Time
The glow of grime
Two hours closer
And thus the heart will break
From the head of Jove
The productions of time
Ise Shrines, Nagoya, 685–Present
To know the place for the first time
A time when time was not
A little dose of time travel
Parkinson's Law
This is how time is forgotten
Good design is timeless
From body to body
Time turned into shape
Eternity was in our lips and eyes
Reverse chronology bias
Because I could not stop for Death
I know all about entropy
Endurance
She was the universe
The lapse of many years
The dignity of age
Typography exists to honor content
Already memories
Unpossessed places
Dead branches
A coherence in things
Do I dare disturb the universe?
A little thing
Hours
We have turned our faces towards the future
A timeless space
HURRY UP PLEASE ITS TIME
Ever, Never
I can't remember
Deprived of all thickness
No place it hadn't already been
Primer
How Buildings Learn
Human kind cannot bear very much reality
Home Star
One Tenth of a Second
An Article by Venkatesh RaoThe details are fascinating, but the central argument — that the birth of modernity can be traced to a meta-crisis spawned by the 0.1s problem — is worth understanding and appreciating whether or not you’re a time nerd like me.
There is no convenient leitmotif, comparable to the 0.1s problem, for our contemporary version of the rhyming conditions, but something very similar to the “tenth of a second crisis” is going on today. I suspect our Great Weirding too involves some sort of limiting factor on human cognition that we haven’t yet properly wrapped our minds around. It isn’t reaction time, but something analogous.
The Shape of Time
A Book by George KublerThis place is a message
A FragmentThis place is a message... and part of a system of messages... pay attention to it!
Sending this message was important to us. We considered ourselves to be a powerful culture.
This place is not a place of honor... no highly esteemed deed is commemorated here... nothing valued is here.
What is here was dangerous and repulsive to us. This message is a warning about danger.
The danger is in a particular location... it increases towards a center... the center of danger is here... of a particular size and shape, and below us.
The danger is still present, in your time, as it was in ours.
The danger is to the body, and it can kill.
The form of the danger is an emanation of energy.
The danger is unleashed only if you substantially disturb this place physically. This place is best shunned and left uninhabited.
What will be has always been
A Quote by Louis KahnHofstadter's Law
An Idea by Douglas HofstadterIt always takes longer than you expect, even when you take into account Hofstadter's Law.
The Waiting Place
A Poem by Dr. SeussWaiting for a train to go or a bus to come,
or a plane to go or the mail to come,
or the rain to go or the phone to ring,
or the snow to snow or waiting around for a Yes or No
or waiting for their hair to grow.Everyone is just waiting.
The Microsoft Sound
A Quote by Brian EnoThe thing from the agency said, "We want a piece of music that is inspiring, universal, blah- blah, da-da-da, optimistic, futuristic, sentimental, emotional," this whole list of adjectives, and then at the bottom it said "and it must be 3 1/4 seconds long."
I thought this was so funny and an amazing thought to actually try to make a little piece of music. It's like making a tiny little jewel.
In fact, I made 84 pieces. I got completely into this world of tiny, tiny little pieces of music. I was so sensitive to microseconds at the end of this that it really broke a logjam in my own work. Then when I'd finished that and I went back to working with pieces that were like three minutes long, it seemed like oceans of time.
Ideas of permanence
A Fragment by John PawsonOne of the interesting aspects of photography is the way it loosens our instinct to draw distinctions between the permanent and the temporary. In these enduringly fixed compositions, the detail of a mark scratched into the surface of a wall carries no greater weight of reality than the frozen swirl of light on plaster or the calligraphic-like shadows of chair backs cast across a floor.
- async
To supersede the span of individual life
A QuoteNothing gives man fuller satisfaction than participation in processes that supersede the span of individual life.
— Gotthard Booth
Navigation by shibboleth
An Article by Dorian TaylorThe inverse-chronological colly on the front page is exactly what I didn’t want to end up with. I have tried my damnedest to keep everything on this site as temporally neutral as I can make it. I even intentionally leave the dates off the documents. Temporality only matters if you’ve already read everything and you want to see what’s new or changed, like if you’ve subscribed to a feed. Which is exactly what that is on the front page.
Fragments of time
A Quote by Italo CalvinoLong novels written today are perhaps a contradiction: the dimension of time has been shattered, we cannot live or think except in fragments of time each of which goes off along its own trajectory and immediately disappears.
All in & with the flow
An Article by Buster BensonWhen 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.