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	<title>Perspeqtiv</title>
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	<description>stuff. life. fun.</description>
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		<title>What&#8217;s in a name &#8230; and what isn&#8217;t? John Maynard Keynes</title>
		<link>http://gravesen.info/2011/09/whats-in-a-name-and-what-isnt-john-maynard-keynes/</link>
		<comments>http://gravesen.info/2011/09/whats-in-a-name-and-what-isnt-john-maynard-keynes/#comments</comments>
		<pubDate>Mon, 05 Sep 2011 17:20:02 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Gist]]></category>
		<category><![CDATA[economy]]></category>

		<guid isPermaLink="false">http://gravesen.info/?p=982</guid>
		<description><![CDATA[David M. Brinley for The Washington Post
What does it mean to be Keynesian? It was the British economist John Maynard Keynes who declared that when, like today, economic growth grinds to a standstill and businesses ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><p>David M. Brinley for The Washington Post</p>
<p>What does it mean to be Keynesian? It was the British economist John Maynard Keynes who declared that when, like today, economic growth grinds to a standstill and businesses fail to provide enough jobs, governments have the ability — and the duty — to fill the gap.</p>
<p><a href="http://gravesen.info/wp-content/2011/09/blog_keynes.jpg"><img class="alignleft size-full wp-image-985" title="blog_keynes" src="http://gravesen.info/wp-content/2011/09/blog_keynes.jpg" alt="" width="301" height="452" /></a>But later, when business cycles and electoral cycles fell out of step, presidents disregarded Keynes&#8217;s warnings and kept their foot on the gas too long, reducing taxes, boosting spending and offering cheap credit to ensure reelection. The result was stagflation — a toxic mix of low growth and high prices.</p>
<p>Today, in the often deliberately misleading language of our bifurcated politics, &#8220;Keynesian&#8221; has become an insult — shorthand for spendthrift, wasteful, debt-ridden, elitist, socialist. In this sense, was Keynes a Keynesian? Was he deep in debt, a big-government socialist, a lifelong bureaucrat who profited from his handiwork? Hardly.</p>
<p>via <a href="http://www.washingtonpost.com/wp-srv/special/opinions/outlook/whats-in-a-name/keynes.html?hpid=z3">What&#8217;s in a name &#8230; and what isn&#8217;t? John Maynard Keynes &#8211; The Washington Post</a>.</p>
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		<title>Ten catastrophes: All-time worst tech industry executive decisions</title>
		<link>http://gravesen.info/2011/09/ten-catastrophes-all-time-worst-tech-industry-executive-decisions/</link>
		<comments>http://gravesen.info/2011/09/ten-catastrophes-all-time-worst-tech-industry-executive-decisions/#comments</comments>
		<pubDate>Fri, 02 Sep 2011 20:15:44 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Geek]]></category>
		<category><![CDATA[IT]]></category>
		<category><![CDATA[technology]]></category>

		<guid isPermaLink="false">http://gravesen.info/?p=980</guid>
		<description><![CDATA[Information Technology, software and computer companies are certainly not without their share of poor executive decisions and mismanagement.  While dozens of notable examples could have made our list, these were by far the top ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><p>Information Technology, software and computer companies are certainly not without their share of poor executive decisions and mismanagement.  While dozens of notable examples could have made our list, these were by far the top top 10 worst in the history of the technology industry, causing many billions of dollars of lost revenue or resulted in the downfall of entire companies.</p>
<p>via <a href="http://www.zdnet.com/photos/ten-catastrophes-all-time-worst-tech-industry-executive-decisions/6289740?tag=photo-frame;get-photo-roto">Ten catastrophes: All-time worst tech industry executive decisions | ZDNet</a>.</p>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Coffee Lover&#8217;s Guide to Tea</title>
		<link>http://gravesen.info/2011/06/the-coffee-lovers-guide-to-tea/</link>
		<comments>http://gravesen.info/2011/06/the-coffee-lovers-guide-to-tea/#comments</comments>
		<pubDate>Thu, 16 Jun 2011 21:10:22 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Gentility]]></category>
		<category><![CDATA[Gist]]></category>
		<category><![CDATA[coffee]]></category>
		<category><![CDATA[tea]]></category>

		<guid isPermaLink="false">http://gravesen.info/?p=974</guid>
		<description><![CDATA[
Melanie Pinola — Coffee is great, but even die-hard coffee lovers might want to give tea a chance. The other beloved warm beverage, tea imparts to its drinkers some formidable health benefits, an extra boost ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><p style="text-align: center;"><a href="http://gravesen.info/wp-content/2011/06/tea-for-coffee-lovers-melanie.jpg"><img class="aligncenter size-full wp-image-977" title="tea-for-coffee-lovers-melanie" src="http://gravesen.info/wp-content/2011/06/tea-for-coffee-lovers-melanie.jpg" alt="" width="576" height="324" /></a></p>
<p>Melanie Pinola — Coffee is great, but even die-hard coffee lovers might want to give tea a chance. The other beloved warm beverage, tea imparts to its drinkers some formidable health benefits, an extra boost of alertness without the same caffeine slump of coffee, and a considerable variety of choices. Here&#8217;s how to get started enjoying the best possible tea.</p>
<p>via <a href="http://lifehacker.com/5812578/the-coffee-lovers-guide-to-tea">The Coffee Lover&#8217;s Guide to Tea &#8211; Lifehacker</a>.</p>
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		<item>
		<title>Five myths about the American flag</title>
		<link>http://gravesen.info/2011/06/five-myths-about-the-american-flag/</link>
		<comments>http://gravesen.info/2011/06/five-myths-about-the-american-flag/#comments</comments>
		<pubDate>Thu, 16 Jun 2011 20:54:25 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Gentility]]></category>
		<category><![CDATA[America]]></category>

		<guid isPermaLink="false">http://gravesen.info/?p=967</guid>
		<description><![CDATA[Americans love our flag. We display it at concerts and stadiums to celebrate, and at times of national tragedy to show our resolve. We have our schoolchildren pledge allegiance to it; we have consecrated it ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><p style="text-align: left;"><a href="http://gravesen.info/wp-content/2011/06/stars-stripes.jpg"><img class="aligncenter size-full wp-image-970" title="stars-stripes" src="http://gravesen.info/wp-content/2011/06/stars-stripes.jpg" alt="" width="768" height="623" /></a>Americans love our flag. We display it at concerts and stadiums to celebrate, and at times of national tragedy to show our resolve. We have our schoolchildren pledge allegiance to it; we have consecrated it in our national anthem; we have a holiday to honor it — Tuesday, in fact. Yet the iconography and history of the American flag, especially its early history, are infused with myth and misrepresentation. Here are five of the most prevalent myths.</p>
<p>via <a href="http://www.washingtonpost.com/opinions/five-myths-about-the-american-flag/2011/06/08/AG3ZSkOH_story.html">Five myths about the American flag &#8211; The Washington Post</a>.</p>
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		<title>Recovering from information overload &#8211; McKinsey Quarterly &#8211; Organization &#8211; Talent</title>
		<link>http://gravesen.info/2011/04/recovering-from-information-overload-mckinsey-quarterly-organization-talent/</link>
		<comments>http://gravesen.info/2011/04/recovering-from-information-overload-mckinsey-quarterly-organization-talent/#comments</comments>
		<pubDate>Thu, 21 Apr 2011 09:18:20 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Gist]]></category>
		<category><![CDATA[getting-things-done]]></category>
		<category><![CDATA[health]]></category>

		<guid isPermaLink="false">http://gravesen.info/?p=958</guid>
		<description><![CDATA[Always-on, multitasking work environments are killing productivity, dampening creativity, and making us unhappy.

