-paced world. But sometimes working slower is better. This is called ’eufriction’. It means that a little resistance can be good. In the past, efficiency experts like Frederick Winslow Taylor thought everything had to be done as quickly as possible. But when we slow down a bit, we think more carefully about what we are doing. Just as exercising strengthens our muscles, working slower strengthens our thinking.
\nWith eufriction, you consciously take more time. For example, when taking notes or planning something. By working calmly, you better understand what you are doing. You are not overwhelmed by too much information. You not only learn new things but also truly understand them. This way, you can actually use what you learn.
\nIn short: when you work more calmly, you often do your work better. By not rushing, you have time to think. This not only leads to better results but also makes the work more enjoyable. You can also sustain it longer.
\nThis process ensures that each individual has the chance to formulate their thoughts without influence from others. It prevents dominant group members from dominating the discussion and allows for a wide range of ideas. By first thinking individually, participants can let their creativity flow without worrying about direct criticism or judgment from others. This often leads to a greater variety and originality in the generated ideas.
\nAfter writing down their own ideas, group members come together to discuss and further develop these ideas. This joint session provides the opportunity to evaluate, combine, and refine individual ideas. The group conversation can offer new perspectives and insights that individuals may have overlooked. Additionally, the interaction between group members can lead to synergy, where collaboration results in ideas that are better than the sum of individual contributions. By following this approach, the effectiveness of idea exchange is maximized and a productive and creative group dynamic is fostered.
\nTime pressure can have a surprisingly positive effect on our productivity, especially when it comes to reducing ‘attention residue’. Attention residue occurs when we struggle to completely let go of our thoughts from a completed task, making it harder to fully concentrate on the next task. Research has shown that when people complete a task under high time pressure, they experience less attention residue. This is because the urgency and focus associated with time pressure help us to fully direct our attention to the task and let go of it more easily after completion.
\nWhile time pressure can sometimes be stressful, it can also be a useful tool to improve our productivity. It helps us stay focused and prevents us from dwelling on thoughts about completed tasks. This means we can switch between tasks more quickly and effectively, ultimately leading to higher overall efficiency and better performance.
\nOn one hand, some studies suggest that messy spaces can stimulate creativity. A 2013 study from the University of Minnesota showed that people working in messy rooms were more likely to come up with creative ideas than those in tidy offices. This may mean that a chaotic environment helps to think differently and come up with new ideas.
\nOn the other hand, there are also studies that say messy places do not affect how well you can think. Research shows that the amount of clutter in a workspace has no effect on things like planning, attention, and problem-solving. This means that, although a messy environment may promote creativity, it does not directly impact how well you think.
\nUltimately, it seems that the effect of a messy workplace depends on personal preference. Some people are inspired by clutter, while others work better in a tidy space. It is important to discover which environment suits you best, as there is no clear answer to whether clutter affects creativity or cognitive ability.
\nStoring information is super important for knowledge management, but you also need to understand why you’re keeping it. By clearly writing down why your notes are important, you immediately give them context and meaning. This not only helps you remember the information better but also makes it much easier to recall why you found it important later on. Adding a simple “motive” field to your notes can really help. This ensures you pause to consider why you’re keeping something, leading to more conscious knowledge management.
\nDocumenting your motive also helps you handle information with less stress and more focus. You become more aware of what you store and why, which improves your overall knowledge management. By using this approach, you can not only organize your notes better but also extract much more value from all the information you gather.
\nThis is because environmental noise has a significant and negative impact on cognitive tasks that require concentration. Noise pollution leads to increased mental load, making it more difficult for employees to concentrate and causing errors to occur more quickly. This effect is particularly noticeable in tasks that require a longer duration and a high level of accuracy, such as problem solving or complex calculations.
\nAdditionally, research shows that noise pollution does not directly affect the effort of employees, but it does affect their ability to think clearly. This means that employees may not be aware of the negative impact of noise on their performance, as they are still putting in the same amount of effort. However, the quality of their work suffers, resulting in lower productivity.
\nResearch shows that a little background noise can help you think more creatively. This is because a moderate noise level, such as 70 decibels, stimulates your brain to think in a different way. This allows you to be more creative, as you look beyond the obvious solutions and discover new ideas. It’s similar to the effect of a café or a busy street, where the constant noise distracts your thoughts just enough to flow freely without becoming overwhelming.
\nOn the other hand, too much noise, such as 85 decibels or more, can actually be detrimental to your creativity. At this high noise level, it becomes harder to think clearly, which can reduce your creativity. It’s like trying to solve a difficult problem in a concert hall; the loud noise makes it difficult to concentrate and think clearly. Therefore, it’s important to find a balance in the noise level of your environment if you want to be creative. A little background noise can be helpful, but too much can be counterproductive.
\nBy setting aside time for tasks that are not urgent but important, you create space to think strategically and work on long-term goals. This prevents you from constantly being in a reactive mode, where you’re only focused on putting out fires. It gives you the chance to be proactive and concentrate on what truly matters, ultimately leading to greater satisfaction and less stress.
\nTime blocking is an effective technique that can help with this. By reserving specific time blocks in your schedule for these important tasks, you protect this time from daily distractions and urgent requests that often come your way. This ensures that you consistently make progress on important projects without feeling overwhelmed by the pressure to do everything at once. Additionally, planning these blocks can help you structure your workday better and use your energy more efficiently.
\nWriting is often seen as the best medium for deep thinking because it offers you a structured way to organize and explore your thoughts. When you write, you force yourself to formulate your ideas clearly and coherently. This process of turning vague thoughts into concrete words helps you better understand and analyze difficult concepts. Additionally, writing allows you to look back on what you have written, so you can revise and improve your thoughts. This reflective aspect makes writing a powerful tool for deep thinking and self-discovery.
\nMoreover, writing is a way to acquire and process new knowledge. As some writers say, they write not only about what they already know but also to learn about what they do not yet understand. This learning process during writing stimulates critical thinking and creativity, as it challenges you to make new connections and consider different perspectives. By writing, you are essentially having a conversation with yourself, in which you ask questions, seek answers, and deepen your understanding.
\nFinally, writing offers a lasting and tangible way to capture thoughts. This allows you to revisit and evaluate ideas later, which is important for building knowledge and insight. Unlike fleeting thoughts or conversations, writing provides you with a permanent record that you can review and expand upon. Thus, writing becomes not only a means for deep thinking but also a valuable instrument for personal and intellectual growth.
