Context Switching Quotes

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Hideo," said my mother, in the terrifying way women have of passing without interval from one subject to another because they have them all present in their mind at once, "you haven't found any kind of relationship?
Ursula K. Le Guin (A Fisherman of the Inland Sea)
She doesn't flip your switch. I get it." "Never say switch to a Dom, Leah. In either context. I don't do one and I'm liable to use the other.
Tymber Dalton (The Denim Dom (Suncoast Society, #5))
Then Elizabeth came, bearing a tray of cakes and sweets, and finally Harriet, who carried with her a small sheaf of paper—her current opus, Henry VIII and the Unicorn of Doom . “I’m not certain Frances is going to be appeased by an evil unicorn,” Anne told her. Harriet looked up with one arched brow. “She did not specify that it must be a good unicorn.” Anne grimaced. “You’re going to have a battle on your hands, that’s all I’m going to say on the matter.” Harriet shrugged, then said, “I’m going to begin in act two. Act one is a complete disaster. I’ve had to rip it completely apart.” “Because of the unicorn?” “No,” Harriet said with a grimace. “I got the order of the wives wrong. It’s divorced, beheaded, died, divorced, beheaded, widowed.” “How cheerful.” Harriet gave her a bit of a look, then said, “I switched one of the divorces with a beheading.” “May I give you a bit of advice?” Anne asked. Harriet looked up. “Don’t ever let anyone hear you say that out of context.
Julia Quinn (A Night Like This (Smythe-Smith Quartet, #2))
Every distraction imposes a cost on the depth of your focus. When your brain changes contexts—say, going from painting a picture to answering a text and then back to painting again—there’s a switching cost. Your brain has to load a different set of rules and information into working memory. This “boot up” costs at least a few minutes, and for complex tasks, it can take even longer. The two of us have found it can take a couple of hours of uninterrupted writing before we’re doing our best work; sometimes it even requires several consecutive days before we’re in the zone.
Jake Knapp (Make Time: How to focus on what matters every day)
Number of Simultaneous Projects Percent of Time Available per Project Loss to Context Switching 1 100% 0% 2 40% 20% 3 20% 40% 4 10% 60% 5 5% 75%
Jeff Sutherland (Scrum: The Art of Doing Twice the Work in Half the Time)
When cognitive load isn’t considered, teams are spread thin trying to cover an excessive amount of responsibilities and domains. Such a team lacks bandwidth to pursue mastery of their trade and struggles with the costs of switching contexts.
Matthew Skelton (Team Topologies: Organizing Business and Technology Teams for Fast Flow)
In the context of fiercely monolingual dominant cultures like that of the United States, code-switching lays claim to a form of cultural power: the power to own but not be owned by the dominant language...Code-switching is a rich source of wit, humour, puns, word play, and games of rhythm and rhyme.
Mary Louise Pratt
And between all those context switches and attempts at multitasking, you have to add buffer time. Time for your head to leave the last thing and get into the next thing. This is how you end up thinking “What did I actually do today?” when the clock turns to five and you supposedly spent eight hours at the office. You know you were there, but the hours had no weight, so they slipped away with nothing to show.
Jason Fried (It Doesn't Have to be Crazy at Work)
Keith Tyson, a winner of the Turner Prize, did a piece once where he just got the things already in the gallery and made them into artworks with what he called his ‘magical activation’. So he looked at the light switch and he called it ‘the apocalyptic switch’ and he looked at the light bulb and he called it ‘the light bulb of awareness’. He was using his power as an artist to designate things art, but it was within the art context.