JANUARY 2011 • Derek Dean and Caroline Webb
Source: Organization Practice



About the authors


For all the benefits of the information  technology and communications revolution, ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><h2>Always-on, multitasking work environments are killing productivity, dampening creativity, and making us unhappy.</h2>
<div class="byline">
<p class="date">JANUARY 2011 • Derek Dean and Caroline Webb</p>
<p class="source">Source: <a href="http://www.mckinsey.com/clientservice/organizationleadership/">Organization Practice</a></p>
</div>
<div id="ctl00_GridContainerPlaceHolder_inThisArticle_inThisStoryContainer" class="inThisStory">
<p style="text-align: center;"><a href="http://gravesen.info/wp-content/2011/04/information_overload_by_sculmully.jpg"><img class="aligncenter size-full wp-image-963" title="information_overload_by_sculmully" src="http://gravesen.info/wp-content/2011/04/information_overload_by_sculmully.jpg" alt="" width="480" height="360" /></a></p>
<div class="inThisStoryInner clearfix"><a class="about" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#AboutTheAuthors">About the authors</a></div>
</div>
<div id="storyContent" class="storyContent">
<p><span class="cHead">For all the benefits</span> of the information  technology and communications revolution, it has a well-known dark side:  information overload and its close cousin, attention fragmentation.  These scourges hit CEOs and their colleagues in the C-suite particularly  hard because senior executives so badly need uninterrupted time to  synthesize information from many different sources, reflect on its  implications for the organization, apply judgment, make trade-offs, and  arrive at good decisions.</p>
<p>The importance of reserving chunks of time for reflection, and the  difficulty of doing so, have been themes in management writing for  decades. Look no further than Peter Drucker’s 1967 classic, <em>The Effective Executive</em>,<a name="footnote1up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote1"><sup>1</sup></a> which emphasized that “most of the tasks of the executive require, for  minimum effectiveness, a fairly large quantum of time.” Drucker’s  solutions for fragmented executives—reserve large blocks of time on your  calendar, don’t answer the phone, and return calls in short bursts once  or twice a day—sound remarkably like the ones offered up by today’s  time- and information-management experts.<a name="footnote2up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote2"><sup>2</sup></a></p>
<p>Yet they are devilishly difficult to implement, and getting more so all  the time. Every challenge recounted by Drucker in 1967 remains today: an  unceasing rhythm of daily meetings, a relentless expectation of travel  to connect with customers and far-flung reaches of the organization, an  inordinate number of opportunities to represent the company at dinners  and events. Add to these challenges a torrent of e-mail, huge volumes of  other information, and an expanding variety of means—from the  ever-present telephone to blogs, tweets, and social networks—through  which executives can connect with their organizations and customers, and  you have a recipe for exhaustion. Many senior executives literally have  two overlapping workdays: the one that is formally programmed in their  diaries and the one “before, after, and in-between,” when they  disjointedly attempt to grab spare moments with their laptops or smart  phones, multitasking in a vain effort to keep pace with the information  flowing toward them.</p>
<p>Better solutions exist, and they aren’t rocket science.<a name="footnote3up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote3"><sup>3</sup></a> What we hope to do in this article is help executives, and their  organizations, by reminding them of three simple things. First,  multitasking is a terrible coping mechanism. A body of scientific  evidence demonstrates fairly conclusively that multitasking makes human  beings less productive, less creative, and less able to make good  decisions. If we want to be effective leaders, we need to stop.</p>
<p>Second, addressing information overload requires enormous  self-discipline. A little like recovering addicts, senior executives  must labor each day to keep themselves on track by applying timeless yet  powerful guidelines: find time to focus, filter out the unimportant,  forget about work every now and then. The holy grail, of course, is to  retain the benefits of connectivity without letting it distract us too  much.</p>
<p>Third, since senior executives’ behavior sets the tone for the  organization, they have a duty to set a better example. The widespread  availability of powerful communications technologies means employees now  share many of the time- and attention-management challenges of their  leaders. The whole organization’s productivity can now be affected by  information overload, and no single person or group can address it in  isolation. Resetting the culture to healthier norms is a critical new  responsibility for 21st-century executives.</p>
<h5 class="aHead">The perils of multitasking</h5>
<p>We tend to believe that by doing several things at the same time we can  better handle the information rushing toward us and get more done.  What’s more, multitasking—interrupting one task with another—can  sometimes be fun. Each vibration of our favorite high-tech e-mail device  carries the promise of potential rewards. Checking it may provide a  welcome distraction from more difficult and challenging tasks. It helps  us feel, at least briefly, that we’ve accomplished something—even if  only pruning our e-mail in-boxes. Unfortunately, current research  indicates the opposite: multitasking unequivocally damages productivity.</p>
<h5 class="bHead">It slows us down</h5>
<p>The root of the problem is that our brain is best designed to focus on  one task at a time. When we switch between tasks, especially complex  ones, we become startlingly less efficient: in a recent study, for  example, participants who completed tasks in parallel took up to 30  percent longer and made twice as many errors as those who completed the  same tasks in sequence. The delay comes from the fact that our brains  can’t successfully tell us to perform two actions concurrently.<a name="footnote4up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote4"><sup>4</sup></a> When we switch tasks, our brains must choose to do so, turn off the  cognitive rules for the old task, and turn on the rules for the new one.  This takes time, which reduces productivity, particularly for heavy  multitaskers—who, it seems, take even longer to switch between tasks  than occasional multitaskers.<a name="footnote5up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote5"><sup>5</sup></a></p>
<p>In practice, most of us would probably acknowledge that multitasking  lets us quickly cross some of the simpler items off our to-do lists. But  it rarely helps us solve the toughest problems we’re working on. More  often than not, it’s procrastination in disguise.</p>
<h5 class="bHead">It hampers creativity</h5>
<p>One might think that constant exposure to new information at least makes  us more creative. Here again, the opposite seems to be true. Teresa  Amabile and her colleagues at the Harvard Business School evaluated the  daily work patterns of more than 9,000 individuals working on projects  that required creativity and innovation. They found that the likelihood  of creative thinking is higher when people focus on one activity for a  significant part of the day and collaborate with just one other person.  Conversely, when people have highly fragmented days—with many  activities, meetings, and discussions in groups—their creative thinking  decreases significantly.<a name="footnote6up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote6"><sup>6</sup></a></p>
<p>These findings also make intuitive sense. Creative problem solving   typically requires us to hold several thoughts at once “in memory,” so  we can sense connections we hadn’t seen previously and forge new ideas.  When we bounce around quickly from thought to thought, we know we’re  less likely to make those crucial connections.</p>
<h5 class="bHead">It makes us anxious and it’s addictive</h5>
