place
Pointing
"Originally I marked these places, quite literally. I laid a small concrete block flush to the ground at the place where I was standing and stretched a stainless steel piano wire out toward the horizon. It might go off a mile; it simply pointed in a direction. And that was the piece."
The ritualized use of a place
The association of comfort with people and place are reinforced by the ritualized use of a place. Using a place at a set time and in a specific manner creates a constancy as dependable as the place itself. It establishes, in time and behavior, a definition of place as strong as any architectural spatial definition, such as an aedicula, might be. Ritualized use can do more than reinforce the affection for a place. Through ritual, a place becomes an essential element in the customs of a people.
Touring SoHo
SoHo has, however, become part of a tourist archipelago where the definition of place falls into a set of increasingly generic categories. The act of touring devolves less on the particulars of geography than on the consumption of a set of prepackaged lifestyles, defined by a fixed array of goods and services. Almost every city in America now boasts a SoHo equivalent.
We shall meet in the place where there is no darkness
Places I will never go
There are places I will never go. Due to laziness or boredom, or premature fatigue. But there are also landscapes or buildings I should have visited a long time ago. This text reviews those possible places. All of them are part of my story, and they are places I am familiar with in one way or another.
To become completely lost
To become completely lost is perhaps a rather rare experience for most people in the modern city. We are supported by the presence of others and by special way-finding devices: maps, street numbers, route signs, bus placards. But let the mishap of disorientation once occur, and the sense of anxiety and even terror that accompanies it reveals to us how closely it is linked to our sense of balance and well-being. The very word "lost" in our language means much more than simple geographical uncertainty; it carries overtones of utter disaster.
On the edge of something else
The most common response to the question of symbolism was nothing in the city at all, but rather the sight of the New York City skyline across the river. Much of the characteristic feeling for Jersey City seemed to be that it was a place on the edge of something else.
Introverts and extroverts
Some regions are introvert, turned in upon themselves with little reference to the city outside them, such as Boston's North End or Chinatown. Others may be extrovert, turned outward and connected to surrounding elements. The common visibly touches neighboring regions, despite its inner path confusions.
The Image of the City
A Book by Kevin Lynch- To become completely lost
- Apparency
- On the edge of something else
- Nothing there, after all
- Paths, edges, districts, nodes, landmarks
The Third Way
An Article by Kevin KellyBut all the civilized cities of the world were also filled with third places that people loved. Not quite private, not quite public, these third places were intimate but open to anyone. Like settling down at a table at a cafe. It felt like your space, but you were not the landlord. They were public, open spaces that you could “own” for a while.
…We need a new third category of work — something between “employee” and “not an employee”—that encompasses digital gig laborers. AirBnB is neither a hotel, nor a private resident. It is a third thing, and we need to create a new category to deal with it…This is the era of the third way.
On Memory Palaces & Visual Computation
An Essay by Taulant SulkoI now use Are.na as a Memory Palace, separating my channels into rooms. For example, I have a channel that I call the Computation Room. It’s pretty generic and includes any type of block that relates to computation.
If I notice a pattern in the computation room I create a more specific channel in that room. I think of that more specific topic as an object within the room.
Then there are the adjacent topics that I often find even more exciting to focus on. For those, I choose a name that corresponds with the nature of a room and also its size. For example I have a channel called the Visual Computing Observatory. In my head I am imagining an actual observatory where I am looking and observing and studying a given topic.
The Method of Loci
An ArticleFrom the time we learn to walk, we start building up spatial memories—recollections of the layouts of physical spaces and their relationships to the objects in them. These memories tend to form fast and stick around for a long time.
The method of loci hijacks our innate aptitude for remembering physical spaces, using it to help us remember other kinds of information with greater ease.
Not Just a New Feature; a New Compact
A Fragment by Jorge ArangoMy sense is that Slack’s teams think of themselves as adding ‘features’ to a ‘product,’ instead of as stewards of a place where people work.
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.