Grayson Perry (Playing to the Gallery)
Operating from the idea that a relationship (or anything else) will somehow complete you, save you, or make your life magically take off is a surefire way to keep yourself unhappy and unhitched. Ironically, quite the opposite is true. What you really need to understand is that nothing outside of you can ever produce a lasting sense of completeness, security, or success. There’s no man, relationship, job, amount of money, house, car, or anything else that can produce an ongoing sense of happiness, satisfaction, security, and fulfillment in you. Some women get confused by the word save. In this context, what it refers to is the mistaken idea that a relationship will rid you of feelings of emptiness, loneliness, insecurity, or fear that are inherent to every human being. That finding someone to be with will somehow “save” you from yourself. We all need to wake up and recognize that those feelings are a natural part of the human experience. They’re not meaningful. They only confirm the fact that we are alive and have a pulse. The real question is, what will you invest in: your insecurity or your irresistibility? The choice is yours. Once you get that you are complete and whole right now, it’s like flipping a switch that will make you more attractive, authentic, and relaxed in any dating situation—instantly. All of the desperate, needy, and clingy vibes that drive men insane will vanish because you’ve stopped trying to use a relationship to fix yourself. The fact is, you are totally capable of experiencing happiness, satisfaction, and fulfillment right now. All you have to do is start living your life like you count. Like you matter. Like what you do in each moment makes a difference in the world. Because it really does. That means stop putting off your dreams, waiting for someday, or delaying taking action on those things you know you want for yourself because somewhere deep inside you’re hoping that Prince Charming will come along to make it all better. You know what I’m talking about. The tendency to hold back from investing in your career, your health, your home, your finances, or your family because you’re single and you figure those things will all get handled once you land “the one.” Psst. Here’s a secret: holding back in your life is what’s keeping him away. Don’t wait until you find someone. You are someone.
Marie Forleo (Make Every Man Want You: How to Be So Irresistible You'll Barely Keep from Dating Yourself!)
The philosopher John Locke once described the case of a man who had learned to dance by practicing according to a strict ritual, always in the same room, which contained an old trunk. Unfortunately, wrote Locke, “the idea of this remarkable piece of household stuff had so mixed itself with the turns and steps of all his dances, that though in that chamber he could dance excellently well, yet it was only when that trunk was there; he could not perform well in any other place unless that or some other trunk had its due position in the room.” This research says, take the trunk out of the room. Since we cannot predict the context in which we’ll have to perform, we’re better off varying the circumstances in which we prepare. We need to handle life’s pop quizzes, its spontaneous pickup games and jam sessions, and the traditional advice to establish a strict practice routine is no way to do so. On the contrary: Try another room altogether. Another time of day. Take the guitar outside, into the park, into the woods. Change cafés. Switch practice courts. Put on blues instead of classical. Each alteration of the routine further enriches the skills being rehearsed, making them sharper and more accessible for a longer period of time. This kind of experimenting itself reinforces learning, and makes what you know increasingly independent of your surroundings.
Benedict Carey (How We Learn: The Surprising Truth About When, Where, and Why It Happens)
Boswell, like Lecky (to get back to the point of this footnote), and Gibbon before him, loved footnotes. They knew that the outer surface of truth is not smooth, welling and gathering from paragraph to shapely paragraph, but is encrusted with a rough protective bark of citations, quotations marks, italics, and foreign languages, a whole variorum crust of "ibid.'s" and "compare's" and "see's" that are the shield for the pure flow of argument as it lives for a moment in one mind. They knew the anticipatory pleasure of sensing with peripheral vision, as they turned the page, gray silt of further example and qualification waiting in tiny type at the bottom. (They were aware, more generally, of the usefulness of tiny type in enhancing the glee of reading works of obscure scholarship: typographical density forces you to crouch like Robert Hooke or Henry Gray over the busyness and intricacy of recorded truth.) They liked deciding as they read whether they would bother to consult a certain footnote or not, and whether they would read it in context, or read it before the text it hung from, as an hors d'oeuvre. The muscles of the eye, they knew, want vertical itineraries; the rectus externus and internus grow dazed waggling back and forth in the Zs taught in grade school: the footnote functions as a switch, offering the model-railroader's satisfaction of catching the march of thought with a superscripted "1" and routing it, sometimes at length, through abandoned stations and submerged, leaching tunnels. Digression—a movement away from the gradus, or upward escalation, of the argument—is sometimes the only way to be thorough, and footnotes are the only form of graphic digression sanctioned by centuries of typesetters. And yet the MLA Style Sheet I owned in college warned against lengthy, "essay-like" footnotes. Were they nuts? Where is scholarship going?