\nThe statement “Whether you think you can or think you can’t, you’re right” highlights the importance of your beliefs in what you can achieve. This phrase, often attributed to Henry Ford, suggests that your mindset greatly influences your success. If you believe you can do something, you are more likely to work hard and overcome challenges. This idea is similar to a growth mindset, where you believe that your abilities and intelligence can be developed through effort and hard work.
\nIf you think you can’t do something, it can lead to actual failure. This negative way of thinking can cause you to put in less effort, give up more easily when faced with difficulties, and be less creative in finding solutions. Research shows that how we think about things, like stress, can sometimes have more impact on our health than the stress itself.
\nIn short, the statement emphasizes the importance of having a positive and flexible attitude. Talent and intelligence are important, but often it is our beliefs and the willingness to learn and grow that truly make the difference. By believing in ourselves, we increase the chances of success and personal growth.
\nNatural light is very important for regulating our biological clock, which helps us sleep well and stay healthy. Research shows that daylight can reduce stress and improve your mood, allowing you to concentrate better and work more efficiently. Additionally, natural light can help with certain health issues, such as seasonal depression.
\nA workplace becomes more productive when there is plenty of daylight. By designing offices to allow a lot of natural light in, companies can ensure that their employees feel better and are more satisfied. This can be achieved by strategically placing windows, using glass walls, or installing systems that distribute light well. This creates a workplace that not only looks beautiful but also helps improve work performance.
\nArtworks can create a calming and inspiring environment, which helps improve the overall work experience. This is because visual stimulation through art can contribute to a positive mood, which in turn reduces stress and promotes a sense of well-being.
\nAdditionally, art in the workplace can stimulate creativity. Artworks can serve as a source of inspiration and new ideas, which is especially useful in creative professions or during brainstorming sessions. By being regularly exposed to art, employees can improve their imagination and problem-solving skills, leading to innovative solutions and a dynamic work environment.
\nLastly, art contributes to increased productivity. A pleasant and aesthetically appealing workspace can increase motivation and engagement of employees. When people feel comfortable in their work environment, they are more likely to work efficiently and with more dedication. Moreover, art can serve as a social signal that a company values culture and creativity, which can contribute to a positive company culture and attract talent.
\nResearch shows that spending less time on your phone can lead to a healthier and happier life. By reducing your phone usage, you become more aware of your habits and make more conscious choices. This can lead to better management of technology. A study indicates that even reducing your phone usage by just one hour a day can make you feel significantly better. You then have more time for activities that make you happy, such as exercising and meeting friends.
\nInterestingly, using your phone less sometimes works better than completely stopping the use of digital devices. This is likely because by completely stopping, you don’t learn how to manage and control your phone usage.
\nVideoconferences require participants to focus their attention on a small part of the screen. This limits their thinking processes, which can lead to less creativity and fewer new ideas. Research shows that videoconferences make it harder to come up with new ideas because people have to concentrate on the screen, which narrows their thinking ability.
\nThe body’s response to the visual field plays a role in this. When people are relaxed, their pupils become smaller so they can see everything around them. But in stressful or exciting situations, the pupils become larger and they see less of their surroundings. This works both ways: when you are relaxed, your attention broadens, and with a wide attention, you become more relaxed.
\nThe increased cognitive load during videoconferences, as shown by the increase in pupil size, makes it harder to think outside the box. The need to constantly stay focused on the screen and its interactions means that the brain has less room to wander and make new, creative connections. All of this leads to a reduction in divergent thinking, which is essential for innovation and problem-solving.
\nSorting emails into different folders may seem like an efficient way to keep your inbox organized. However, research shows that creating complex folder structures does not necessarily lead to higher efficiency in retrieving emails. The process of manually sorting emails into specific folders takes a lot of time and effort (an average of 67 hours per year!), and these preparatory actions often turn out to be inefficient. Instead of spending time categorizing each email, this time can be better spent on other productive tasks.
\nAn alternative approach is to use a single archive folder for all emails. This method utilizes the powerful search functions that are available in most email programs today. By simply searching for keywords, senders, or dates, users can quickly and effectively retrieve the necessary emails without the need for an extensive folder structure. This not only reduces the time spent organizing emails, but also increases the speed and efficiency of retrieving information.
\nAdditionally, data supports the idea of opportunistic access, where people who rely on search and threading features have more success in finding emails than those who use complex folder structures. This suggests that using a single archive folder, combined with search functionality, is a more practical and efficient approach to email management. It not only simplifies the process, but also utilizes modern technology to increase productivity.
\nPsychologist Carol Dweck has discovered that how we think about willpower affects how tired we feel after making decisions. People who believe their willpower is quickly depleted often feel exhausted after a difficult task. However, those who believe that willpower is not quickly depleted are less affected and may even perform better after a challenge.
\nThis idea is related to Dweck’s theory of the “fixed mindset” and the “growth mindset.” People with a fixed mindset believe that their abilities and resources, such as willpower, are fixed and limited. This can cause them to become tired more quickly and give up more easily when faced with problems. People with a growth mindset believe they can grow and that their willpower can be replenished, allowing them to better handle difficult situations.
\nTo believe that willpower is not limited, you can start by challenging this thought. This can be done by achieving small successes in situations where you would normally give up, and using these successes as evidence that your willpower is stronger than you thought. It is important to realize that the moment just before giving up is often the hardest, but pushing through can lead to a change in your way of thinking and a stronger belief in your own resilience.
\nIt is important to keep essential knowledge at hand so you can use it immediately when needed. This means training your brain to recognize and remember important information, allowing you to respond faster and better in different situations. This process helps you become less dependent on external tools because you already know a lot yourself.
\nAn important part of this is actively engaging with information. This means not just reading or hearing information, but also working with it by discussing it, trying it out, and applying it in different situations. This helps you remember the information better. It is an ongoing process of learning and repetition, training your brain to recognize patterns and automatically come up with solutions. This way, you can act quickly without first having to search for information.
\nWhile digital tools can be handy, it is important to first make the most of your own brain. This means investing time and effort in truly understanding the information you encounter. By filling your brain with knowledge and actively using it, you build a strong foundation that allows you to respond quickly and effectively to new challenges and situations.
\nZoom chooses to prioritize speed over image quality when streaming camera footage. This means that if you use a virtual camera in a Zoom meeting, the images are often less sharp than when you share your screen. Zoom ensures that the video runs smoothly, meaning the images move faster but are less sharp. This is done so that the video does not stutter when someone is speaking.
\nWhen you share your screen, image quality is more important. This is because you often share static images or text that need to be clearly readable. Therefore, Zoom makes the images sharper, even if they move less smoothly. This difference means that virtual cameras, which Zoom sees as regular cameras, are always less sharp. As a result, presentations via a virtual camera may appear less sharp than via screen sharing.