<p>In laboratory settings, researchers have found that subjects asked to multitask show higher levels of stress hormones.<a name="footnote7up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote7"><sup>7</sup></a> A survey of managers conducted by Reuters revealed that two-thirds of  respondents believed that information overload had lessened job  satisfaction and damaged their personal relationships. One-third even  thought it had damaged their health.<a name="footnote8up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote8"><sup>8</sup></a></p>
<p>Nonetheless, evidence is emerging that humans can become quite addicted  to multitasking. Edward Hallowell and John Ratey from Harvard, for  instance, have written about people for whom feeling connected provides  something like a “dopamine squirt”—the neural effects follow the same  pathways used by addictive drugs.<a name="footnote9up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote9"><sup>9</sup></a> This effect is familiar too: who hasn’t struggled against the urge to  check the smart phone when it vibrates, even when we’re in the middle of  doing something else?</p>
<h5 class="aHead">Coping with the deluge</h5>
<p>So if multitasking isn’t the answer, what is? In our conversations with  CEOs and other executives trying to cope, we heard repeatedly about some  fairly basic strategies that aren’t very different in spirit from the  ones Drucker described more than 40 years ago: some combination of  focusing, filtering, and forgetting. The challenge for these executives,  and all of us, is that executing such strategies in an always-on  environment is harder than it was when Drucker was writing. It requires a  tremendous amount of self-discipline, and we can’t do it alone: in our  teams and across the whole organization, we need to establish a set of  norms that support a more productive way of working.</p>
<h5 class="bHead">Focus</h5>
<p>The calendars of CEOs and other senior executives are often booked  back-to-back all day, sometimes in 15-minute increments. Gary Loveman,  CEO of Harrah’s Entertainment, describes the implication: “You have to  guard against the danger of overeating at an interesting intellectual  buffet. I often need to cover a lot of functional terrain over the  course of a day, but I’m careful not to be too light on deserving topics  and to make the time to get to meaningful depth on the most important  ones.”<a name="footnote10up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote10"><sup>10</sup></a> Digital information overload compounds the peril of “overeating” by  flooding leaders with a variety of questions and topics that frequently  could be addressed by others, thereby distracting those leaders from the  thorny, unpleasant, and high-stakes problems where they are most  needed.</p>
<p>Many executives respond through the old strategy of creating “alone  time.” Applied Materials CEO Mike Splinter, for example, finds time  between 6:30 and 8:00 AM; Dame Christine Beasley, England’s chief  nursing officer, uses her traveling time; Brent Assink, executive  director of the San Francisco Symphony, schedules any time he can find  in the middle of the day. Bill Gross, chief investment officer at  Pacific Investment Management Company (PIMCO), takes an extreme  approach: “I don’t answer or look at any e-mails I don’t want to. I  don’t have a cell phone; I don’t have a BlackBerry. My motto is, ‘I  don’t want to be connected; I want to be disconnected.’”<a name="footnote11up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote11"><sup>11</sup></a></p>
<p>None of this can work, says Assink, unless the management team knows it  must keep moving throughout the day without rapid-fire input from the  top. Assink has been explicit with his staff: “If they want an immediate  response, it will have to be a phone call. If they send an e-mail they  will get a response at the end of the day.”</p>
<p>What about the relentless barrage of information that pours in? Managing  it may be as simple—and difficult—as switching off the input. Shut down  e-mail, close Web browsers, have phone calls go automatically to voice  mail, and let your assistant and team know that you are in a focused  working session. Christine Beasley says, “If you’re really addicted and  can’t be trusted not to check the BlackBerry when it’s in your pocket or  bag, you just have to leave it behind.”</p>
<h5 class="bHead">Filter</h5>
<p>Of course, turning everything off just means that your inbox will be  overflowing when you reconnect. And there’s a danger of throwing out the  baby with the bathwater: no one wants to lose the ability to stay in  touch easily with the organization, customers, and other stakeholders or  to “give a short and direct answer to quick questions,” as Mike  Splinter puts it, adding that “you don’t want to be the blockade in the  business cycle.”</p>
<p>A good filtering strategy, therefore, is critical. It starts with giving  up the fiction that leaders need to be on top of everything, which has  taken hold as information of all types has become more readily and  continuously accessible. Rather, plain old delegation is as important  with information as it always has been with tasks. As Gary Loveman says,  “Keeping current on what is going on takes a lot of my time, but I only  engage in depth personally on those issues that are best served by my  involvement and are critical to the company’s performance, either now or  in the future.” Christine Beasley has a similar view: “You cannot read  everything. The things that I do look at are the things that matter, the  things I really need to make a decision on.”</p>
<p>Some leaders now explicitly refuse to respond to any e-mail on which  they are only cc’d, to filter out issues that others think require no  action from them. You also may need to educate the people around you  about what deserves to fill your limited time. Gary Loveman explains  that “there is a substantial ante to get my time—you need to do some  work, provide me with data and insight, let me read something in  advance. That simple bar keeps a lot of the items of lesser importance  off my calendar.”</p>
<p>Winning respect for your in-box, though, won’t get you all the way  there. Establishing an effective, day-to-day information-management  support structure has become a critical success factor for senior  executives. This structure may be elaborate, including a chief of staff  for the CEO of a major organization, or as simple as a capable assistant  who “is fantastic at managing some of my e-mail traffic, weeding out  the things that I don’t really need to see,” as Christine Beasley says.</p>
<h5 class="bHead">Forget</h5>
<p>It bears repeating that giving our brains downtime to process new  intellectual input is a critical element of learning and thinking  creatively—not just according to researchers, but also to corporate  leaders. Bill Gross says, “Some of my best ideas literally come from  standing on my head doing yoga. After about 15 minutes of yoga, all of a  sudden some significant light bulbs seem to turn on.”<a name="footnote12up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote12"><sup>12</sup></a> Mike Splinter also sees value in physical exercise: “I find that just  staying in shape helps me be more mentally crisp every day.”</p>
<p>Getting outside helps—recent research has found that people learn  significantly better after a walk in nature compared with a walk in the  city.<a name="footnote13up" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote13"><sup>13</sup></a> And emotional interaction with other people can also divert attention  from conscious intellectual processing, a good step toward engaging the  unconscious. Sheri McCoy, chairman of Johnson &amp; Johnson  Pharmaceuticals Group, explains, “When I go home at night, I like to  just say, ‘OK, I’m not looking at my BlackBerry for two or three hours.’  I’m just relaxing. I feel like that lets me conserve my energy and  focus later.” Christine Beasley has rules that protect her personal time  at weekends, reasoning that “people can always get hold of me if it’s  urgent.”</p>
<h5 class="aHead">A responsibility to hit the ‘reset button’</h5>
<p>All this was easier back in Drucker’s day, when we couldn’t talk on the  phone during the daily commute, we didn’t bring multiple  connectivity-enabling devices with us on vacation, and planes didn’t  have Wi-Fi. The strategies of focusing, filtering, and forgetting are  also tougher to implement now because of the norms that have developed  around 21st-century teamwork. Most leaders today would feel guilty if  they didn’t respond to an e-mail within 24 hours. Few feel comfortable  “hiding” from their teams during the day (or on the drive home or during  the evening) in order to focus more intently on the most complex  issues. And there is the personal satisfaction that comes from feeling  needed.</p>