Nicholson Baker (The Mezzanine)
Sexual Excitation System (SES). This is the accelerator of your sexual response. It receives information about sexually relevant stimuli in the environment—things you see, hear, smell, touch, taste, or imagine—and sends signals from the brain to the genitals to tell them, “Turn on!” SES is constantly scanning your context (including your own thoughts and feelings) for things that are sexually relevant. It is always at work, far below the level of consciousness. You aren’t aware that it’s there until you find yourself turned on and pursuing sexual pleasure. Sexual Inhibition System (SIS). This is your sexual brake. “Inhibition” here doesn’t mean “shyness” but rather neurological “off” signals. Research has found that there are actually two brakes, reflecting the different functions of an inhibitory system. One brake works in much the same way as the accelerator. It notices all the potential threats in the environment—everything you see, hear, smell, touch, taste, or imagine—and sends signals saying, “Turn off!” It’s like the foot brake in a car, responding to stimuli in the moment. Just as the accelerator scans the environment for turn-ons, the brake scans for anything your brain interprets as a good reason not to be aroused right now—risk of STI transmission, unwanted pregnancy, social consequences, etc. And all day long it sends a steady stream of “Turn off!” messages. This brake is responsible for preventing us from getting inappropriately aroused in the middle of a business meeting or at dinner with our family. It’s also the system that throws the Off switch if, say, in the middle of some nookie, your grandmother walks in the room. The second brake is a little different. It’s more like the hand brake in a car, a chronic, low-level “No thank you” signal. If you try to drive with the hand brake on, you might be able to get where you want to go, but it’ll take longer and use a lot more gas. Where the foot brake is associated with “fear of performance consequences,” the hand brake is associated with “fear of performance failure,” like worry about not having an orgasm.
Emily Nagoski (Come as You Are: The Surprising New Science that Will Transform Your Sex Life)
The traditional hospital practice of excluding parents ignored the importance of attachment relationships as regulators of the child’s emotions, behaviour and physiology. The child’s biological status would be vastly different under the circumstances of parental presence or absence. Her neurochemical output, the electrical activity in her brain’s emotional centres, her heart rate, blood pressure and the serum levels of the various hormones related to stress would all vary significantly. Life is possible only within certain well-defined limits, internal or external. We can no more survive, say, high sugar levels in our bloodstream than we can withstand high levels of radiation emanating from a nuclear explosion. The role of self-regulation, whether emotional or physical, may be likened to that of a thermostat ensuring that the temperature in a home remains constant despite the extremes of weather conditions outside. When the environment becomes too cold, the heating system is switched on. If the air becomes overheated, the air conditioner begins to work. In the animal kingdom, self-regulation is illustrated by the capacity of the warm-blooded creature to exist in a broad range of environments. It can survive more extreme variations of hot and cold without either chilling or overheating than can a coldblooded species. The latter is restricted to a much narrower range of habitats because it does not have the capacity to self-regulate the internal environment. Children and infant animals have virtually no capacity for biological self-regulation; their internal biological states—heart rates, hormone levels, nervous system activity — depend completely on their relationships with caregiving grown-ups. Emotions such as love, fear or anger serve the needs of protecting the self while maintaining essential relationships with parents and other caregivers. Psychological stress is whatever threatens the young creature’s perception of a safe relationship with the adults, because any disruption in the relationship will cause turbulence in the internal milieu. Emotional and social relationships remain important biological influences beyond childhood. “Independent self-regulation may not exist even in adulthood,” Dr. Myron Hofer, then of the Departments of Psychiatry and Neuroscience at Albert Einstein College of Medicine in New York, wrote in 1984. “Social interactions may continue to play an important role in the everyday regulation of internal biologic systems throughout life.” Our biological response to environmental challenge is profoundly influenced by the context and by the set of relationships that connect us with other human beings. As one prominent researcher has expressed it most aptly, “Adaptation does not occur wholly within the individual.” Human beings as a species did not evolve as solitary creatures but as social animals whose survival was contingent on powerful emotional connections with family and tribe. Social and emotional connections are an integral part of our neurological and chemical makeup. We all know this from the daily experience of dramatic physiological shifts in our bodies as we interact with others. “You’ve burnt the toast again,” evokes markedly different bodily responses from us, depending on whether it is shouted in anger or said with a smile. When one considers our evolutionary history and the scientific evidence at hand, it is absurd even to imagine that health and disease could ever be understood in isolation from our psychoemotional networks. “The basic premise is that, like other social animals, human physiologic homeostasis and ultimate health status are influenced not only by the physical environment but also by the social environment.” From such a biopsychosocial perspective, individual biology, psychological functioning and interpersonal and social relationships work together, each influencing the other.