\nThere are ways to improve image quality if you still want to use a virtual camera. Zoom has screen sharing features that you can use to enhance quality. For example, you can use the share “Content from a a 2nd camera” option and adjust the settings by choosing “Optimize Screen Share for Video Clip”. This can help find a better balance between speed and image quality, depending on what you need and what your computer can handle. Until you have a more powerful computer, it may be wise to avoid virtual cameras and instead use Zoom’s screen sharing options.
\n", "date_published": "2022-04-01T19:37:28+02:00", "url": "https://jeroensangers.com/2022/04/01/zoom-prioritises-refresh.html", "tags": ["Digital garden"] }, { "id": "http://JeroenSangers.micro.blog/2022/04/01/your-own-implementation.html", "title": "Your own implementation is the correct way of doing GTD", "content_html": "David Allen, the creator of GTD, says there is no standard way to use his method. Although his books and workshops provide a lot of explanations, it is important for everyone to create their own system that suits their needs and preferences. The goal of GTD is to get tasks and responsibilities out of your head, so you have space for creative and productive thinking. This works best when the system you use fits you well and feels easy.
\nAdapting your GTD system means trying out what works for you. This may mean setting reminders for things that interest you or developing habits that help you feel better. The most important thing is that GTD is not about strictly following rules, but about creating a system that helps you clear your mind. Whether you use an app or a paper notebook, it’s about finding a way that helps you stay organized and focused.
\nIt may sound surprising, but research shows that while people without stress are less likely to have chronic illnesses and often feel better, they also perform worse on tests that measure memory and cognitive flexibility. It seems that a little stress can help keep our brains sharp. Stress acts as a kind of training for the brain, allowing us to use our cognitive skills better and more efficiently.
\nThis does not mean that we should always be stressed to think well. It’s about finding the right balance. A little stress can help us be more productive and think better, but too much stress can lead to negative feelings and be bad for our health. People with stress also give and receive emotional support more often, which can lead to a richer social life. Therefore, it is important to find a level of stress that keeps us alert without harming our health.
\nOur productivity problems, such as information overload from emails and chat messages, may seem like a modern issue, but they are not new. As early as 1916, similar problems were discussed, showing that this has been an ongoing issue. Often, this is due to poor management of information and communication. Great thinkers have long ago devised solutions for these issues. By looking at their ideas, we can learn how to better handle our current problems.
\nThinkers from the past, such as Aristotle and Seneca, and later figures like Peter Drucker, have written extensively about working efficiently, managing time well, and how we easily get distracted. They often emphasize the importance of focusing, setting priorities, and managing time effectively. These ideas are still useful and can help us better handle the constant stream of notifications and information. By following their advice, we can become more productive and find a better balance between work and leisure.
\nIt is important to learn from the past and apply the wisdom of these thinkers to our modern work. This means not only studying their strategies but also adapting them to how we work today. By listening to these experts and learning from their insights, we can find ways to work more effectively and with greater satisfaction, despite the challenges of today’s technology.
\nOur brain can only work well for a limited time. Research shows that people can usually only think well for a few hours a day. Most people cannot do difficult thinking work for more than 4 hours a day without making mistakes. By working shorter but more concentrated, we can get more done without becoming too tired.
\nWe often think we need to work 8 hours a day. But this is not always feasible for work that requires a lot of thinking. While it is possible to work many hours on simple tasks, “real” work is mentally demanding. People sometimes feel guilty if they don’t work 8 hours. But this may not fit how our brain works. It’s better to look at what you accomplish rather than how many hours you work. By working well for 4 hours, and maybe 6 hours on good days, you can achieve a lot and stay healthy.
\nIt helps to start working early and take smart breaks. Start the day off right and keep breaks short. Pay close attention to yourself: if you notice you’re working less effectively, it’s time for a break. By consciously choosing shorter working hours, you can get more done and feel better.
\nLanguage is not just a way to communicate, but also a way to shape our thinking. For example, if you tell yourself “I can’t eat X,” it feels like a restriction. But if you say “I don’t eat X,” it feels like a conscious choice. Research shows that people who say “I don’t eat…” are more likely to make healthy choices than those who say “I can’t eat this.” This small difference in words can greatly affect how we see ourselves and how motivated we are.
\nHow we talk to ourselves is important for how we tackle problems and achieve goals. Research shows that people who ask themselves questions like “Will I do this?” perform better than those who say “I will do this.” Asking questions helps us think about what we are doing and why, and it makes us more motivated. By using questions in our self-talk, we can better handle challenges and make choices that suit us.
\nThe language we use, both in our heads and with others, determines how we experience the world. By consciously choosing words that give us power and freedom of choice, we can positively influence ourselves and our behavior. It is important to pay attention to our choice of words and how we talk to ourselves, as this directly affects our well-being and how well we perform.
\nIt is good to spend some time planning your day, tidying up your inbox, and setting goals. This helps you clearly see what you need to do and how to approach it. But be careful not to lose too much time on these preparations. Overplanning can lead to procrastination and spending more time thinking than doing.
\nFinding the right balance between planning and doing is important for your productivity. It can be tempting to plan everything in detail, but often it’s better to quickly make a list of your most important tasks and start right away. You usually already know what is important to you; it’s about writing down these priorities and then taking action. By getting started immediately, you prevent getting stuck in endless preparations and can use your energy to achieve real results.
\nWhen starting a new habit, routine, or project, it is essential to think about future maintenance costs. This means not only considering the initial effort or costs but also what is needed to sustain it in the long term. Just like a ship that requires regular maintenance to function well, habits and projects also need ongoing attention. For example, setting up a complex system to manage your tasks might seem useful at first. However, over time, maintenance tasks can accumulate, leaving you with less time for actual work.
\nIt is important to realize that maintenance costs can add up. A small maintenance task might not seem like much, but having multiple such tasks can consume a significant amount of time and energy. This can lead to a situation where you spend more time maintaining your system than achieving your goals. Therefore, it is wise to choose simplicity and flexibility when establishing new habits or projects. Start small and only add complexity if truly necessary. This way, you keep maintenance costs manageable and can focus on what truly matters.
\nInterruptions are often seen as unwanted disruptions in our work, but they are actually no different from other events. The difference lies mainly in our perception. Just as weeds are simply plants that gardeners prefer not to see, interruptions are simply events that professionals try to avoid. This idea emphasizes that the distinction between desired and undesired events is primarily in our minds. By viewing interruptions as a natural part of our day, we can learn to accept them instead of avoiding them at all costs.