<p>But there is a business responsibility to reset these norms, given how  markedly information overload decreases the quality of learning and  decision making. Multitasking is not heroic; it’s counterproductive. As  the technological capacity for the transmission and storage of  information continues to expand and quicken, the cognitive pressures on  us will only increase. We are at risk of moving toward an ever less  thoughtful and creative professional reality unless we stop now to  redesign our working norms.</p>
<p>First, we need to acknowledge and reevaluate the mind-sets that attach  us to our current patterns of behavior. We have to admit, for example,  that we do feel satisfied when we can respond quickly to requests and  that doing so somewhat validates our desire to feel so necessary to the  business that we rarely switch off. There’s nothing wrong with these  feelings, but we need to consider them alongside their measurable cost  to our long-term effectiveness. No one would argue that burning up all  of a company’s resources is a good strategy for long-term success, and  that is equally true of its leaders and their mental resources.</p>
<p>Second, leaders need to become more ruthless than ever about stepping  back from all but the areas that they alone must address. There’s some  effort involved in choosing which areas to delegate; it takes skill in  coaching others to handle tasks effectively and clarity of expectations  on both sides. But with those things in place, a more mindful division  of labor creates more time for leaders’ focused reflections on the most  critical issues and also develops a stronger bench of talent.</p>
<p>Finally, to truly make this approach work, leaders have to redesign  working norms together with their teams. One person, even a CEO, cannot  do that alone—who wants to be the sole person on the senior team who  leaves the smart phone behind when he or she goes on vacation? Absent  some explicit discussion, that kind of action could be taken as a lack  of commitment to the business, not as a productive attempt to disconnect  and recharge. So we encourage leaders and their teams to discuss openly  how they choose to focus, filter, and forget; how they support each  other in creating the necessary time and space to perform at their best;  and how they enable others, throughout the organization, to do the  same. This conversation can also be the right starting point for a  deeper look at the information and technology needs of all the company’s  knowledge workers. (For more on how to tackle this thorny problem, see “<a href="https://www.mckinseyquarterly.com/article_page.aspx?ar=2739">Rethinking knowledge work: A strategic approach</a>.”)</p>
<p>The benefits of lightening the burden of information overload—in  productivity, creativity, morale, and business results—will more than  justify the effort. And the more we appreciate the benefits, the easier  it will be to make new habits stick.<br />
<img src="https://www.mckinseyquarterly.com/image/article/spot/EndofArticle_Dot.gif" alt="" width="17" height="20" /></p>
<p><a id="AboutTheAuthors" name="AboutTheAuthors"></a></p>
<div class="aboutAuthors">
<h5><span>About the Authors</span></h5>
<p><strong>Derek Dean</strong> is an alumnus of McKinsey’s San Francisco office, where he was a director; <strong>Caroline Webb</strong> is a principal in the London office.<br />
The authors would like to acknowledge the important contributions that  Matthias Birk, a consultant in the Berlin office, made to this article  through his research on cognitive sciences.</p>
</div>
<div class="backToTop"><a href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#top">Back to top</a></div>
<div class="notes">
<h6><span>Notes</span></h6>
<p class="footnote"><a name="footnote1" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote1up"><sup>1</sup></a> Peter Drucker, <em>The Effective Executive</em>, Oxford, UK: Butterworth-Heinemann, 1967, pp. 28–29.</p>
<p class="footnote"><a name="footnote2" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote2up"><sup>2</sup></a> For example, compare Julie Morgenstern’s advice to “control the time nibblers,” in her well-regarded book, <em>Never Check E-mail in the Morning: And Other Unexpected Strategies for Making your Work Life Work</em> (Fireside, 2005), with Drucker’s statement that “to be effective, every  knowledge worker, and especially every executive, needs to be able to  dispose of time in fairly large chunks.”</p>
<p class="footnote"><a name="footnote3" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote3up"><sup>3</sup></a> For another view on today’s information challenge and some potential solutions, see Paul Hemp, “Death by information overload,” <em>Harvard Business Review</em>, September 2009, Volume 87, Number 9, pp. 82–89.</p>
<p class="footnote"><a name="footnote4" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote4up"><sup>4</sup></a> Christopher L. Asplund, Paul E. Dux, Jason Ivanoff, and René Marois,  “Isolation of a central bottleneck of information processing with  time-resolved fMRI,” <em>Neuron</em>, 2006, Volume 52, Number 6, pp. 1109–20.</p>
<p class="footnote"><a name="footnote5" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote5up"><sup>5</sup></a> Eyal Ophir, Clifford Nass, and Anthony D. Wagner, “Cognitive control in media multitaskers,” <em>PNAS</em>, 2009, Volume 106, Number 37, pp. 15583–87.</p>
<p class="footnote"><a name="footnote6" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote6up"><sup>6</sup></a> Teresa M. Amabile et al., “Time pressure and creativity in  organizations: A longitudinal field study,” Harvard Business School  working paper, Number 02-073, 2002.</p>
<p class="footnote"><a name="footnote7" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote7up"><sup>7</sup></a> Sue Shellenbarger, “Multitasking makes you stupid,” <em>Wall Street Journal</em>, February 27, 2003.</p>
<p class="footnote"><a name="footnote8" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote8up"><sup>8</sup></a> David Bawden and Lyn Robinson, “The dark side of information: Overload, anxiety, and other paradoxes and pathologies,” <em>Journal of Information Science</em>, Volume 20, Number 10, pp. 1–12.</p>
<p class="footnote"><a name="footnote9" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote9up"><sup>9</sup></a> Edward M. Hallowell, MD, and John J. Ratey, MD, <em>Delivered from Distraction</em>, Ballantine Books, 2006.</p>
<p class="footnote"><a name="footnote10" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote10up"><sup>10</sup></a> All unattributed quotes are taken from interviews conducted by the authors.</p>
<p class="footnote"><a name="footnote11" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote11up"><sup>11</sup></a> Alex Taylor III et al., “How I work,” <em>Fortune</em>, March 15, 2006.</p>
<p class="footnote"><a name="footnote12" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote12up"><sup>12</sup></a> Alex Taylor III et al., “How I work,” <em>Fortune</em>, March 15, 2006.</p>
<p class="footnote"><a name="footnote13" href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735#footnote13up"><sup>13</sup></a> Matt Richtel, “Digital devices deprive brain of needed downtime,” <em>New York Times</em>, August 24, 2010.</p>
</div>
</div>
<p>via <a href="https://www.mckinseyquarterly.com/Recovering_from_information_overload_2735">Recovering from information overload &#8211; McKinsey Quarterly &#8211; Organization &#8211; Talent</a>.</p>
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		<title>What Caffeine Actually Does to Your Brain</title>
		<link>http://gravesen.info/2011/03/what-caffeine-actually-does-to-your-brain/</link>
		<comments>http://gravesen.info/2011/03/what-caffeine-actually-does-to-your-brain/#comments</comments>
		<pubDate>Tue, 08 Mar 2011 20:00:35 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Gentility]]></category>
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		<category><![CDATA[coffee]]></category>

		<guid isPermaLink="false">http://gravesen.info/?p=956</guid>
		<description><![CDATA[What Caffeine Actually Does to Your Brain.
