Productivity   450702

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The Secret Power of ‘Read It Later’ Apps – Praxis
Some interesting psychological notes here: building up "buffers" before you choose to read, and the advantage of "completed" reading

Makes a strong case for Evernote, Instapaper, IFTT. :|
psychology  productivity  reading  web 
29 minutes ago by mechazoidal
The best time tracking app for productive teams. - Timely
The definitive automatic time tracking tool for improving productivity and profitability. Designed for freelancers, managers, teams, small and large businesses, and anyone looking to supercharge time management. From billable hours and meetings, to travel and downtime – track life as it happens.
mac  app  timetracking  productivity 
5 hours ago by e2b
Home — Timing — Automatische Zeiterfassung für Ihren Mac
Timing ist eine vollautomatische Zeiterfassungssoftware für Mac OS X. Es erfasst, welche Dokumente Sie bearbeiten, welche Apps Sie verwenden, und welche Websites Sie besuchen. Es berichtet Ihnen, wie Sie Ihre Zeit verwenden und ist perfekt für Freiberufler und alle, die viel am Mac arbeiten.
mac  app  timetracking  productivity 
5 hours ago by e2b
Best tool to manage all my geographic bookmarks? : apps
Pinboard.in for all my url bookmarks
Evernote for all my notes
Wunderlist for all my shared lists
Things app for my GTD workflow
productivity 
10 hours ago by geraldo.medrano
Pinboard Acquires and Kills Off Delicious : technology
I use my browser bookmarks as a more immediate workspace and when they get too cluttered I send most of them to pinboard and delete them from the browser.
productivity 
10 hours ago by geraldo.medrano
Opinion | The Only Way to Keep Your Resolutions - The New York Times
The answer, I contend, is that this view of self-control is wrong. In choosing to rely on rational analysis and willpower to stick to our goals, we’re disadvantaging ourselves. We’re using tools that aren’t only weak; they’re also potentially harmful. If using willpower to keep your nose to the grindstone feels like a struggle, that’s because it is. Your mind is fighting against itself. It’s trying to convince, cajole and, if that fails, suppress a desire for immediate pleasure. Given self-control’s importance for success, it seems as if evolution should have provided us with a tool for it that was less excruciating to use.

I believe it did; we’re just ignoring it. That tool is our social emotions. These are the emotions — things like gratitude and compassion — that support the positive aspects of social life. For years I’ve been studying the effects of these emotions on decision-making and behavior, and I’ve found that unlike reason and willpower, they naturally incline us to be patient and persevere. When you are experiencing these emotions, self-control is no longer a battle, for they work not by squashing our desires for pleasure in the moment but by increasing how much we value the future.

We too often think about self-improvement and the pursuit of our goals in bracing, self-flagellating terms: I will do better, I will muscle through, I will wake up earlier. But it doesn’t need to be that way, and it shouldn’t: Self-control isn’t about feeling miserable.

The research on self-control shows that willpower, for all its benefits, wanes over time. As we try to make ourselves study, work, exercise or save money, the mental effort to keep focused and motivated increases until it seems too difficult to bear.

Worse, exerting willpower can take a psychological and physical toll. As recent work by the Northwestern University psychologist Greg Miller has shown, willing oneself to be “gritty” can be quite stressful. Studying about 300 teenagers from socially and economically disadvantaged backgrounds, Professor Miller found that those who were better at using self-control did have more success when it came to resisting temptations, but at a cost to their health. Their bodies suffered not only from increased stress responses, but also from premature aging of their immune cells.

From an evolutionary perspective, the fact that exercising willpower doesn’t come naturally to us makes a lot of sense. For millenniums, what led to success wasn’t the ability to study for exams, save for retirement, go to the gym or wait for a second marshmallow. For most of our evolutionary history, none of these self-focused goals mattered or even existed. It’s far more likely that what led to success was strong social bonds — relationships that would encourage people to cooperate and lend support to one another, which helped to ensure that their sacrifices would be returned time and again when required in the future.

I’m sure I’m not alone in saying that I’ve moved more couches and spent more time making gifts for friends than I thought possible when I felt gratitude toward them and wanted to show appreciation. Or that I’ve worked longer and harder on difficult tasks when I wanted to feel proud about my abilities and contributions to a team. Or that I’ve given more support to people when moved by compassion to do so.

More than a decade’s worth of research backs up this picture. Studies from my lab, for example, show that gratitude directly increases self-control. In a version of the marshmallow test adapted for adults, we had people take a few minutes to recall an event that made them feel grateful, neutral or happy. Next, we had them answer a series of questions of the form “Would you rather have $X now or $Y in Z days?” with Y always being bigger than X, and Z varying over weeks to months. From these questions, we could calculate how much people discounted the value of the future.

Those feeling neutral or happy were pretty impatient. They were willing to forgo receiving $100 in a year if we gave them $18 today. Those who were feeling gratitude, however, showed nearly double the self-control. They required at least $30 to forgo the later reward. In a similar vein, we followed people for three weeks, measuring their levels of daily gratitude, and found the same boost to self-control. Our research also shows that when we make people feel grateful, they’ll spend more time helping anyone who asks for assistance, they’ll make financial decisions that benefit partners equally (rather than ones that allow profit at a partner’s expense), and they’ll show loyalty to those who have helped them even at costs to themselves.
psychology  Productivity 
11 hours ago by cnk
Meeting Blur – Rands in Repose
On the Topic of Operational Excellence

Let’s forget about the deleterious effects of not getting enough sleep and talk about why this is a leadership failure. You are about to violate leadership rule #8: “You sign-up for things and get them done. Every single time.”

When you achieve Meeting Blur, something has gotta go. Your plate needs at least one less big rock, and that means failing on a commitment. Sure, you can give the work to someone else or perhaps delay another project to give yourself breathing room. There are any number of time-saving moves you can pull, but remains a leadership failure because you do not have a good internal measure for what you can and can not do.

Leaders set the bar for what is and is not acceptable on their team. They define this bar both overtly with the words they say, but more subtly with their actions. There are two scenarios when you’ve achieved Meeting Blur and need to act. You can not change anything and do all of your work poorly, or you can drop some of that work which equates to a missed commitment. While I believe you agree the optics on both scenarios are bad, what is worse is that by choosing either course you signal your team that these obvious bad outcomes are acceptable.

Seem harsh? Yeah, I’m a bit fired up because I think leaders often vastly underestimate the impact of actions we consider inconsequential. Let’s play it out once more: Thinking I am responsible and helpful. I sign up for things. I do this repeatedly and sign up for too many things. Over time, I realize I’m in overloaded, so I miss commitments. Where’s the flaw? Because I could not initially correctly assess how much work I could do, I’m signaling to my team it’s ok to miss commitments. What?

Yes, I am glossing over the complexity of situations that are obviously more complex. There is always situational nuance. There is always complexity that is discovered only by doing the work. Given all of these guaranteed unknowns, a credible leader needs to work to be clear about one key variable: their own capabilities.
leadership  Productivity  Management 
12 hours ago by cnk

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