\nInterestingly, trying to eliminate interruptions can make us more aware of the remaining ones. Research by Gloria Mark even suggests that interruptions can sometimes help complete tasks faster. This is because they force us to work more efficiently and focus better when we return to our original task. By embracing interruptions as a normal part of our work, we might even benefit from the unexpected advantages they offer.
\nIt is important to realize that striving for a perfect, interruption-free life can only cause us more stress. Instead, we can learn to handle interruptions flexibly and see them as opportunities to strengthen our resilience and adaptability. By changing our mindset, we can develop a healthier and more productive work attitude.
\nImagine how your life would look without the beautiful moments from your past. This idea, also known as the “George Bailey effect,” can be surprisingly powerful. It involves thinking about how your life would be different without those positive events. By imagining that those special moments never happened, you realize how much they mean to you. This can help you be grateful for what you have experienced and more content with your current life.
\nOften, we take the beautiful things in our lives for granted. We only truly appreciate them when we are at risk of losing them. By consciously considering the possibility that certain positive events never occurred, you can reappreciate those moments. This helps you break out of the daily grind and remember the value of what you have. It can also help you avoid constantly wanting more to be happy.
\nThe idea is to start with something simple that works and then, if necessary, add more complex elements. This is similar to minimalism, where you try to avoid unnecessary complications. By starting with a simple system, you can better see what works well and what doesn’t, and you can make improvements step by step without disrupting the foundation.
\nIn systems thinking, it is often said that successful complex systems usually evolve from simple systems that already worked well. This means that designing a complex system from scratch often causes problems and inefficiencies. It is smarter to start with a simple system that works and gradually expand it. This way, you can identify and improve weak spots without the risk of everything collapsing.
\nIt is important not to overcomplicate and to avoid unnecessary organization when applying this principle. Often, it is better to just start and add extra elements later. This prevents you from getting stuck in planning and organizing, and gives you the flexibility to respond to changes and new ideas. By starting small and slowly adding more, you build a strong and flexible system that can grow and adapt to future needs.
\nPeople with ADHD are often motivated by activities that captivate them, stimulate creativity, ignite competition, or provide a sense of completion. This is because traditional external motivators, such as rewards and punishments, are often less effective for people with ADHD. Their minds tend towards intrinsic motivation, where the activity itself must be attractive and stimulating to hold their attention. Actions that captivate, such as exciting or new tasks, can pique their interest and help them stay focused.
\nCreative activities provide another source of motivation for people with ADHD. The process of creating, whether it be art, writing, or coming up with new ideas, can help channel their thoughts and use their energy in a productive way. Creativity provides an outlet for their often overactive mind and can give them a sense of satisfaction and accomplishment. Competition and completing tasks are also powerful motivators.
\nCompetitive situations, whether it be sports, games, or work-related challenges, can hold the attention of people with ADHD through the excitement and desire to win. Similarly, completing tasks, no matter how small, can give a sense of achievement and satisfaction, motivating them to continue and set new goals. These intrinsic motivators help people with ADHD stay focused and productive, despite their tendency towards a wandering mind.
\nIt is important to determine in advance when you want to stop a task, work session or project. This helps you stay focused and efficient. By setting a clear stop moment, you prevent yourself from overworking. If you know in advance when you want to stop, you can plan and prioritize better. This leads to more productivity and less stress. In addition, you prevent yourself from taking on too much work, which often happens when people are too optimistic about what they can do in a certain amount of time.
\nAn important part of this approach is using time as a way to measure attention. Attention is limited and difficult to measure, but time is easy to measure. By using time as a benchmark, you can organize your work better. This idea is in line with Parkinson’s law, which states that work takes up the time available for it. By setting a clear end time, you force yourself to work more efficiently and prevent tasks from taking longer than necessary. This also helps to reduce indecision, as you spend less time constantly re-planning and prioritizing.
\nFinally, by scheduling a stop moment, you can better deal with interruptions and unexpected events. This helps you find a balance between work and rest, which is important for long-term productivity and well-being. It is a simple but effective way to organize your work day and ensure that you achieve your goals without overworking yourself.
\nDopamine is not about having, but about wanting. It is released as you work towards a goal, not just when you achieve it. Focusing only on the reward at the end makes the effort feel heavier: time seems to pass more slowly, and resistance feels more painful.
\nThe key is consciously linking dopamine release to the effort and discomfort itself. This starts with a mental shift: when something feels hard, remind yourself that you’re on the right track. Not despite the resistance, but because of it. By convincing yourself that the effort is the good part, you naturally start enjoying it. Initially, this is a conscious choice, but over time it becomes automatic.
\nAthletes who love their sport have learned exactly this: they find the effort satisfying, while those focused solely on the result see the process as suffering. This aligns perfectly with the Self-Determination Theory: intrinsic motivation arises when the enjoyment is in the activity itself, not in what you get in return. Those who can cultivate this build a sustainable and self-reinforcing source of energy.
\nResearch shows that regularly practicing mindfulness meditation can lead to a smaller amygdala. This part of the brain is important because a smaller amygdala often means you have less stress and can concentrate better. When the amygdala is less active, we are less easily distracted by things around us or by our own thoughts.
\nFurthermore, studies indicate that mindfulness meditation not only changes the size of the amygdala but also how it interacts with other parts of the brain. This means that the amygdala communicates differently with, for example, the prefrontal cortex. These changes help us manage our emotions better and concentrate more effectively. As a result, people procrastinate less often because they can focus their attention better on what they need to do.
\nThe great thing about mindfulness meditation is that you don’t need much time or effort to experience these benefits. Research shows that even a short, intensive period of mindfulness, such as a three-day retreat, can cause lasting changes in the brain. This means that mindfulness meditation is an easy and effective way to improve your mental clarity and focus. It is therefore a valuable practice for anyone struggling with concentration and procrastination.
\nResearch has shown that higher CO2 levels in office environments are associated with decreased performance on cognitive tests, such as the Stroop test, and an increase in reaction times for attention disorders. This suggests that a well-ventilated work environment is not only important for health, but also for maintaining mental sharpness and productivity.
\nA productive work environment requires more than just a well-designed space; air quality plays an equally important role. Poor air quality, caused by high concentrations of CO2 and particles, can lead to decreased concentration and cognitive abilities. Therefore, it is essential that workspaces are well-ventilated to keep the air clean and optimize mental performance.