]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><p><a href="http://lifehacker.com/#!5585217/what-caffeine-actually-does-to-your-brain">What Caffeine Actually Does to Your Brain</a>.</p>
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		<title>32 reasons why PCs are better than Macs: are they still true in 2010?</title>
		<link>http://gravesen.info/2010/09/32-reasons-why-pcs-are-better-than-macs-are-they-still-true-in-2010/</link>
		<comments>http://gravesen.info/2010/09/32-reasons-why-pcs-are-better-than-macs-are-they-still-true-in-2010/#comments</comments>
		<pubDate>Sat, 25 Sep 2010 16:41:46 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Geek]]></category>

		<guid isPermaLink="false">http://gravesen.info/?p=951</guid>
		<description><![CDATA[by Zara Baxter, Staff Writer, John Gillool.

Once upon a time, these were the reasons PC users could still hold their heads high. But do they still hold true?Background: In July 2007 we&#8217;d gotten a bit ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><p>by Zara Baxter, Staff Writer, John Gillool.</p>
<p><a href="http://gravesen.info/wp-content/2010/09/blog_MacvsPC.jpg"><img class="aligncenter size-full wp-image-954" title="blog_MacvsPC" src="http://gravesen.info/wp-content/2010/09/blog_MacvsPC.jpg" alt="" width="220" height="149" /></a></p>
<p>Once upon a time, these were the reasons PC users could still hold their heads high. But do they still hold true?Background: In July 2007 we&#8217;d gotten a bit sick of rampant Apple worship. In the interests of balanced debate, we ran an article outlining 32 Reasons Why PCs are Better than Macs.Three years later, is it all still true? The Apple bandwagon has only picked up more steam with the success of devices like the iPhone and iPad, and MacBook sales are higher than ever.We&#8217;ve revisited the story below, starting with the first 16 points. In coming days we&#8217;ll be adding extra points to the list below. Readers with a copy of the latest August issue of PC Authority get the full shebang: we put four Macs in a room, side by side with the best PCs money can buy and asked, which would we choose? Plus we discuss issues like security, gaming, and the Mac &#8220;ecosystem&#8221;.It&#8217;s time for us to wade into the slanging match again. Here are the 32 Reasons Why PCs are Better than Macs &#8211; revisited for the age of Windows 7, Steam and Core i7.</p>
<p>via <a href="http://www.pcauthority.com.au/News/216778,32-reasons-why-pcs-are-better-than-macs-are-they-still-true-in-2010.aspx">32 reasons why PCs are better than Macs: are they still true in 2010? &#8211; News &#8211; PC Authority</a>.</p>
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		<title>The rise and fall of quicksand</title>
		<link>http://gravesen.info/2010/08/the-rise-and-fall-of-quicksand/</link>
		<comments>http://gravesen.info/2010/08/the-rise-and-fall-of-quicksand/#comments</comments>
		<pubDate>Mon, 23 Aug 2010 21:46:25 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Gentility]]></category>
		<category><![CDATA[comedy]]></category>
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		<description><![CDATA[By Daniel Engber


The fourth-graders were unanimous: Quicksand doesn&#8217;t scare them, not  one bit. If you&#8217;re a 9- or 10-year-old at the P.S. 29 elementary school  in Brooklyn, N.Y., you&#8217;ve got more pressing concerns: ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><p><span class="byline">By Daniel Engber</span></p>
<div id="article_body">
<p><span id="imagewrapper" class="imagewrapper" style="width: 252px;"><a href="http://gravesen.info/wp-content/2010/08/blog_quicksandIlloEX.jpg"><img class="aligncenter size-full wp-image-946" title="blog_quicksandIlloEX" src="http://gravesen.info/wp-content/2010/08/blog_quicksandIlloEX.jpg" alt="" width="600" height="195" /></a></span></p>
<p>The fourth-graders were unanimous: Quicksand doesn&#8217;t scare them, not  one bit. If you&#8217;re a 9- or 10-year-old at the P.S. 29 elementary school  in Brooklyn, N.Y., you&#8217;ve got more pressing concerns: Dragons. Monsters.  Big waves at the beach that might separate a girl from her mother.  Thirty years ago, quicksand might have sprung up at recess, in pools of  discolored asphalt or the dusty corners of the sandbox—step in the wrong  place, and you&#8217;d die. But not anymore, a boy named Zayd tells me. &#8220;I  think people used to be afraid of it,&#8221; he says. His classmates nod. &#8220;It  was before we were born,&#8221; explains Owen. &#8220;Maybe it will come back one  day.&#8221;</p>
<p>For  now, quicksand has all but evaporated from American  entertainment—rejected even by the genre directors who once found it  indispensable. There isn&#8217;t any in this summer&#8217;s fantasy blockbuster <em><a href="http://www.youtube.com/watch?v=bZ7Li5w2I-k" target="_blank">Prince of Persia: Sands of Time</a></em> or in last year&#8217;s animated jungle romp <em><a href="http://www.youtube.com/watch?v=SJaEoNRdgC4" target="_blank">Up</a></em>. You won&#8217;t find quicksand in <em><a href="http://www.youtube.com/watch?v=iwccNqklC_k" target="_blank">The Last Airbender</a></em> or <em><a href="http://www.youtube.com/watch?v=vkjZbAyJ6Zs" target="_blank">Avatar</a></em>, either. Giant scorpions emerge from the sand in <em><a href="http://www.youtube.com/watch?v=CmVhZCjEvZ8" target="_blank">Clash of the Titans</a></em>, but no one gets sucked under. And what about <em><a href="http://en.wikipedia.org/wiki/List_of_Lost_episodes#List_of_seasons" target="_blank">Lost</a></em>—a  tropical-island adventure series replete with mud ponds and dangling  vines? That show, which ended in May, spanned six seasons and roughly 85  hours of television airtime—all without a single step into quicksand.  &#8220;We were a little bit concerned that it would just be cheesy,&#8221; says the  show&#8217;s Emmy-winning writer and executive producer, <a href="http://en.wikipedia.org/wiki/Carlton_Cuse" target="_blank">Carlton Cuse</a>. &#8220;It felt too clichéd. It felt old-fashioned.&#8221;</p>
<p>Quicksand  once offered filmmakers a simple recipe for excitement: A pool of  water, thickened with oatmeal, sprinkled over the top with wine corks.  It was, in its purest form, a plot device unburdened by character,  motivation, or story: <em>My god, we&#8217;re sinking! Will we escape this life-threatening situation before time runs out?</em> Those who weren&#8217;t rescued simply vanished from the script: <em>It&#8217;s too late—he&#8217;s gone</em>.</p>
<p>more&#8230;</p>
</div>
<p>via <a href="http://www.slate.com/id/2264312/">The rise and fall of quicksand. &#8211; By Daniel Engber &#8211; Slate Magazine</a>.</p>
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		<title>Die young, live fast: The evolution of an underclass</title>
		<link>http://gravesen.info/2010/07/die-young-live-fast-the-evolution-of-an-underclass/</link>
		<comments>http://gravesen.info/2010/07/die-young-live-fast-the-evolution-of-an-underclass/#comments</comments>
		<pubDate>Thu, 15 Jul 2010 12:59:10 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
				<category><![CDATA[Gist]]></category>
		<category><![CDATA[science]]></category>
		<category><![CDATA[society]]></category>

		<guid isPermaLink="false">http://gravesen.info/?p=933</guid>
		<description><![CDATA[FROM feckless fathers and teenaged mothers to  so-called feral kids, the media seems to take a voyeuristic pleasure in  documenting the lives of the &#8220;underclass&#8221;. Whether they are inclined to  condemn or ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><p class="infuse">FROM feckless fathers and teenaged mothers to  so-called feral kids, the media seems to take a voyeuristic pleasure in  documenting the lives of the &#8220;underclass&#8221;. Whether they are inclined to  condemn or sympathise, commentators regularly ask how society got to be  this way. There is seldom agreement, but one explanation you are  unlikely to hear is that this kind of &#8220;delinquent&#8221; behaviour is a  sensible response to the circumstances of a life constrained by poverty.  Yet that is exactly what some evolutionary biologists are now  proposing.</p>