Gabor Maté (When the Body Says No: The Cost of Hidden Stress)
Like Frank Schirrmacher, the neuroscientist Daniel Levitin places such attention-flitting, task-switching behavior within the context of our evolutionary reflex, the novelty bias that pulls our attention immediately toward anything new: “Humans will work just as hard to obtain8 a novel experience as we will to get a meal or a mate. . . . In multitasking, we unknowingly enter an addiction loop as the brain’s novelty centers become rewarded for processing shiny new stimuli, to the detriment of our prefrontal cortex, which wants to stay on task and gain the rewards of sustained effort and attention. We need to train ourselves to go for the long reward, and forgo the short one.” Levitin wrote that passage in a book largely written for adult executives. His worthy lessons for adults, however, are magnified when considering young children. The child’s prefrontal cortex and the entire underlying central executive system have not yet learned the “rewards of sustained effort and attention,” much less the planning and inhibition that would allow a child to “forgo the short one.” In other words, switching between sources of attention for the child’s brain makes the perfect biological-cultural storm for adults look like a gentle downpour. With little prefrontal development on their side, children are completely at the mercy of one distraction after another, and they quickly jump from one “shiny new stimulus” to another. Levitin claims that children can become
Maryanne Wolf (Reader, Come Home: The Reading Brain in a Digital World)
Since we cannot predict the context in which we’ll have to perform, we’re better off varying the circumstances in which we prepare. We need to handle life’s pop quizzes, its spontaneous pickup games and jam sessions, and the traditional advice to establish a strict practice routine is no way to do so. On the contrary: Try another room altogether. Another time of day. Take the guitar outside, into the park, into the woods. Change cafés. Switch practice courts. Put on blues instead of classical. Each alteration of the routine further enriches the skills being rehearsed, making them sharper and more accessible for a longer period of time. This kind of experimenting itself reinforces learning, and makes what you know increasingly independent of your surroundings.
Benedict Carey (How We Learn: The Surprising Truth About When, Where, and Why It Happens)
began taking their churches above ground. They rented buildings and started running services the way we do in America. It was great for a while, but these pastors became so discouraged. I wish I could convey the frustration and desperation in their voices. They talked about the good old days, when their people were risking their lives and radically sharing the gospel, making disciples. But now these pastors were lamenting the way their people attend services and expect the leaders to feed them and cater to them. They had seen this same transition in Korea and were terrified it would happen in their context as well. All anyone wanted was a Jesus and a church that served their needs and kept them comfortable. What started as a movement became a bunch of people sitting safely in services. My mind flashed back to five years prior when my daughter and I went to an underground gathering in China. Young people were praying so passionately, begging God to send them to the most dangerous places. They were actually hoping to die as martyrs! I had never seen anything like it. I still can’t get over the fearless passion for Jesus this church embodied. As they shared stories of persecution, I sat in amazement and asked for more stories. After a while, they asked why I was so intrigued. I told them the church in America was nothing like this. I can’t tell you how embarrassing it was to try to explain to them that people attend ninety-minute services once a week in buildings and that’s what we call “church.” I told them about how people switch churches if they find better teaching, more exciting music, or more robust programs for their kids. As I described church life in America, they began to laugh. Not just small chuckles; they were laughing hysterically. I felt like a stand-up comedian, but I was simply describing the American church as I’ve experienced it. They found it laughable that we could read the same Scriptures they were reading and then create something so incongruent.