\nResearch by Hershfield and colleagues, based on data from 35,000 people, shows that a lack of free time leads to increased stress and lower subjective well-being. This is not surprising, as too little time for relaxation and personal activities can result in a feeling of exhaustion and dissatisfaction. However, the research also reveals that too much free time is not always better. From about five hours of free time per day, well-being starts to decline again, unless this time is filled with social activities.
\nFree time is essential for rest and recovery, but an excess can lead to a sense of purposelessness. This is because a large part of our free time is often consumed by distractions such as mobile phones and social media, which can ultimately feel like wasted time. It is important to find a balance where free time is not only sufficient for relaxation, but also spent meaningfully. This can be achieved, for example, by engaging in activities that promote personal growth or stimulate social interactions.
\nRegular thinking walks can have a significant positive impact on your brain, thinking, creativity and memory. Research shows that walking, especially in the morning, not only increases your energy level, but also improves your creativity and problem-solving ability. An experiment conducted by Oppezzo at Stanford University showed that students who walked before taking a creativity test scored 60 percent higher on creativity scores than those who sat. This suggests that physical activity such as walking stimulates the brain and promotes new ideas and solutions.
\nIn addition, walking in nature offers additional benefits. The Attention Restoration Theory suggests that natural environments can restore your attention and refresh your mind, contributing to improved memory and concentration. The lower temperatures and fresh air in the morning can also have a invigorating effect, promoting your mental clarity and discipline throughout the day. While walking in the city also offers benefits, the peace and beauty of nature can add an extra dimension of relaxation and inspiration. It is important to experiment with different environments and activities, such as listening to music or podcasts, to discover what works best for your personal productivity and well-being.
\nIn our modern world, we often receive a lot of information that is easy to understand but doesn’t really help us gain deeper knowledge. It’s tempting to view reading as something passive, like watching TV or YouTube videos, especially when we’re tired. But to truly benefit from the information, it’s important to consciously set aside time where we can fully concentrate on reading. This means avoiding distractions and focusing on understanding the text.
\nQuality time for reading means not only reading the words but also actively thinking about what they mean. This can be aided by taking notes, which enhances our attention and focus. By taking notes, we force ourselves to rephrase and better understand the text in our own words. This helps us remember and apply the information in different situations.
\nIt’s important to find the right moments for this kind of reading. Instead of reading when we’re tired, it’s better to choose times when we are alert and open to new information. This might mean scheduling specific times for deep reading, away from hustle and distractions. By valuing these moments, we can improve our reading and move from superficial information processing to building valuable knowledge.
\nIrreversible decisions, also known as “one-way doors,” require careful and thoughtful consideration. It is important to thoroughly assess the situation and seek advice if necessary before making a decision that cannot be undone. This helps prevent regret and ensures you don’t end up in an undesirable situation.
\nSome decisions are permanent, but there are also many decisions you can reverse, the so-called “two-way doors.” These decisions can be made more quickly and with less concern because the consequences are not final. If such a decision doesn’t work out well, you can go back and try something else. It’s important to know what type of decision you are making so you can use your time and energy wisely.
\nTake your time with important decisions. This doesn’t mean you should be indecisive, but rather think consciously and smartly. By calmly considering the consequences and risks, you can make decisions with more confidence. This helps prevent mistakes and gives you a sense of control and responsibility over your choices and their impact on your life.
\nResearch shows that only 2.5% of people can multitask well without their performance deteriorating. This means that these people work just as well when doing multiple things at once as when they focus on one thing. This is remarkable because most people perform worse when they try to multitask.
\nMost people perform worse when they try to do multiple things at once. This is because the human brain has difficulty dividing its attention well over different tasks. Research has shown that multitasking often leads to less productivity and more errors. But there is a small group of 2.5% of people who can multitask well. They seem to have a special ability to use their attention and thinking skills efficiently.
\nThe ability to do multiple things at once without performing worse varies from person to person and can be seen as a skill that can be developed. Most people cannot multitask well, but the fact that 2.5% of people can shows that there are different levels of multitasking.
\nMeals that are high in carbohydrates can affect our reaction speed. This is because carbohydrates can increase the production of serotonin in the brain. Serotonin is a neurotransmitter that has a calming effect, which can lead to relaxation and less alertness. This can be useful if you want to relax, but it can be a disadvantage if you need to react quickly, such as when driving or performing difficult tasks.
\nOn the other hand, meals high in protein can distract you more quickly. Proteins contain amino acids like tyrosine that stimulate the production of dopamine and norepinephrine. These substances help you stay alert and focused, but too much of them can cause you to become more easily distracted and have trouble concentrating. This can be particularly challenging in situations where you need to pay attention and stay focused for a long time.
\nIt is important to find a good balance between carbohydrates and proteins, depending on what you are going to do. If you need to do something that requires good concentration and quick reactions, it may help to eat fewer carbohydrates and opt for a meal with a bit more protein. On the other hand, if you are going to do something that requires less concentration, a meal high in carbohydrates can help you feel relaxed and calm.
\nWhen constantly switching from one task to another, so-called ‘switching costs’ arise. These costs include the time and mental energy needed to reorient yourself to the new task, let go of the details of the previous task (attention residue), and fully concentrate on the new task. This process can take several minutes, which means that frequent task switching can lead to a significant decrease in productivity.
\nBy handling tasks sequentially instead of in parallel, these switching costs can be minimized. Once you start a task, it is more efficient to continue it for as long as possible until it is completed. This eliminates the need to switch constantly and allows you to fully focus on the task at hand. Research has shown that subjects who repeatedly perform the same task work faster and more efficiently than when constantly switching tasks.
\nAdditionally, studies have shown that employees lose a significant portion of their time by frequently switching between applications and websites. This constant switching can lead to a loss of 9% of their working time. By consciously choosing to monotask and handle tasks in a logical order, employees can increase their productivity and improve the quality of their work. It is therefore crucial to create a work environment where unnecessary interruptions are minimized and focus on one task at a time is promoted.
\nLooking forward to enjoyable things that are coming can make you happy. Research shows that not only pleasant memories but also anticipating something enjoyable gives you a good feeling. By thinking about future activities and visualizing them, you can already feel happy now.
\nIt’s nice to prepare for something you are looking forward to. This could be a vacation or a cozy dinner with friends. The anticipation is important because it makes your life more enjoyable. Regularly dreaming about fun things to come brings extra joy and motivation.
\nBy thinking about what you want to do, you can also better choose what is truly important to you. You can then spend your time and energy on things that matter to you. This makes your life more pleasant and meaningful. You not only enjoy the activity itself but also the anticipation of it. In short, dreaming about the future makes you happier.
