reading
Books are meant to be used
Wow, that's pretty cool
Why we should read
Narrative codes
A web of books
Silent Conversation
A GameSilent Conversation tells classic stories, poems and haiku in an interactive way, inspired by Walter Savage Landor's motto What is reading but silent conversation?. They are presented as levels where the player controls a small line (similar to a text prompt) to go through the winding words.
Interoperable Personal Libraries and Ad Hoc Reading Groups
An Article by Maggie AppletonWe would need a system that enables people to:
- Publish a list of books they would be willing to discuss with other people to the open web. Antilibraries – collections of books you haven't read yet but would like to read – are particularly well suited to this proposition.
- See which books people in their social network want to discuss, and/or subscribe to other people's lists
- Be notified when 4+ people in their network have the same book on their discussion list – possibly via an email thread?
- Coordinate and schedule a time to read and discuss the book with that group.
If a book can be summarized, is it worth reading?
An Article by Austin KleonIt is my opinion that if a book’s contents can be adequately “summed up,” so that you really don’t miss anything by reading the summary, it is not actually a book worth reading. (Of course, there’s no way to tell whether a summary is adequate or not unless you have also read the book.) Also, I suspect that the harder you find it to summarize a book you have read, the more valuable it might be.
Highlighter
An ApplicationHighlighter is a personal knowledge bank and collaborative learning network designed to feed your curiosity and help you examine new ideas.
Finding nourishment vs. identifying poison
An Article by Austin Kleon & Olivia LaingA useful analogy for what [Sedgwick] calls ‘reparative reading’ is to be fundamentally more invested in finding nourishment than identifying poison. This doesn’t mean being naive or undeceived, unaware of crisis or undamaged by oppression. What it does mean is being driven to find or invent something new and sustaining out of inimical environments.
I would like to adopt that line as a mission statement: “To be fundamentally more invested in finding nourishment rather than identify poison.”
Because you can identify all the poison you want, but if you don’t find nourishment, you’ll starve to death.
Which Books You Truly Love
An Essay by Salman RushdieI believe that the books and stories we fall in love with make us who we are, or, not to claim too much, the beloved tale becomes a part of the way in which we understand things and make judgments and choices in our daily lives. A book may cease to speak to us as we grow older, and our feeling for it will fade. Or we may suddenly, as our lives shape and hopefully increase our understanding, be able to appreciate a book we dismissed earlier; we may suddenly be able to hear its music, to be enraptured by its song.
Of Note: Better Text Annotations for the Web
An Article by Brandon DornGenerally speaking (and ignoring questions of styling, API availability, etc.), an ideal Web annotation pattern follows these principles:
- Annotations appear in close visual proximity to the primary content.
- Their design neither distracts from nor hides the primary content.
- The preceding principles are followed regardless of screen width.
The only pattern I’ve found that meets these criteria is FiveThirtyEight’s.
...As it turns out, FiveThirtyEight didn't invent this pattern. It likely originated in medieval illuminated manuscripts which contain “interleave notes” — comments written literally between the lines.
What 80% Comprehension Feels Like
An ArticleOne of the major principles of extensive reading is that if a learner can comprehend material at 98% comprehension, she will acquire new words in context, in a painless, enjoyable way. But what is 98% comprehension?
The case for rereading
An Article by Mandy BrownReread a book enough times, or often enough—keep it at hand so you can flip to dog-eared pages and marked up passages here and there—and it will eventually root itself in your mind. It becomes both a reference point and a connector, a means of gathering your knowledge and experience, drawing it all together. It becomes the material through which you engage with the world.
The most interesting things that come to mind
A Fragment by Nabeel QureshiA meta note, inspired both by Proust and by this book about Proust: after reading a book, when you're making notes, don't refer to the book; just write down the most interesting things that come to mind. This is a better way of digging out what actually struck you about the book; as soon as you have the book to reference, you will start looking up the bits you "should" write about, and end up aiming at comprehensiveness rather than interestingness. Your actual criterion should be whatever interested you. Later, you can fill in quotations & references.
Title Cities
An Artwork by Nicholas RougeuxA book’s title page contains more than its namesake—including its author, contributors, publisher, and release date, and. Antiquarian books are known for having lengthy titles, especially those of a scientific nature. These books’ frequently unassuming title pages are gateways to a wealth of knowledge and the focal point of this project.
Title pages of antique influential scientific books covering a variety of subjects were coded and reimagined as colorful cityscapes based solely on their words to illustrate the unique body of knowledge readers would find within.
Boxes were drawn around each word of a title page and color-coded by its first letter (words beginning with “A” are one color, “B” another, and so on). Each title page has its own palette. Those boxes were then upended and arranged to form an abstract cityscape while maintaining their original sizes relative to each other.
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.