Francis Chan (We Are Church)
Differences between the relatively promiscuous Ache and the relatively monogamous Hiwi also illuminate the cultural variability of human sexual strategies. The different ratios of males to females in these two cultures may be the critical factor in eliciting a different sexual strategy. Among the Ache, there are approximately one and a half women for every man. Among the Hiwi, there are more men than women, although precise numbers are not available. The prevalence of available Ache women creates sexual opportunities for Ache men not experienced by Hiwi men. Ache men seize these opportunities, as evidenced by the high frequency of mate switching and casual affairs. Ache men can pursue a temporary sexual strategy more successfully than Hiwi men can. Hiwi women are better able than Ache women to secure a high investment from men, who must provide resources to attract and retain a mate.19 The cultural shifts witnessed today, such as the hookup culture on college campuses and in large urban settings and the rise of casual sex and online dating apps such as Tinder, probably reflect shifts in mating strategies as a function of a perceived or real sex ratio imbalance. One key cultural variable centers on the presumptive mating system, especially monogamy and polygamy. Some Islamic cultures permit men to marry up to four wives, as specified in the Qur’an. In parts of Utah and Texas in the United States, some fundamentalist Mormon groups place no formal limits on the number of wives a man can marry, and a few marry more than a dozen. Even presumptively monogamous cultures are often effectively polygynous, with some men having multiple mates through serial marriage or affair partners. The more polygynous the culture, the more some men will be inclined to pursue high-risk tactics in an effort to gain status, resources, and mates, either in the current life or in aspirational notions of life after death. Just as mating is a key cause of violence among nonhuman animals from elk to elephant seals, mating and violence are inexorably linked in our own species. Evolved mating strategies are influenced by, and implemented within, these key cultural contexts
David M. Buss (The Evolution Of Desire: Strategies of Human Mating)
with less context switching and frequent intra-team communication (thanks to a single shared purpose rather than a collection of purposes).
Matthew Skelton (Team Topologies: Organizing Business and Technology Teams for Fast Flow)
multithreaded programs are subject to all the performance hazards of single-threaded programs, and to others as well that are introduced by the use of threads. In well designed concurrent applications the use of threads is a net performance gain, but threads nevertheless carry some degree of runtime overhead. Context switches—when the scheduler suspends the active thread temporarily so another thread can run—are more frequent in applications with many threads, and have significant costs: saving and restoring execution context, loss of locality, and CPU time spent scheduling threads instead of running them. When threads share data, they must use synchronization mechanisms that can inhibit compiler optimizations, flush or invalidate memory caches, and create synchronization traffic on the shared memory bus. All these factors introduce additional performance costs;
Brian Goetz (Java Concurrency in Practice)
You choke when your focus switches from the individual point you are playing or delivery you are facing and start worrying about your situation in the wider context of the game — or, indeed, how you fared on previous points or even in previous games.
Mark Rowlands (Running with the Pack)
We sometimes treat the information industries as if they were like any other enterprise, but they are not, for their structure determines who gets heard. It is in this context that Fred Friendly, onetime CBS News president, made it clear that before any question of free speech comes the question of “who controls the master switch.
Tim Wu (The Master Switch: The Rise and Fall of Information Empires)
The curious switch, from initially perceiving an obstruction to a problem to eventually embodying this obstruction as a number or an algebraic object of some sort that we can effectively study, is repeated over and over again, in different contexts, throughout mathematics. Much later, complex quadratic irrationalities also made their appearance. Again these were not at first regarded as “numbers as such,” but rather as obstructions to the solution of problems.
Timothy Gowers (The Princeton Companion to Mathematics)
he had watched these networked technologies—filled with so much potential for solidarity, increased understanding, and new forms of internationalism—turn into tools of aggressive surveillance and social control, with Big Tech collaborating with repressive regimes, governments using ‘kill switches’ to black out the internet mid-uprising, and bad-faith actors seizing on out-of-context tweets to slander reputations and make activists markedly easier to imprison.