\nResearch shows that exposure to cold, such as a cold shower, can temporarily reduce your cognitive abilities. After a cold shower, you may have difficulty remembering, react more slowly, and have trouble planning. These effects can last up to an hour. This means that after a cold shower, you may think and make decisions less quickly and effectively.
\nCold showers have long-term benefits, such as improved circulation and a stronger immune system. However, it’s important to know that they can affect your cognitive abilities in the short term. If you need to perform a task that requires a lot of concentration, it’s better to wait with a cold shower until you’re done. It’s important to find a balance between the benefits of cold showers and their temporary adverse effects on your cognitive abilities.
\nThe basic principle of the Getting Things Done (GTD) system, developed by David Allen, is that your memory is not the right tool for keeping track of your to-do list. As long as you have a good system that systematically gets tasks out of your head, your system meets this basic principle. This means that you don’t necessarily have to organize tasks by context, follow the five steps, or do weekly maintenance.
\nDavid Allen emphasizes that anything that helps to get something out of someone’s head and creates more cognitive space and freedom to be present and focus your attention where you want, without distraction, could also be GTD. For example, if you could hire 40 people to follow you everywhere and to whom you can entrust all ideas or future reminders, and who can guide you through every thinking process at the right time, then you don’t need any additional tool or process. That would also be GTD.
\nWhen people can easily understand information, for example through good sound quality, it positively influences their trust in that information. This is because smooth and clear communication creates a sense of reliability. When information is presented without glitches or disturbances, listeners experience less cognitive load, meaning they have to exert less effort to process the message. This ease leads people to more quickly consider the information as true and reliable.
\nResearch has shown that when information is difficult to process, for example due to poor sound quality or a strong accent, people are more likely to judge the information as less true or convincing. This effect occurs even when the difficulty arises from insignificant features, such as the color of the text or the pronunciation of a name. The idea is that anything that makes processing information difficult creates a barrier to the trust people have in that information.
\nGood sound quality and clear communication thus play a crucial role in how information is received and evaluated. By ensuring that information is easy to understand, speakers and organizations can increase the trust of their audience. This underscores the importance of attention to detail in communication, such as the clarity of the audio and the articulation of the speaker, to have a positive impact on how the message is received.
\nA Zettelkasten is a flexible system in which you write down and connect ideas and thoughts in an organized way. This helps you think better by combining reading and writing. By putting your thoughts on paper, you build a network of knowledge that helps you rediscover and use old insights.
\nThe idea of a Zettelkasten as a conversation partner means that you have an equal relationship with your notes. Your Zettelkasten is a reliable partner that helps you organize and develop your thoughts. In turn, you add new information and insights to the system. This collaboration ensures that your Zettelkasten is not just a place to store things, but also an active part of your thinking process that helps you explore and understand complex ideas.
\nAccording to Niklas Luhmann, one cannot think well without writing. Writing helps to clarify differences and important points that are embedded in ideas. By writing, you create a reliable partner in your notes that helps process information consistently. This forms a solid foundation for further developing knowledge. In this way, your Zettelkasten becomes a living archive that helps you grow intellectually.
\nLarge organizations often try to place employees in fixed roles. These roles are usually intended for the average employee and not for people driven by passion and the desire to excel. As a result, passionate employees may feel limited in their ability to fully utilize their talents. The structures and processes within large organizations are often focused on efficiency and predictability, which can lead to an environment where innovation and personal involvement are less encouraged.
\nSometimes the organization and an enthusiastic employee have different goals. What a manager may find unimportant can be very important to the employee. This difference can cause the employee to feel frustrated and undervalued. If their hard work is not noticed or appreciated, it can reduce their motivation and engagement.
\nFinally, enthusiastic employees may feel excluded in large companies. They may think that their ideas are ignored or viewed with suspicion. This can cause them to withdraw or even leave to find a place where their enthusiasm is appreciated. Therefore, it is important for large companies to create an environment where passion and innovation are encouraged, so that employees can develop and contribute to the company’s success.
\nLinking desired behavior to a clear cue is a smart way to change behavior. This idea is similar to making “if-then” plans, where you decide in advance what you will do in a particular situation. By choosing a clear cue that reminds you of the desired behavior, it becomes easier to exhibit this behavior automatically and regularly. This works like a habit: the cue triggers a routine that provides a reward, encouraging you to repeat the behavior.
\nImplementation intentions help you achieve your goals by making desired behavior happen automatically. By deciding in advance what you will do in a certain situation, it becomes easier to stick to your plans. For example, you might decide to meditate for five minutes every morning after brushing your teeth. Brushing your teeth then becomes the cue to start meditating, making it a fixed part of your daily routine.
\nBy automating behavior with clear signals and specific plans, the process becomes more predictable and requires less mental energy. This leaves more room for other tasks, which can improve your productivity and effectiveness. By linking desired behavior to a clear signal, it becomes easier to develop and maintain positive habits. This increases the likelihood of achieving your personal and professional goals.
\nUse a large screen on which you can see both your work document and your reference material side by side. This way, you need to switch between windows less often. This makes it easier to concentrate and helps you work more efficiently.
\nThe idea that a larger screen can increase your productivity comes from being able to see more information at once. This helps you work faster and better, especially if the information is important for what you are doing. With a larger screen, you can, for example, view a document and other necessary information side by side. This allows you to look things up more quickly and reduces the need to search for what you need.
\nFeedback is a useful tool that helps people and organizations improve and grow. It is important to see feedback as an opportunity to learn, even if it sometimes feels uncomfortable or difficult. By appreciating feedback, you create a safe environment where people dare to express their opinions without fear of negative reactions. This ensures good communication and collaboration, which is important for success.
\nWhen giving feedback, it is important to do so in a positive and thoughtful manner. Feedback should be intended to help the other person and should be practical so that the recipient can actually do something with it. Also, consider the right timing and manner of giving feedback so that it is well received. By carefully considering the feedback you give, you show respect for the other person and contribute to a culture of understanding and improvement.
\nIt is also important to remember that feedback is just a suggestion and you can choose what to do with it. It is normal to sometimes feel attacked when receiving feedback, but try to understand that the other person wants to help you. By being open to feedback and appreciating it, even if you disagree with it, you can grow and improve your skills. The ability to accept and use feedback is a sign of maturity and an important step in your personal development.
\nIt is important to connect your notes with each other so that you can build a network of ideas and insights. This helps you not only to store information but also to truly understand and integrate it into your own thought patterns. By linking notes together, you create a system where ideas are related rather than isolated. This ensures that you understand things better and generate new ideas because you actively seek connections and patterns between different pieces of information.
