change
What others want them to be
The subtlest slightest kinds of differences
Focus on the rate of change
When we hit our lowest point
Interlocking
Scales of change
A directional quality
A gradual refinement
All things change
The authors of this prognostication evidently assumed that the introduction of the sewing machine would result in more sewing – and easier sewing – by those who had always sewn. They would do the work they had always done in an unchanged setting. Reality turned out to be quite different.
It should be evident by now that there is no such thing as "just introducing" a new gadget to do one particular task. It is foolish to assume that everything else in such a situation will remain the same; all things change when one thing changes.
Ever, Never
EVER PRESENT, NEVER TWICE THE SAME EVER CHANGING, NEVER LESS THAN WHOLE
We change them and are changed
"We fill pre-existing forms and when we fill them we change them and are changed."
— Frank Bidart, Borges and I
How Buildings Learn
A Book by Stewart BrandBe A (Re)Visitor
An Article by Rob WalkerI was thinking about this not long ago while reading in Petapixel an essay by a photographer named Scott Reither, “Long Form Study: Why Photographers Should Repeatedly Revisit A Scene.” In it, he described photographing one particular stretch of beach, over and over, throughout his career.
Of course that landscape has changed over time, and of course he’s had moments when he felt he’d captured the same territory so many times there was nothing left to see.
But there was always something more to see — maybe because of a change in Reither’s life, rather than in the physical environment.
The Sheaves
A Poem by Edwin Arlington RobinsonWhere long the shadows of the wind had rolled,
Green wheat was yielding to the change assigned;
And as by some vast magic undivined
The world was turning slowly into gold.
Like nothing that was ever bought or sold
It waited there, the body and the mind;
And with a mighty meaning of a kind
That tells the more the more it is not told.So in a land where all days are not fair,
Fair days went on till on another day
A thousand golden sheaves were lying there,
Shining and still, but not for long to stay—
As if a thousand girls with golden hair
Might rise from where they slept and go away.Theory of Change
An Essay by Aaron SwartzA theory of change is the opposite of a theory of action — it works backwards from the goal, in concrete steps, to figure out what you can do to achieve it. To develop a theory of change, you need to start at the end and repeatedly ask yourself, “Concretely, how does one achieve that?”
When decades happen
A Quote by Vladmir LeninThere are decades when nothing happens, and then there are weeks when decades happen.
Managing Oneself
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.
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.
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.
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.
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.
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?
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.
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?
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.
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.
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 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?
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.