Alaa Abd El-Fattah (You Have Not Yet Been Defeated: Selected Works 2011-2021)
There are some people who will play down the importance of understanding what the Course means. They’ll quote the first few lessons of the Workbook out of context, or the message that J gave you the other morning, Gary. They’ll say that since the Course is making a metaphysical statement that everything is meaningless, then the Course doesn’t mean anything either! Let’s be very emphatic about something. The Course certainly does have meaning on the level where it meets you, and it is very important for you to understand it — or else it will be useless to you. That’s because the Course is about reinterpreting the world and what you call your life. It’s about giving up the meaning that you have given the world and switching over to the Holy Spirit’s meaning for the world.
Gary R. Renard (The Disappearance of the Universe: Straight Talk about Illusions, Past Lives, Religion, Sex, Politics, and the Miracles of Forgiveness)
Studies have shown that multitasking degrades the performance of completing even simple tasks, such as sorting geometric shapes.3 The serious impact of this phenomenon was shown by Harvard researchers Dr. Steven Wheelwright and Dr. Kim Clark. They wrote about the problem of spreading engineers’ attention over too many projects simultaneously. As the number of projects went up, the time spent on productive tasks (e.g., problem-solving, interpreting data) went down by more than half, from 70% or more of their time to about 30%. The increased nonproductive activities included status meetings (communicating and coordinating across teams), switching costs (time required to reestablish context from one project to another), and so forth.
Gene Kim (Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification)
Batch Similar Tasks: Group comparable tasks together into a single time block. This reduces context switching and enhances efficiency.
Matthew Lin (Master Procrastination & Achieve Your Goals: 8 Essential Steps to Regain Control of Your Life)
A coaching session can be compared to the creative process of freestyle rap. Neuroscientists at the National Institute on Deafness and Other Communication Disorders scanned the brains of twelve professional rappers with an fMRI (functional magnetic resonance imaging) machine. The scientists discovered that although the brain’s executive functions were active at the start and end of a song, during freestyle, the parts of the brain responsible for self-monitoring, critiquing, and editing were deactivated. In this context, the researchers explained that the rappers were “freed from the conventional constraints of supervisory attention and executive control,” so sudden insights could easily emerge.1 In other words, the rappers used the executive functions of their cognitive brains as they started rapping to deliberately set the intention of the composition up front. Once they had a sense of where they were going, they switched off their inner critic and analyzer. This allowed for more activity in the inner brain, where the eruption of new ideas—creativity—takes place. As they moved to closing out the song, their cognitive brains came back online to provide a consciously designed ending to the composition.
Marcia Reynolds (Coach the Person, Not the Problem: A Guide to Using Reflective Inquiry)
The actual cost of context switching varies across platforms, but a good rule of thumb is that a context switch costs the equivalent of 5,000 to 10,000 clock cycles, or several microseconds on most current processors.
Brian Goetz (Java Concurrency in Practice)
I like to explain stability using an analogy from my favorite sport, auto racing. A few years ago I drove to a racetrack in Southern California to spend a couple of days training with my coach. To warm up, I took a few “sedan laps” in my street car at the time, a modified BMW M3 coupe with a powerful 460+ HP engine. After months of creeping along on clogged Southern California freeways, it was hugely fun to dive into the corners and fly down the straightaways. Then I switched to the track car we had rented, basically a stripped-down, race-worthy version of the popular BMW 325i. Although this vehicle’s engine produced only about one-third as much power (165 HP) as my street car, my lap times in it were several seconds faster, which is an eternity in auto racing. What made the difference? The track car’s 20 percent lighter weight played a part, but far more important were its tighter chassis and its stickier, race-grade tires. Together, these transmitted more of the engine’s force to the road, allowing this car to go much faster through the corners. Though my street car was quicker in the long straights, it was much slower overall because it could not corner as efficiently. The track car was faster because it had better stability. Without stability, my street car’s more powerful engine was not much use. If I attempted to drive it through the curves as fast as I drove the track car, I’d end up spinning into the dirt. In the context of the gym, my street car is the guy with huge muscles who loads the bar with plates but who always seems to be getting injured (and can’t do much else besides lift weights in the gym). The track car is the unassuming-looking dude who can deadlift twice his body weight, hit a fast serve in tennis, and then go run up a mountain the next day. He doesn’t necessarily look strong. But because he has trained for stability as well as strength, his muscles can transmit much more force across his entire body, from his shoulders to his feet, while protecting his vulnerable back and knee joints. He is like a track-ready race car: strong, fast, stable—and healthy, because his superior stability allows him to do all these things while rarely, if ever, getting injured.