\nConnecting notes is like having a conversation with your own thoughts. This is similar to the Zettelkasten method, where notes serve as building blocks for a larger whole. By linking notes together, you create a network that helps you organize and deepen your thoughts. This network works like a memory palace, where you can always return to earlier ideas to expand or adjust them. It is a way to actively maintain your knowledge and ensure that it remains useful and applicable.
\nConnecting notes helps you deepen your knowledge. When you truly understand a new idea and add it to what you already know, it becomes a useful tool in your daily life. This requires discipline and perseverance, as you need to look beyond just first impressions and superficial connections. By actively seeking related notes and merging them, you create a system that ensures important ideas and insights remain vibrant and easily accessible.
\nWhen you help someone, it is important to provide them with enough information so they can move forward. This doesn’t mean overwhelming them with details, but sharing the key points and useful knowledge they need to progress.
\nIn addition to providing information, it is important to boost the person’s confidence. This can be done by showing how the knowledge they gain can help not only them but also others. When people see that their knowledge and skills can positively impact others, they often feel more motivated and confident. This can be achieved, for example, by encouraging them to give advice to friends, which not only deepens their own understanding but also increases their confidence.
\nIn training sessions and workshops, encouraging mutual advice can be a powerful way to enhance participants’ confidence and motivation. By giving participants the opportunity to share their knowledge and help others, they discover their own skills and the value they can offer. This not only aids their own learning process but also fosters a culture of collaboration and support, ultimately leading to a more engaged and confident group of people.
\nMost decisions in life are not final. These decisions, also known as Type 2 decisions, can easily be reversed if they do not yield the desired result. This is different from Type 1 decisions, which have consequences that are difficult or impossible to reverse. By acting quickly on decisions that can be reversed, we can save time and resources that would otherwise be spent on overthinking and analyzing.
\nThe Pareto principle, which states that 80% of results come from 20% of efforts, can help with this. Instead of striving for complete certainty, which is often not possible, we can make decisions based on the most important 20% of information we have. This makes the decision-making process faster and allows us to act and learn from the results more quickly.
\nTaking quick decisions that can easily be reversed gives us the opportunity to test what works and what doesn’t in practice. Often, you only truly know if a decision is good when you try it out. If the result is not good, you can easily adjust or reverse the decision. This process of deciding, testing, and adjusting allows for a flexible approach, enabling us to make progress faster and respond better to changes.
\nWhen you rewrite a text in your own words, you have to think carefully about what is written and what it means. This helps you to understand the main ideas and arguments of the writer and to express them in a way that is clear to you. By doing this, you gain a better understanding of the text because you are not just reading, but also actively engaging with the information.
\nRephrasing helps you to better understand a text. Just like with modern art, it is important to know what the writer means and in what context the text was written. By repeating a text in your own words, you think about the context and how it connects to what you already know. This can give you new insights and help you to better understand the writer’s message.
\nFinally, rewriting a text helps you to learn better and understand its meaning. It gives you the opportunity to engage in a conversation with the writer and discover what he or she means. By actively engaging with the text, you cannot only understand it better but also appreciate it and add it to what you already know. This makes reading an engaging and educational experience, where you not only absorb information but also build new knowledge.
\nYour energy moves in waves through the day: stretches of about 90 minutes of high alertness, alternating with dips of 20 to 30 minutes in which concentrating takes real effort. Kleitman called this the Basic Rest-Activity Cycle and saw it as the waking continuation of the sleep cycle, which also runs in blocks of roughly 90 minutes.
\nThat link to the night does not hold up. Lavie measured daytime sleepiness rhythms in 1995 and found they are not anchored in the sleep stages: mornings have a different structure than afternoons, and the first dip arrives about 100 minutes after waking, whatever stage you woke from. The rhythm is real, but the clock of your night does not set it.
\nThe 90 minutes is a rule of thumb, not a stopwatch. Huberman points out that you can start a cycle yourself, unlike your circadian rhythm, and that two or three of them fit in a day. Storoni works with 60 to 90 minutes, shorter as the day wears on. Among the 10 percent most productive people, DeskTime measured 112 minutes of work followed by a 26-minute break.
\nSo put your hardest work in blocks of 60 to 90 minutes, with the most demanding part in the first twenty, and then take a real break instead of sliding into the next screen. Do not wait for the right moment in your rhythm, because you start the cycle yourself; the break is what makes it repeatable.
\nIt is important to let your thoughts roam freely sometimes. This is also known as “mind wandering” or “scatter focus.” In our world, everything revolves around productivity; everything must be visible and measurable. But because of this, we often forget how valuable it is to give your mind a break. Your brain has a special network (the Default Network) that becomes active when you do nothing and daydream. This network makes you creative and able to solve problems. It generates new ideas and connects loose thoughts, exactly what you need for innovation and creativity.
\nIt is important to understand that not all your valuable work is immediately visible. Most productivity tips focus on working with concentration, doing each task with full attention. But breaks and relaxation are also truly valuable! They give your brain the chance to recover and make new connections. This is becoming increasingly important as computers take over many logical tasks from us, while creative and emotional tasks (handled by your Default Network) remain typically human.
\nIf you want to make room for creativity, you must not only physically leave your office but also mentally experience new things. This means allowing yourself to be bored without immediately reaching for your phone. Boredom can be incredibly powerful for creative thinking because your mind is then forced to find new ways to keep itself occupied. By consciously scheduling time for mental rest and daydreaming, you find a good balance between being productive and being creative. And that ultimately leads to much more innovative and inspiring results.
\nMultitasking means trying to do multiple things at once. This causes your attention to be divided, making it harder to focus on one task. When your attention is divided, you are more likely to make mistakes or miss important details. As a result, you often have to spend more time correcting these mistakes, which makes you less productive. Research shows that most people are not good at multitasking without their work suffering.
\nMultitasking can also lead to “attention residue.” This means that when you switch from one task to another, part of your attention remains on the previous task. This makes it harder to fully concentrate on the new task, reducing your efficiency. Constantly switching between tasks can also be tiring, making it harder to think clearly and make good decisions.
\nTo be more productive, it is often better to focus on one task at a time, also known as monotasking. By giving your full attention to one task, you can complete it faster and with fewer errors. This means not only finishing faster but also producing higher quality work. Although some people are good at multitasking, this is not true for most people. Therefore, it is usually better to avoid multitasking for tasks that require a lot of attention..