<p class="infuse"><a href="http://gravesen.info/wp-content/2010/07/blog_underclass.jpg"><img class="aligncenter size-full wp-image-936" title="blog_underclass" src="http://gravesen.info/wp-content/2010/07/blog_underclass.jpg" alt="" width="468" height="517" /></a>There is no reason to view the poor as  stupid or in any way different from anyone else, says <a href="http://www.staff.ncl.ac.uk/daniel.nettle/" target="nsarticle">Daniel  Nettle</a> of the University of Newcastle in the UK. All of us are  simply human beings, making the best of the hand life has dealt us. If  we understand this, it won&#8217;t just change the way we view the lives of  the poorest in society, it will also show how misguided many current  efforts to tackle society&#8217;s problems are &#8211; and it will suggest better  solutions.</p>
<p class="infuse">Evolutionary theory predicts that if  you are a mammal growing up in a harsh, unpredictable environment where  you are susceptible to disease and might die young, then you should  follow a &#8220;fast&#8221; reproductive strategy &#8211; grow up quickly, and have  offspring early and close together so you can ensure leaving some viable  progeny before you become ill or die. For a range of animal species  there is evidence that this does happen. Now research suggests that  humans are no exception.</p>
<p class="infuse">Certainly the theory holds up in  comparisons between people in rich and poor countries. Bobbi Low and her  colleagues at the University of Michigan at Ann Arbor compared  information from nations across the world to see if the age at which  women have children changes according to their life expectancy (<em>Cross-Cultural  Research</em>, vol 42, p 201). &#8220;We found that the human data fit the  general mammalian pattern,&#8221; says Low. &#8220;The shorter life expectancy was,  the earlier women had their first child.&#8221;</p>
<p class="infuse">But can the same biological principles  explain the difference in behaviour between rich and poor within a  developed, post-industrialised country? Nettle, for one, believes it  can. In a study of over 8000 families, he found that in the most  deprived parts of England people can barely expect 50 years of healthy  life, nearly two decades less than in affluent areas. And sure enough,  women from poor neighbourhoods are likely to have their babies at an  early age and in quick succession. They have smaller babies and they  breastfeed less, both of which make it easier to get pregnant again  sooner (<em>Behavioral Ecology</em>, <a href="http://dx.doi.org/10.1093/beheco/arp202" target="nsarticle">DOI:  10.1093/beheco/arp202</a>).</p>
<div class="quotebx bxbg">
<div class="quoteopen">
<div class="quoteclose">
<div class="quotebody lowlight">In the most deprived parts of England, people can  barely expect 50 years of healthy life &#8211; two decades less than in  affluent areas</div>
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<p class="infuse">&#8220;If you&#8217;ve only got two-thirds as much  time in your life as someone in a different neighbourhood, then all of  your decisions about when to start having babies, when to become a  grandparent and so on have to be foreshortened by a third,&#8221; says Nettle.  &#8220;So it shouldn&#8217;t really surprise us that women in the poorest areas are  having their babies at around 20 compared to 30 in the richest ones.  That&#8217;s exactly what you would expect.&#8221;</p>
<p class="infuse">Consciously or subconsciously, women  do seem to take their future prospects into account when deciding when  to start having children. At a meeting last year, Sarah Johns at the  University of Kent in Canterbury, UK, reported that in her study of  young women from a range of socioeconomic backgrounds in  Gloucestershire, UK, those who perceived their environment as risky or  dangerous, and those that thought they might die at a relatively young  age, were more likely to become mothers while they were in their teens.  &#8220;If your dad died of a heart attack at 45, your 40-year-old mum has got  chronic diabetes and you&#8217;ve had one boyfriend who has been stabbed, you  know you&#8217;ve got to get on with it,&#8221; she says.</p>
<p class="infuse">It&#8217;s the same story in the US. The  latest figures, from 2005, reveal that teenage motherhood accounts for  34 per cent of first births among African Americans &#8211; who are more  likely to live in deprived areas &#8211; and 19 per cent among whites. Arline  Geronimus of the University of Michigan at Ann Arbor, who has studied  health inequalities and reproductive patterns, points out that healthy  life expectancy is short for African Americans and women depend on  extended family networks for support. This means it is in their  interests to have children while they still have relatives in good  physical shape to help out.</p>
<p class="infuse">The shockingly rapid deterioration in  health experienced by women in poor black neighbourhoods also directly  affects mothers. Even women in their 20s have an increased risk of  conditions such as hypertension that would reduce the chance of a  healthy pregnancy and birth. In research carried out in the late 1990s,  Geronimus and her colleagues found that in Harlem, a poor neighbourhood  in New York City, the infant mortality rate for babies born to mothers  in their 20s was twice that of the babies of teenage mums (<em>Political  Science Quarterly</em>, vol 112, p 405). Geronimus thinks the situation  may be even worse now, given that the rate of health deterioration in  black women has increased in the past decade.</p>
<p class="infuse">It is not simply a case of teenage  girls from deprived backgrounds accidentally becoming pregnant. Evidence  from many sources suggests that teen pregnancy rates are similar in  poor and affluent communities. However, motherhood is a choice, as both  Geronimus and Johns are keen to point out. Teenage girls from affluent  backgrounds are more likely to have abortions than their less-privileged  peers. In terms of reproduction, the more affluent girls are best off  concentrating on their own career and development so that they can  invest more in the children they have at a later stage. &#8220;It seems that  girls are assessing their life chances on a number of fronts and making  conscious decisions about reproduction,&#8221; says Johns.</p>
<p class="infuse">Another important issue is whether or  not a girl&#8217;s father is around when they are growing up. Developmental  psychologist Bruce Ellis, of the University of Arizona in Tucson, has  studied extensively the effects of girls&#8217; relationships with their  fathers. His research shows that the less involved a father is with his  daughter from an early age, and the less warm the relationship, the  earlier she starts having sex and, potentially, babies <a href="http://www.newscientist.com/article/mg19325901.900-why-are-girls-growing-up-so-fast.html">(<em>New  Scientist</em>, 14 February 2007, p 38)</a>.</p>
<p class="infuse">Fathers in deprived neighbourhoods are  more likely to be absent, which could be because they are following  &#8220;fast&#8221; strategies of their own. These include risky activities designed  to increase their wealth, prestige and dominance, allowing them to  compete more successfully with other men for sexual opportunities. These  needn&#8217;t necessarily be antisocial, but often they are. &#8220;I&#8217;m thinking  about crime here, I&#8217;m thinking about gambling,&#8221; says Nettle, and other  risky or violent behaviours that we know are typical of men in rough  environments. A fast strategy also means a father is less likely to  stick with one woman for the long term, reducing his involvement with  his children.</p>
<h3 class="crosshead">Paternal benefits</h3>
<p class="infuse">That is unfortunate, since a father&#8217;s  involvement not only delays his daughter&#8217;s reproduction but also has a  big impact generally on the life chances of his children. In a study of  17,000 people in the UK born in a single week in March 1958, Nettle  found that where father involvement was greater, children had higher IQ  scores at age 11 and increased upward social mobility through adulthood (<em>Evolution  and Human Behavior</em>, vol 29, p 416).</p>