Peter Attia (Outlive: The Science and Art of Longevity)
Overloading teams and ARTs with more work than can be reasonably accomplished causes too much WIP, which confuses priorities, causes frequent context switching, and increases overhead and wait times. Like a crowded highway at rush hour, there is simply no upside to having more WIP than the system can handle. Experience shows that excess WIP drives high utilization, which results in the inability to respond to change, burnout, late product launches, reduced profits, and poor economic outcomes.
Richard Knaster (SAFe 5.0 Distilled: Achieving Business Agility with the Scaled Agile Framework)
However, interrupting technology workers is easy, because the consequences are invisible to almost everyone, even though the negative impact to productivity may be far greater than in manufacturing. For instance, an engineer assigned to multiple projects must switch between tasks, incurring all the costs of having to re-establish context, as well as cognitive rules and goals.
Gene Kim (The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations)
God’s Word is the most critical tool you could use. The Bible is the inspired Word of God. This means that God spoke to everyone that wrote a book in the Bible on what he wanted an account of. In the same manner, God has inspired me to write this book and has helped me to know what to include. Scripture is meant to edify, teach, correct, encourage, inspire, and give hope to all who hear and read it. Throughout this book I have shared scripture to back up what I was saying. God reveals things in scripture to those who seek it out. You can read the same passage of scripture for years, and then one day it seems a light bulb goes on. He will show you something deeper about that verse. God is multifaceted. He is not limited to one way of speaking to you, nor does he limit His Word to one message. What I mean by that is one scripture can teach you something, and then at another time, God may reveal even more meaning to that scripture. It is like there are layers to passages of scripture, just as you may pull back layers of wallpaper. Each layer is different and reveals a bit more. As you seek to draw closer to God, He will start to peel back those layers and teach you more and more, as you are able to receive it. If you are new to reading the Bible, it may seem a bit intimidating at first. Where do you start? What should you read? I suggest researching scripture that applies to what you are going through. If you are suffering from fear, then research fear. Once you have found some scriptures, read a few of the verses before and after the verse you chose to help you learn the context in which it was written. You may also want to read from Proverbs daily, consider the Psalms and the Gospels: Matthew, Mark, Luke and John. May I also suggest you consider finding a Bible study group to join or at the very least purchase a beginner’s Bible study guide. Next, choose a few of the scriptures you researched that really spoke to you and write them down on a 3x5 index card. Or you may want to print each verse out on a sheet of paper. Then hang them up where you will see them, such as your bathroom mirror, above your desk at home, or even throughout your house. If you can, take a few to work with you. Each day, multiple times a day, speak those scriptures out loud. I suggest at a minimum speak them when you get up in the morning and before you go to bed at night. The spoken Word is so powerful. As I mentioned before, it is a weapon against the devil. He loses power every time you speak scripture. It also triggers your mind to believe what you say. That is why it is so important to be very careful about anything you speak. Negative thoughts start to become real to you when you speak them. These steps are things I have practiced through the years and found them to be very helpful. If you are struggling with multiple negative thoughts, it may be easier to find scripture for one at a time. Don’t overwhelm yourself with trying to deal with everything at once. You can switch out the verses or add to them as time goes on. Do what works for you.
Kathy Bates (Broken Spirit to Boundless Joy: How to Break Through Your Hurts and Take Back Your Life)
To help you identify when someone is talking about or has switched Contexts, listen for: When? Where? With whom? and a verb. When people use these cues, they are telling you what a Context is for them: "When we are sitting in the living room with the kids, arguing about whether it's bedtime." "In client meetings, doing a needs analysis.
Shelle Rose Charvet (Words That Change Minds: The 14 Patterns for Mastering the Language of Influence)
switched Contexts, listen for: When? Where? With whom? and a verb.
