Designer Mindset Quotes

Note to Self – Thoughts design my energy! My thoughts WILL design the energy that moves me!

Be a life-long learner. Whether you are seeking to achieve peace and harmony, learn a new technology to do your work faster, or design a strategy to blow your competitors out of the water, retraining is a pivotal way to strengthen your knowledge and realize your goals

Often, people build stories in their mind which have no basis in the contours of reality. Those which build these images, are building such images which are based on their relatively limited sense of understanding about the particular subject or person. This is a "fill in the blank" reality, which often manifests itself into the hearts and the minds of those who have a "fill in the blank" mindset, not the person with the here said reality. The universe is designed in a way that reflects itself, just like a mirror, showing you exactly who you are to yourself, not who others are. Your largest and most concealed insecurities have their way of presenting themselves to you in a fashion that is relative to your self designed way of communication. This short writing is a reminder that your preconceived notions on a particular subject or person, are a construct of your inner mind and emotional-relational well being and not of others. This is one of the largest fundamental truths in which you must have large insight to carefully watch who and what you massacre with your personal thoughts. Having a keen sense of control on this subject will lead you to enlightenment in many platforms of life.

Nothing in life is simple. You have to keep yourself simple.

Design thinking is a way of finding human needs and creating new solutions using the tools and mindsets of design practitioners.

As Bruce Lee famously said, “Under duress, we do not rise to our expectations, but fall to our level of training.” Hundreds of years of living in a context designed by pillagers of the land and captors of people—without sufficient intervention—naturally establishes the curriculum of the training to which we fall. Our methodologies are forged within the default mindset of colonization, capitalism-as-religion, corporation-as-demigod, domination over people and planet, winner take all, rape and plunder as spoils of victory, human and natural resources taken as objects of subjugation to the land-owning, resource-controlling, very, very privileged few.

This is your opportunity to design schools that value creation over compliance and making over memorizing. This

The pleasantest things in the world are pleasant thoughts: and the great art of life is to have as many of them as possible.” – Montaigne

So many great people live lives absent of greatness because they live by default and not by design.

Indeed, this is the very promise of behavioral design; it can change behavior by changing environments rather than mindsets.

To change your mindset first of all change your outlook. You cannot change your habits unless you are wearing the same colors, designs and patterns which are associated with your old habits.

No one creates a perfect resume on their first try. Writing a perfect resume is a messy process, but the easiest way to start is by simply getting in the right mindset and putting pen to paper.

Today, the public mindset is beginning to shift away from a medical model of disability towards a recognition that context and self-awareness as a learner both play a huge role in whether any given condition is disabling or not.10

By reframing the way you think about anxiety, you can take what was once a major drag and turn it into something useful and even beneficial in your life. And as you achieve this flip, you will naturally open the door to the extraordinary benefits that anxiety is designed to bring into your life. When functioning properly, anxiety can essentially grant you six superpowers: the ability to strengthen your overall physical and emotional resilience; perform tasks and activities at a higher level; optimize your mindset; increase your focus and productivity; enhance your social intelligence; and improve your creative skills. Getting a handle on your anxiety and shifting it to good opens the door to discovering how anxiety can become a superpower.

Facebook would never put it this way, but algorithms are meant to erode free will, to relieve humans of the burden of choosing, to nudge them in the right direction. Algorithms fuel a sense of omnipotence, the condescending belief that our behavior can be altered, without our even being aware of the hand guiding us, in a superior direction. That's always been a danger of the engineering mindset, as it moves beyond its roots in building inanimate stuff and beings to design a more perfect social world. We are the screws and rivets in their grand design

Mindset Shift Recap: #1: Sell a result, not a website. A website is only ever a tool. #2: Business owners always care most about their core business needs; not design, coding or technical aspects. #3: The market pays you for the value you create; not your time, effort, background, or education.

One broken window—a badly designed piece of code, a poor management decision that the team must live with for the duration of the project—is all it takes to start the decline. If you find yourself working on a project with quite a few broken windows, it's all too easy to slip into the mindset of "All the rest of this code is crap, I'll just follow suit.

Mindset Shift Recap: #1: Sell a result, not a website. A website is only ever a tool. #2: Business owners always care most about their core business needs; not design, coding or technical aspects. #3: The market pays you for the value you create; not your time, effort, background, or education. #4: If you think like a business owner, you will succeed. If you think only like a web designer, you will fail.

God designed the church to be a community of lifelong learners under the earthly guidance of leaders who are teachers at heart. The Christian faith is not a finite course of study for the front-end of adulthood. Our mind-set shouldn’t be to first do our learning and then spend the rest of our lives drawing from that original deposit of knowledge. Rather, ongoing health in the Christian life is inextricably linked to ongoing learning.

This mindset is activated when the higher laws of creation, intuition, inspiration, innovation and invention come alive. You then realize greater and greater degrees of problem-solving ability. This powerful force makes average, ordinary thoughts into great inventions, the magnificent thoughts that produce new formulas, new designs and meaningful relationships. Another zone of the mind you will come to know and use is the Universal Innovative Essence.