<p class="infuse">Lower investment in children, whether  it be through the absence of dad, less breastfeeding from mum, or less  parental attention generally because there are more children in the  family, comes at a high cost to the children themselves. For one thing,  Nettle&#8217;s large-scale study of families in England found that babies born  in the poorest areas have slower cognitive development, which  compromises their education and prospects later in life.</p>
<p class="infuse">To all this you might ask the  question, aren&#8217;t poor people bringing their problems on themselves? If  only they would wait a while before starting to have babies they might  be able to invest more in each one, providing a better diet and  healthier lifestyle. It is not so simple. &#8220;Children of low income, low  education families don&#8217;t do well regardless of what their parents&#8217; age  is,&#8221; says Johns. What&#8217;s more, youngsters who delay parenthood may  actually be worse off. &#8220;In a US study looking at pairs of low-income  sisters, the ones that became mothers in their teens quite often did  better [in terms of employment and earnings] because they had something  to focus their energy into and create a better life for.&#8221;</p>
<p class="infuse">Nettle agrees: &#8220;Overwhelmingly the  poverty into which a baby is born is going to be a big influence,  whatever the age of the mother. It may be that there&#8217;s not much pay-off  for waiting and doing other, more middle-class behaviours that public  health people want to encourage the poor to do.&#8221;</p>
<p class="infuse">People in deprived areas face two  kinds of hazard, Nettle says. First, there are constraints on what they  are able to do to mitigate their situation. Diet is a prime example:  &#8220;It&#8217;s much more expensive to get 2000 calories a day from fresh fruit  and vegetables compared with eating junk food,&#8221; Nettle says. Then the  environment is often physically more dangerous and unhealthy. &#8220;People  are doing more dangerous jobs. There is probably more air pollution,  more car accidents, a higher crime rate, poorer housing &#8211; things you  cannot really do much about, which trigger a downward spiral of faster  living and less attention to health.&#8221;</p>
<p class="infuse">Once you are in a situation where the  expected healthy lifetime is short whatever you do, then there is less  incentive to look after yourself. Investing a lot in your health in a  bad environment is like spending a fortune on maintaining a car in a  place where most cars get stolen anyway, says Nettle. It makes more  sense to live in the moment and put your energies into reproduction now.</p>
<p class="infuse">Evolutionary theory can explain these  behavioural responses to poverty, but it doesn&#8217;t make them desirable. So  what is the answer? What can be done to help people escape from the  slippery slope of poor health, poor education and deprivation?</p>
<p class="infuse">Governments are very good at being  concerned about rates of teenage pregnancy and violence among young men,  but Nettle argues that no amount of money poured into sex education and  parenting classes will change the situation if young people don&#8217;t see a  decent future for themselves. To change behaviour we have to change the  environment, which means that actually reducing poverty in the most  deprived areas is likely to do a much better job than education schemes  or handing out morning-after pills.</p>
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<div class="quotebody lowlight">No amount of money poured into sex education and  parenting classes will change the situation if young people don&#8217;t see a  decent future for themselves</div>
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<p class="infuse">Perhaps the most compelling evidence  for this comes from real-life situations. In the mid-1990s, the  residents of one poor, mainly Native American district in North Carolina  each received a windfall in the form of royalties from a casino that  had been built on their land. After the windfall, the researchers  recorded a significant reduction in conduct disorder &#8211; the  psychologist&#8217;s term for antisocial behaviour &#8211; among the poorest  children (<em>The Journal of the American Medical Association</em>, vol  290, p 2023).</p>
<p class="infuse">On a larger scale, during the 1990s  there was a dramatic decline in teenage birth rates in the US,  especially among African Americans. In 1993, 6.4 per cent of black girls  aged between 15 and 17 became first-time mothers but by 2000 this had  dropped to 4.5 per cent (<em>Social Science and Medicine</em>, vol 63, p  1531). Geronimus puts this down in part to the strong economic expansion  and increase in employment rates during this time, which offered young  black women job opportunities they were unlikely to have had before.  Teen births among African Americans are now rising again, predictably,  given the recent economic nosedive.</p>
<h3 class="crosshead">It&#8217;s all relative</h3>
<p class="infuse">Still, reducing poverty alone probably  isn&#8217;t the answer. In their book <a href="http://www.amazon.co.uk/Spirit-Level-Societies-Almost-Always/dp/1846140390" target="nsarticle"><em>The Spirit Level</em></a> (Allen Lane, 2009),  epidemiologists Richard Wilkinson and Kate Pickett, of the universities  of Nottingham and York, UK, respectively, emphasise the degree of income  inequality in a society rather than poverty per se as being a major  factor in issues such as death and  disease rates, teenage motherhood and levels of violence. They  show that nations such as the US and UK, which have the greatest  inequality in income levels of all developed nations, also have the  lowest life expectancy among those nations, the highest levels of  teenage motherhood (see diagrams)  and a range of social problems.</p>
<p class="infuse">The effects are felt right across  society, not just among poor people. &#8220;Inequality seems to change the  quality of social relations in society,&#8221; says Wilkinson, &#8220;and people  become more influenced by status competition.&#8221; Anxiety about status  leads to high levels of stress, which in turn leads to health problems,  he says. In unequal societies trust drops away, community life weakens  and society becomes more punitive because of fear up and down the social  hierarchy.</p>
<p class="infuse">&#8220;Really dealing with economic  inequalities is difficult because it involves unpopular things like  raising tax,&#8221; says Nettle. &#8220;So rather than fighting the fire, people  have been trying to disperse the smoke.&#8221; Politically it is much easier  to pump money into education programmes even if the evidence suggests  that these are, on the whole, pretty ineffective at reducing the effects  of poverty.</p>
<p class="infuse">There are two quite different ways  that societies can be made more equal, Wilkinson says. Some countries,  like Sweden, do it by redistribution, with high taxes and welfare  benefits. In others, earnings are less unequal in the first place. Japan  is one such country, and it has one of the highest average life  expectancies and lowest levels of social problems among developed  nations. Other important factors, says Wilkinson, are strong unions and  economic democracy.</p>
<p class="infuse">The bottom line, if young people are  to avoid being channelled into a fast reproductive strategy with the  disadvantages that this entails, is that they should have the chance to  develop a longer view &#8211; through better availability of jobs and health  support. They need reasons to believe they have a stake in the future.</p>
<p><em>Mairi Macleod is a journalist based in Edinburgh, UK</em></p>
<p>via <a href="http://www.newscientist.com/article/mg20727692.100-die-young-live-fast-the-evolution-of-an-underclass.html?full=true">Die young, live fast: The evolution of an underclass &#8211; 14 July 2010 &#8211; New Scientist</a>.</p>
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		<title>Forget Brainstorming</title>
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		<pubDate>Tue, 13 Jul 2010 14:57:15 +0000</pubDate>
		<dc:creator>Søren</dc:creator>
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		<description><![CDATA[What you  think you know about fostering creativity is wrong. A look at what  really works.