Shelle Rose Charvet (Words That Change Minds: The 14 Patterns for Mastering the Language of Influence)
That’s one of the best aspects of a sprint: It gives you an excuse to work the way you want to work, with a clear calendar and one important goal to address. There are no context switches between different projects, and no random interruptions. A sprint day looks like this:
Jake Knapp (Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days)
The MWC equilibrium framework not only has been exploited for thinking about the activity of the chemotaxis receptors but also has served as a null model for the switching behavior of the bacterial flagellar motor. This motor switches between clockwise and counterclockwise rotation, as a result of the binding of CheY-P to the FliM part of the motor. The distribution of duration times in the counterclockwise rotation state of the motor appears to defy description in terms of the MWC model and Ising-type conformational spread model, instead demanding that the system operate out of equilibrium with constant energy dissipation. The emergence of such nonequilibrium effects where the MWC framework breaks down represents one of the most exciting frontiers for thinking about the function of allosteric molecules in the context of living cells.
Rob Phillips (The Molecular Switch: Signaling and Allostery)
Changes are not like for like, it already has an extra weight for the context switch & let’s not forget about the time already invested in the initial thought path that will no longer be valid.
Ines Garcia (Becoming more Agile whilst delivering Salesforce)
For example, consider restaurant seating policies. Some restaurants have an “open seating” policy, where waiting customers simply hover until a table opens up, and the first to sit down gets the table. Others will take your name, let you have a drink at the bar, and notify you when a table is ready. These approaches to the management of scarce shared resources mirror the distinction in computer science between “spinning” and “blocking.” When a processing thread requests a resource and can’t get it, the computer can either allow that thread to “spin”—to continue checking for the resource in a perpetual “Is it ready yet?” loop—or it can “block”: halt that thread, work on something else, and then come back around whenever the resource becomes free. To a computer scientist, this is a practical tradeoff: weighing the time lost to spinning against the time lost in context switching. But at a restaurant, not all of the resources being traded off are their own. A policy of “spinning” fills empty tables faster, but the CPUs being worn out in the meantime are the minds of their customers, trapped in a tedious but consuming vigilance.
Brian Christian (Algorithms to Live By: The Computer Science of Human Decisions)
The notion of flow in humans doesn’t happen when context switching is the norm.
Dominica Degrandis (Making Work Visible: Exposing Time Theft to Optimize Work & Flow)
While there is no formula for cognitive load, we can assess the number and relative complexity (internal to the organization) of domains for which a given team is responsible. The Engineering Productivity team at OutSystems that we mentioned in Chapter 1 realized that the different domains they were responsible for (build and continuous integration, continuous delivery, test automation, and infrastructure automation) had caused them to become overloaded. The team was constantly faced with too much work and context switching prevailed, with tasks coming in from different product areas simultaneously. There was a general sense in the team that they lacked sufficient domain knowledge, but they had no time to invest in acquiring it. In fact, most of their cognitive load was extraneous, leaving very little capacity for value-add intrinsic or germane cognitive load. The team made a bold decision to split into microteams, each responsible for a single domain/product area: IDE productivity, platform-server productivity, and infrastructure automation. The two productivity microteams were aligned (and colocated) with the respective product areas (IDE and platform server). Changes that overlapped domains were infrequent; therefore, the previous single-team model was optimizing for the exceptions rather than the rule. With the new structure, the teams collaborated closely (even creating temporary microteams when necessary) on cross-domain issues that required a period of solution discovery but not as a permanent structure. After only a few months, the results were above their best expectations. Motivation went up as each microteam could now focus on mastering a single domain (plus they didn’t have a lead anymore, empowering team decisions). The mission for each team was clear, with less context switching and frequent intra-team communication (thanks to a single shared purpose rather than a collection of purposes). Overall, the flow and quality of the work (in terms of fitness of the solutions for product teams) increased significantly.
Matthew Skelton (Team Topologies: Organizing Business and Technology Teams for Fast Flow)
be conscious of the cost of context switching. It’s very real, and you should try to minimize it.
Jeff Sutherland (Scrum: The Art of Doing Twice the Work in Half the Time)