Remember, every relationship is an opportunity to either discover more of your individuality and expand as a human being or do the pretzel dance and twist yourself into a smaller version of you based on who you think your partner wants you to be. Despite what your mind tells you, your partner is attracted to the real you—the authentic you that he first met—not the twisted version you think he wants. When you commit to being yourself from the start and to communicating your truth no matter what, you’ll avoid virtually all the drama, angst, and anxiety of not knowing where things stand that many other women experience on a daily basis. Most women are afraid to be real because they mistakenly believe that they’re not enough as they are. This “I’m not enough” mind-set not only is inaccurate but also destroys your well-being and ability to have a loving and satisfying relationship. Being yourself and speaking your truth from the moment you meet is the secret to having relationships unfold naturally and authentically. It is also the key to maintaining your irresistibility. Be yourself. Communicate what works you and what doesn’t. Do it from day one and never stop. This is the most powerful step you can take at the beginning of any relationship to set it up for long-term success. Speaking of relationship success, don’t confuse relationship longevity with relationship success. Just because a relationship lasts for many years does not mean it’s a success. Many couples cling to a lifeless and miserable existence they call a relationship because they are too afraid to be alone or to face the uncertainty of the unknown. Living a life of quiet desperation devoid of true love, passion, and spiritual partnership is not my idea of success. Relationships, again, are life’s grandest opportunity for spiritual growth and evolution. They exist so that we may discover ourselves, awaken our hearts, and heal our barriers to love. Every relationship you’ve ever had, or you ever will have, is designed to bring you closer to your divinity and ability to experience and express the very best of who you are.

If we are intent upon answering our most serious questions, from climate change to poverty, and curing diseases to designing new products, we need to work with people who think differently, not just accurately. And this requires us to take a step back and view performance from a fundamentally different vantage point. Consider an irony in the way we traditionally think about success. If you look at science or, indeed, popular literature, the focus is on individuals. How can we improve the knowledge or perceptiveness of ourselves or our colleagues? Fine books such as Peak by Anders Ericsson and Robert Pool, Sources of Power by Gary Klein and Mindset by Carol Dweck have become bestsellers. All examine, in their different ways, how we can improve individual abilities through time.

CHAPTER THREE IN ONE PAGE Multitrack     1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain.     2. When you consider multiple options simultaneously, you learn the “shape” of the problem.     •  When designers created ads simultaneously, they scored higher on creativity and effectiveness.     3. Multitracking also keeps egos in check—and can actually be faster!     •  When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan.     4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions.     5. Beware “sham options.”     •  Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options.     6. Toggle between the prevention and promotion mindsets.     •  Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes.     •  Companies who used both mindsets performed much better after a recession.     •  Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress.     7. Push for “this AND that” rather than “this OR that.

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

Your story isn’t powerful enough if all it does is lead the horse to water; it has to inspire the horse to drink, too. On social media, the only story that can achieve that goal is one told with native content. Native content amps up your story’s power. It is crafted to mimic everything that makes a platform attractive and valuable to a consumer—the aesthetics, the design, and the tone. It also offers the same value as the other content that people come to the platform to consume. Email marketing was a form of native content. It worked well during the 1990s because people were already on email; if you told your story natively and provided consumers with something they valued on that platform, you got their attention. And if you jabbed enough to put them in a purchasing mind-set, you converted. The rules are the same now that people spend their time on social media. It can’t tell you what story to tell, but it can inform you how your consumer wants to hear it, when he wants to hear it, and what will most make him want to buy from you. For example, supermarkets or fast-casual restaurants know from radio data that one of the ideal times to run an ad on the radio is around 5:00 P.M., when moms are picking up the kids and deciding what to make for dinner, and even whether they have the energy to cook. Social gives you the same kind of insight. Maybe the data tells you that you should post on Facebook early in the morning before people settle

Chinese seek victory not in a decisive battle but through incremental moves designed to gradually improve their position. To quote Kissinger again: “Rarely did Chinese statesmen risk the outcome of a conflict on a single all-or-nothing clash: elaborate multi-year maneuvers were closer to their style. Where the Western tradition prized the decisive clash of forces emphasizing feats of heroism, the Chinese ideal stressed subtlety, indirection, and the patient accumulation of relative advantage.”48 In an instructive analogy, David Lai illustrates this by comparing the game of chess with its Chinese equivalent, weiqi—often referred to as go. In chess, players seek to dominate the center and conquer the opponent. In weiqi, players seek to surround the opponent. If the chess master sees five or six moves ahead, the weiqi master sees twenty or thirty. Attending to every dimension in the broader relationship with the adversary, the Chinese strategist resists rushing prematurely toward victory, instead aiming to build incremental advantage. “In the Western tradition, there is a heavy emphasis on the use of force; the art of war is largely limited to the battlefields; and the way to fight is force on force,” Lai explains. By contrast, “The philosophy behind go is to compete for relative gain rather than seeking complete annihilation of the opponent forces.” In a wise reminder, Lai warns that “It is dangerous to play go with the chess mindset. One can become overly aggressive so that he will stretch his force thin and expose his vulnerable parts in the battlefields.

