Really love this. Instead of making us turn our willpowers into crutches for doing stuff we dislike, it instead takes a pleasant take on our experiences.
Food for thought:
- Slip-box method
- Virtuitous circle workflow
- Undivided attention to each task (as opposed to vaunted, flaunted, dreaded, attention-span destructive multitasking)
- Ego depletion
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Transferring these ideas into the network of our own thoughts, our latticework of theories, concepts and mental models in the slip-box brings our thinking to the next level (c)
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Unfortunately, even universities try to turn students into planners. Sure, planning will get you through your exams if you stick to them and push through. But it will not make you an expert in the art of learning/writing/note-taking ... Planners are also unlikely to continue with their studies after they finish their examinations. They are rather glad it is over. Experts, on the other hand, would not even consider voluntarily giving up what has already proved to be rewarding and fun: learning in a way that generates real insight, is accumulative and sparks new ideas. (c)
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In Germany, a professor traditionally starts with a public lecture presenting his or her projects, and Luhmann, too, was asked what his main research project will be. His answer would become famous. He laconically stated: “My project: theory of society. Duration: 30 years. Costs: zero” (Luhmann, 1997, 11). In sociology, a “theory of society” is the mother of all projects. (c)
Q:
While some career-oriented academics try to squeeze as many publications out of one idea as possible, Luhmann seemed to do the opposite. He constantly generated more ideas than he was able to write down. His texts read as if he is trying to squeeze as much insight and as many ideas as possible into one publication ...
... what is even more impressive than the sheer number of publications or the outstanding quality of his writing is the fact that he seemed to achieve all this with almost no real effort. He not only stressed that he never forced himself to do something he didn’t feel like, he even said: “I only do what is easy. I only write when I immediately know how to do it. If I falter for a moment, I put the matter aside and do something else.” (Luhmann et al., 1987, 154 f.) ...
We are still so used to the idea that a great outcome requires great effort that we tend not to believe that a simple change in our work routines could not only make us more productive, but the work also more fun. But doesn’t it make much more sense that the impressive body of work was produced not in spite of the fact he never made himself do anything he didn’t feel like, but because of it? Even hard work can be fun as long as it is aligned with our intrinsic goals and we feel in control. The problems arise when we set up our work in such an inflexible way that we can’t adjust it when things change and become arrested in a process that seems to develop a life of its own.
The best way to maintain the feeling of being in control is to stay in control. And to stay in control, it's better to keep your options open during the writing process rather than limit yourself to your first idea. It is in the nature of writing, especially insight-oriented writing, that questions change, the material we work with turns out to be very different from the one imagined or that new ideas emerge, which might change our whole perspective on what we do. Only if the work is set up in a way that is flexible enough to allow these small and constant adjustments can we keep our interest, motivation and work aligned – which is the precondition to effortless or almost effortless work.Luhmann was able to focus on the important things right in front of him, pick up quickly where he left off and stay in control of the process because the structure of his work allowed him to do this. If we work in an environment that is flexible enough to accommodate our work rhythm, we don’t need to struggle with resistance. Studies on highly successful people have proven again and again that success is not the result of strong willpower and the ability to overcome resistance, but rather the result of smart working environments that avoid resistance in the first place... (c)
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A good workflow can easily turn into a virtuous circle, where the positive experience motivates us to take on the next task with ease, which helps us to get better at what we are doing, which in return makes it more likely for us to enjoy the work, and so on. But if we feel constantly stuck in our work, we will become demotivated and much more likely to procrastinate, leaving us with fewer positive or even bad experiences like missed deadlines. We might end up in a vicious circle of failure...
The extraordinary successful fitness motivation coach Michelle Segar uses this dynamic to turn even the most stubborn coach potatoes into exercise aficionados... She brings those who really don’t like exercise but know they have to do it into a sustainable workout routine by focusing on one thing: Creating satisfying, repeatable experiences with sports. It doesn’t matter what her clients are doing – running, walking, team sports, gym workouts or bicycling to work. The only thing that matters is that they discover something that gives them a good experience that they would like to have again. Once her clients find something, they are encouraged enough to try something else as well. They enter the virtuous circle where willpower isn’t needed anymore because they feel like doing it anyway. If they tried to trick themselves into exercise by rewarding themselves afterwards with a relaxed evening on the sofa watching TV, it wouldn’t have taken them long until they went straight for the sofa, skipping the workout altogether, because this is how we tick. (с)
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Feedback loops are not only crucial for the dynamics of motivation, but also the key element to any learning process. Nothing motivates us more than the experience of becoming better at what we do. (c)
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Psychologists who interviewed the multitaskers did test them instead of just asking. They gave them different tasks to accomplish and compared their results with another group that was instructed to do only one thing at a time. The outcome is unambiguous: While those who multitasked felt more productive, their productivity actually decreased – a lot (Wang and Tchernev 2012; Rosen 2008; Ophir, Nass, and Wagner 2009). Not only the quantity but also the quality of their accomplishments lagged significantly behind that of the control group. ...
The fact that people nevertheless believe that they can get better at it and increase their productivity can easily be explained by two factors. The first is the lack of a control group or an objective external measurement that would provide us with the feedback we need to learn. The second is what psychologists call the mere-exposure effect: doing something many times makes us believe we have become good at it – completely independent of our actual performance (Bornstein 1989). We unfortunately tend to confuse familiarity with skill. (c)
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Conversely, we can use the Zeigarnik effect to our advantage by deliberately keeping unanswered questions in our mind. We can ruminate about them, even when we do something that has nothing to do with work and ideally does not require our full attention. Letting thoughts linger without focusing on them gives our brains the opportunity to deal with problems in a different, often surprisingly productive way. While we have a walk or a shower or clean the house, the brain cannot help but play around with the last unsolved problem it came across. And that is why we so often find the answer to a question in rather casual situations. (с)
Q:
In the way we organise our research and writing, we too can significantly reduce the amount of decisions we have to make. While content-related decisions have to be made (on what is more and what is less important in an article, on the connections between notes, the structure of a text, etc.), most organisational decisions can be made up front, once and for all, by deciding on one system. By always using the same notebook for making quick notes, always extracting the main ideas from a text in the same way and always turning them into the same kind of permanent notes, which are always dealt with in the same manner, the number of decisions during a work session can be greatly reduced. That leaves us with much more mental energy that we can direct towards more useful tasks, like trying to solve the problems in question.
Being able to finish a task in a timely manner and to pick up the work exactly where we left it has another enjoyable advantage that helps to restore our attention: We can have breaks without fear of losing the thread. Breaks are much more than just opportunities to recover. They are crucial for learning. They allow the brain to process information, move it into long-term memory and prepare it for new information... (c)
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I recently read the book “Scarcity: Why Having Too Little Means So Much” (2013) by Mullainathan and Shafir. They investigate how the experience of scarcity has cognitive effects and causes changes in decision-making processes. They help the reader understand why people with almost no time or money sometimes do things that don’t seem to make any sense to outside observers. People facing deadlines sometimes switch frantically between all kinds of tasks. People with little money sometimes spend it on seeming luxuries like take-away food. From the outside, it would make more sense to do one thing at a time, or buy food in bulk and cook for yourself. The book is interesting, because the authors don’t question this behavior rhetorically or even in a judgemental way, but investigate it as a universal human phenomenon (c)