\nWhen you read, your thoughts sometimes wander. Many people see this as a problem, but it can actually be very valuable! When your thoughts wander, you are being creative - making connections with other ideas or experiences. Instead of seeing this as a mistake, you can consider it a kind of conversation with the writer. Even though the writer cannot respond directly, you can still add your own ideas and knowledge to what you read. This makes reading much more enjoyable and educational: you not only absorb information but also actively think along.
\nTo help this ‘conversation’ with the writer, it’s smart to take notes while reading. This can be done in a notebook or on your phone or computer. By writing down your thoughts, you can better reflect on what you read and the connections you make. And by writing down and connecting your ideas, you can create a kind of network of thoughts. By actively participating in reading and giving your own perspective, you not only understand the text better but also develop your own ideas!
\nWhen you write information in your own words, you really need to understand what it is about. This helps you remember the information better and form your own opinion. It is an active way to engage with new ideas, rather than just reading what others have written.
\nIt is important to use your own words because there is a big difference between highlighting text and writing down your own thoughts. Highlighting and making notes usually happens while reading, but taking notes happens while thinking. By using your own words, you move from passive reading to active thinking. This helps you think more deeply about what you read and gain new ideas and insights that you might otherwise miss.
\nAdditionally, writing down your thoughts in your own words can help you clarify and better understand your ideas. Writing forces you to organize your thoughts, which can lead to a better understanding of difficult topics. It also helps you convey your own opinions and arguments more clearly. In short, using your own words to express your thoughts is important for personal and intellectual growth.
\nThis happens because the things you see influence how you feel. Seeing others working hard reminds you to stay focused yourself. This idea is often used in places like libraries and cafes, where people work together and create a productive atmosphere.
\nWhen you see others working hard, it can make you feel like you need to work harder too. This is because you feel responsible and experience social pressure. Research shows that people try harder when they see others performing a difficult task. Working in an environment with focused people can help you concentrate better and be more productive. Therefore, try working in a coffee shop or library, where you are surrounded by others who are also working.
\nStart with the difficult work and save the easy tasks for later. This helps you manage your time wisely. Difficult tasks often yield the most when you look further ahead. By doing these tasks first, you use your energy for what is truly important. This prevents you from procrastinating. Many people start their day with easy chores, like reading emails. This seems productive, but you don’t really make progress on the important matters.
\nIt can be challenging to start with difficult work. However, this yields more. If you start with a challenging task in the morning, you are still fresh and clear-headed. This helps you achieve better results. After the difficult work, the easy tasks feel much lighter. This gives you a good feeling and more energy for the rest of the day.
\nThe small tasks are also important, but tackle them smartly. Save them for moments when you get stuck with a difficult project. By doing small tasks all at once, you work faster. You can also strategically use small tasks when you have a very short deadline. Then it can actually help to start with the easy things. You feel better for a moment and get more motivation to continue working.
\nThe most important thing is to organize your day in a way that you achieve the best results. This often works best by tackling the difficult tasks first.
\nResearch into the use of sit-stand desks shows that these desks do not directly lead to higher productivity at work. Although they are popular for reducing the drawbacks of prolonged sitting, they have little impact on how well people perform their tasks.
\nHowever, sit-stand desks can help create a healthier work environment by offering the option to alternate between sitting and standing. This can lead to a better work experience and well-being, which may have a positive impact on productivity in the long term. For immediate productivity improvement, other factors such as work processes and technology are likely more important.
\nTalking out loud to yourself helps your brain work better. This has been proven by research. For example, saying the word “chair” instead of just thinking about it can help you concentrate better. Teachers also notice that students who talk quietly to themselves during class often perform better than those who remain silent.
\nYou can also talk to an object, like a rubber duck. This helps to organize your thoughts. It’s like writing something down: you have to think about the order of your story. Often, you think you understand everything, but when you say it out loud, you realize what you don’t fully grasp yet. It’s similar to explaining something to someone else to understand it better yourself. Talking is faster than writing, and a rubber duck won’t judge you. This way, you can think freely and might come up with new ideas.
\nPhysical cues, such as what we wear, are important for how we feel and can help us get into the right work mindset. A simple example is how clothing affects our mental state. During the COVID-19 pandemic, people noticed that working in pyjamas often led to poorer mental health. This shows that wearing regular work clothes can help you feel better. Dressing in the morning is a ritual that helps us transition from ‘waking up’ to ‘working.’ Such rituals, like putting on shoes before heading out the door, can prepare our minds for what we need to do.
\nBesides clothing, other physical cues can also help us concentrate better and be more productive. For example, tidying up the kitchen or making your bed in the morning can signal to your brain that it’s time to focus and get to work. These actions create a sense of order and structure, promoting a productive work environment. The saying “a good start is half the battle” emphasizes how important these small but meaningful rituals are in our daily routine.
\nThree core principles of effectiveness and productivity. It starts with identifying the right tasks that contribute to your goals and priorities. This means being able to distinguish what is truly important from what merely seems urgent. The concept of “do the right things” comes into play here, where you focus on tasks that have the greatest impact on your long-term goals.
\nNext, it is crucial to execute these tasks in the right way. This involves using methods and techniques that are efficient and effective. For example, by starting with simple steps and gradually adding complexity, you can better manage and complete the task. It is also important to minimize interruptions and focus on one task at a time, as multitasking reduces productivity.
\nFinally, you need to find the right timing to perform these tasks. This means planning your workday so that you tackle the most demanding tasks when your energy and concentration are at their peak. It is also helpful to group tasks and complete them in batches to increase efficiency. By finding a balance between focused work and adequate free time, you can maximize your productivity without burnout. Finding the right timing helps you to be consistently and sustainably productive.
\nStart each month with a simple plan. Write down what you want to do and what you should avoid. This helps you use your time and energy well. Think about tasks you want to complete and things that cause you stress. By knowing what to avoid, you can take small steps to prevent problems. Remember that this plan is flexible and helps you navigate through the month, even if unexpected things happen.
\nDon’t just look at your obligations and deadlines, but also at what makes you happy. By including personal goals and fun activities in your planning, you remain not only productive but also satisfied. Consider potential problems, such as procrastination, and come up with solutions. This can be done by breaking large tasks into smaller pieces or by taking regular breaks.
\nA monthly plan is not only about what you need to do but also about what you should avoid. Make sure to take time to relax and recover. Set boundaries for your work time to prevent burnout. By clearly defining your goals and limits, you can have a balanced and satisfying month. Keep adjusting and improving your approach so that it fits well with what you need, both personally and professionally.
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