Experts assess 10 drawings by adults and  children for signs of out-of-the-box thinking. View gallery.
How  Creative ...]]></description>
			<content:encoded><![CDATA[<!--Amazon_CLS_IM_START--><h2 class="subhead">What you  think you know about fostering creativity is wrong. A look at what  really works.</h2>
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<p class="caption">Experts assess 10 drawings by adults and  children for signs of out-of-the-box thinking. View gallery.</p>
<p><a class="related-photogallerypage" href="http://www.newsweek.com/photo/2010/07/10/creativity-test.html">How  Creative Are You?</a></p>
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<p><a href="http://gravesen.info/wp-content/2010/07/blog_creative.jpg"><img class="alignleft size-full wp-image-930" title="blog_creative" src="http://gravesen.info/wp-content/2010/07/blog_creative.jpg" alt="" width="300" height="200" /></a>Brainstorming in a group became popular in 1953  with the publication of a business book, <em>Applied Imagination.</em> But  it’s been proven not to work since 1958, when Yale researchers found  that the technique actually reduced a team’s creative output: the same  number of people generate more and better ideas separately than  together. In fact, according to University of Oklahoma professor Michael  Mumford, half of the commonly used techniques intended to spur  creativity don’t work, or even have a negative impact. As for most  commercially available creativity training, Mumford doesn’t mince words:  it’s “garbage.” Whether for adults or kids, the worst of these programs  focus solely on imagination exercises, expression of feelings, or  imagery. They pander to an easy, unchallenging notion that all you have  to do is let your natural creativity out of its shell. However, there  are some techniques that do boost the creative process:</p>
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<p><strong>Don</strong><strong>’</strong><strong>t tell someone to </strong><strong>‘</strong><strong>be creative.</strong><strong>’</strong></p>
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<p>Such an instruction may just cause people to freeze up.  However, according to the University of Georgia’s Mark Runco, there is a  suggestion that works: “Do something only you would come up with—that  none of your friends or family would think of.” When Runco gives this  advice in experiments, he sees the number of creative responses double.</p>
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<div class="related-item"><span class="header">Related Article: </span> <a href="http://www.newsweek.com/2010/07/10/the-creativity-crisis.html">The  Creativity Crisis <span class="guillemets">»</span></a></div>
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<p><strong>Get moving.</strong></p>
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<p>Almost every dimension of cognition improves from  30 minutes of aerobic exercise, and creativity is no exception. The type  of exercise doesn’t matter, and the boost lasts for at least two hours  afterward. However, there’s a catch: this is the case only for the  physically fit. For those who rarely exercise, the fatigue from aerobic  activity counteracts the short-term benefits.</p>
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<p><strong>Take a break.</strong></p>
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<p>Those who study multi-tasking report that you can’t  work on two projects simultaneously, but the dynamic is different when  you have more than one creative project to complete. In that situation,  more projects get completed on time when you allow yourself to switch  between them if solutions don’t come immediately. This corroborates  surveys showing that professors who set papers aside to incubate  ultimately publish more papers. Similarly, preeminent mathematicians  usually work on more than one proof at a time.</p>
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<p><strong>Reduce screen time.</strong></p>
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<p>According to University of Texas professor  Elizabeth Vandewater, for every hour a kid regularly watches television,  his overall time in creative activities—from fantasy play to arts  projects—drops as much as 11 percent. With kids spending about three  hours in front of televisions each day, that could be a one-third  reduction in creative time—less time to develop a sense of creative  self-efficacy through play.</p>
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<p><strong>Explore other cultures.</strong></p>
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<p>Five experiments by Northwestern’s Adam Galinsky  showed that those who have lived abroad outperform others on creativity  tasks. Creativity is also higher on average for first- or  second-generation immigrants and bilinguals. The theory is that  cross-cultural experiences force people to adapt and be more flexible.  Just studying another culture can help. In Galinsky’s lab, people were  more creative after watching a slide show about China: a 45-minute  session increased creativity scores for a week.</p>
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<p><strong>Follow a passion.</strong></p>
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<p>Rena Subotnik, a researcher with the American  Psychological Association, has studied children’s progression into adult  creative careers. Kids do best when they are allowed to develop deep  passions and pursue them wholeheartedly—at the expense of  well-roundedness. “Kids who have deep identification with a field have  better discipline and handle setbacks better,” she noted. By contrast,  kids given superficial exposure to many activities don’t have the same  centeredness to overcome periods of difficulty.</p>
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<p><strong>Ditch the suggestion box.</strong></p>
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<p>If you want to increase innovation within an  organization, one of the first things to do is tear out the suggestion  box, advises Isaac Getz, professor at ESCP Europe Business School in  Paris. Formalized suggestion protocols, whether a box on the wall, an  e-mailed form, or an internal Web site, actually stifle innovation  because employees feel that their ideas go into a black hole of  bureaucracy. Instead, employees need to be able to put their own ideas  into practice. One of the reasons that Toyota’s manufacturing plant in  Georgetown, Ky., is so successful is that it implements up to 99 percent  of employees’ ideas.</p>
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<p>via <a href="http://www.newsweek.com/2010/07/12/forget-brainstorming.html">Forget Brainstorming &#8211; Newsweek</a>.</p>
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