If you have to do tedious work If you have to stand somewhere doing tedious work, at least make it interesting. Bill Mollison, Introduction to Permaculture Useless work on useful things beautyworkboredom
The Great Blight of Dullness Jane Jacobs, The Death and Life of Great American Cities Why Do All Websites Look the Same?Scenes of thoroughgoing sameness euphonyboredom
Abstruse dullness Consider, from the Service's perspective, the advantages of the dull, the arcane, the mind-numbingly complex. The IRS was one of the very first government agencies to learn that such qualities help insulate them against public protest and political opposition, and that abstruse dullness is actually a much more effective shield than is secrecy. For the great disadvantage of secrecy is that it's interesting. David Foster Wallace, The Pale King boredominterest
Distraction To me, at least in retrospect, the really interesting question is why dullness proves to be such a powerful impediment to attention. Why we recoil from the dull. Maybe it's because dullness is intrinsically painful; maybe that's where phrases like 'deadly dull' or 'excruciatingly dull' come from. But there might be more to it. Maybe dullness is associated with psychic pain because something that's dull or opaque fails to provide enough stimulation to distract people from some other, deeper type of pain that is always there, if only in an ambient, low-level way, and which most of us spend nearly all our time and energy trying to distract ourselves from feeling, or at least from feeling directly or with our full attention. David Foster Wallace, The Pale King boredommelancholyanxietyattentionpain
What hell is He felt in a position to say he knew now that hell had nothing to do with fires or frozen troops. Lock a fellow in a windowless room to perform rote tasks just tricky enough to make him have to think, but still rote, tasks involving numbers connected to nothing he'd ever see or care about, a stack of tasks that never went down, and nail a clock to the wall where he can see it, and just leave the man there to his mind's own devices. David Foster Wallace, The Pale King boredom
Unborable The underlying bureaucratic key is the ability to deal with boredom. To function effectively in an environment that precludes everything vital and human. To breathe, so to speak, without air. The key is the ability, whether innate or conditioned, to find the other side of the rote, the picayune, the meaningless, the repetitive, the pointlessly complex. To be, in a word, unborable. I met, in the years 1984 and '85, two such men. It is the key to modern life. If you are immune to boredom, there is literally nothing you cannot accomplish. David Foster Wallace, The Pale King successboredombureaucracy
The Pale King A Novel by David Foster Wallace www.goodreads.com We change them and are changedDisplacementWhat's wrong?Narrative codesAn enormous machine+21 More boredombureaucracy
Why Do All Websites Look the Same? An Article by Boris Müller modus.medium.com On the visual weariness of the web. The Great Blight of DullnessWhat On Earth is a Brutalist Website?All Social Networks Look The Same NowAll websites are just digital movie theaters now wwwboredominterfaces
Don't Write the Tedious Thing An Article by Maud Newton maudnewton.medium.com Ugh, now I have to write this boring part, I would think. I would spend a few days in active rebellion against this directive that I imagined the book was imposing. Then I would realize: this is my book! There are no rules! I can write it however I want! Also, I would think, if I’m bored by something that I believe I need to write, the reader undoubtedly will be too, if not because the subject is inherently boring, then because I myself find it so unbearably tedious to imagine discussing it for five pages. Often as not, I would remember some aspect of the subject that deeply interested me, something a little outside the way it’s usually perceived or written about. Then I would meditate on that, and soon I would be scribbling notes from an increasingly excited place until I found a way forward. A form of beginner’s mind. Zen Mind, Beginner's Mind boredomwritinginterest
Managing Oneself A Book by Peter F. Drucker Only from strengthFeedback analysisTaking pride in ignoranceBut bulldozers move mountainsWaste as little effort as possible on low competence+8 More Never change the technologyWhat to learn managementdisciplinewisdomwork
Only from strength Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all. strengthweakness
Feedback analysis The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. growthfeedback
Taking pride in ignorance First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results. Second, work on improving your strengths. Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths. ignorancearrogance
But bulldozers move mountains A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. planningideas
Waste as little effort as possible on low competence One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. 95%-ile isn't that goodOn Talent talent
How do I perform? For knowledge workers, How do I perform? may be an even more important question than What are my strengths?. A few common personality traits usually determine how a person performs: Am I a reader or a listener? How do I learn? Writing? Taking notes? Doing? Talking? Do I work well with people, or am I a loner? And if I do work well with people, in what relationship? Do I produce results as a decision maker or as an adviser? Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? personality
To improve the way you perform Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly. work
The mirror test In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave." This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? ethicsvalues
Your organization's values Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results. business
Values vs. strengths There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof). Values are and should be the ultimate test. valueswork
Successful careers are not planned Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer. The most important thing you doIn defense of disorder: on career, creativity, and professionalism
The best-laid plans It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half? planning
The second half of your life Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored. There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs. There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60. life