crucial that we acknowledge two cardinal truths. First, whining and complaining about unfavorable conditions does nothing to resolve them. Second, it can too easily introduce a host of negative emotions that result in further despair and disappointment. Maintaining a positive mindset is pivotal to facing adversity with courage. Each morning, reflect on things that have gone right for you. Each afternoon, think about everything you have for which to be thankful. Each evening, before you go to bed, contemplate the small victories you enjoyed throughout the day. Practice gratitude daily. Habit #5: Build a tolerance for change. Mental toughness requires that you be flexible to your circumstances. When things go wrong, you must be able to adapt in order to act with purpose. Most of us dread change. We enjoy predictability because it reduces uncertainty. Fear of uncertainty is one of the chief impediments to taking purposeful action. Building this habit entails leaving your comfort zone. It calls for actively seeking changes that you can incorporate into your life. The upside is that doing so will desensitize you to changing circumstances, increasing your tolerance for them. As your tolerance increases, your fear will naturally erode. The great thing about habit development is that you can advance at your own pace. Again, it’s best to start with small steps and progress slowly. But each of us is different with regard to what “small” and “slowly” mean. Design a plan that aligns with your existing routines and caters to your available time, attention, and energy. EXERCISE #6 Write down three habits you’d like to develop. Next to each one, write down

HOW TO CREATE A GOOD HABIT The 1st Law: Make It Obvious 1.1: Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2: Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3: Use habit stacking: “After I [CURRENT HABIT], I will [NEW HABIT].” 1.4: Design your environment. Make the cues of good habits obvious and visible. The 2nd Law:Make It Attractive 2.1: Use temptation bundling. Pair an action you want to do with an action you need to do. 2.2: Join a culture where your desired behavior is the normal behavior. 2.3: Create a motivation ritual. Do something you enjoy immediately before a difficult habit. The 3rd Law: Make It Easy 3.1: Reduce friction. Decrease the number of steps between you and your good habits. 3.2: Prime the environment. Prepare your environment to make future actions easier. 3.3: Master the decisive moment. Optimize the small choices that deliver outsized impact. 3.4: Use the Two-Minute Rule. Downscale your habits until they can be done in two minutes or less. 3.5: Automate your habits. Invest in technology and onetime purchases that lock in future behavior. The 4th Law: Make It Satisfying 4.1: Use reinforcement. Give yourself an immediate reward when you complete your habit. 4.2: Make “doing nothing” enjoyable. When avoiding a bad habit, design a way to see the benefits. 4.3: Use a habit tracker. Keep track of your habit streak and “don’t break the chain.” 4.4: Never miss twice. When you forget to do a habit, make sure you get back on track immediately. HOW TO BREAK A BAD HABIT Inversion of the 1st Law: Make It Invisible 1.5: Reduce exposure. Remove the cues of your bad habits from your environment. Inversion of the 2nd Law: Make It Unattractive 2.4: Reframe your mind-set. Highlight the benefits of avoiding your bad habits. Inversion of the 3rd Law: Make It Difficult 3.6: Increase friction. Increase the number of steps between you and your bad habits. 3.7: Use a commitment device. Restrict your future choices to the ones that benefit you. Inversion of the 4th Law: Make It Unsatisfying 4.5: Get an accountability partner. Ask someone to watch your behavior. 4.6: Create a habit contract. Make the costs of your bad habits public and painful.

WE all have our own PATH to follow – STOP walking in someone else’s PATH if it isn’t designed for you.

CHAPTER THREE IN ONE PAGE Multitrack 1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain. 2. When you consider multiple options simultaneously, you learn the “shape” of the problem. • When designers created ads simultaneously, they scored higher on creativity and effectiveness. 3. Multitracking also keeps egos in check—and can actually be faster! • When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan. 4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions. 5. Beware “sham options.” • Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options. 6. Toggle between the prevention and promotion mindsets. • Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes. • Companies who used both mindsets performed much better after a recession. • Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress. 7. Push for “this AND that” rather than “this OR that.

-- Myth #5: Monogamy Is Natural, Evolutionarily Determined, Optimal, or Divinely Ordained -- It may seem paradoxical to combine evolutionary psychology and religious beliefs in a single section, but these ideas have much in common. Both partake of a mindset that treats contemporary culture as an expression of eternal verities, neglecting the fact that societies vary a great deal, and that modern relationships have little in common with the majority of models that have existed throughout human history.

NO CLUE HOW TO DO IT Being operationally minded,

When you honestly assess the strengths of human and machine workers, and what they do well when they collaborate, a whole new world of possibilities emerges for running a business and designing your processes—that is, the important mindset part of MELDS. And by exploring those possibilities, companies can often develop novel businesses, like vertical farms. Indeed, it’s through the experimentation part of MELDS that executives will be able to discover game-changing innovations that could potentially transform their company, if not their entire industry.

Human life was reduced to slavery and the soul-ruled earthly realm through Adam’s fall but is now awakened to lordship in the heavenly realm of spiritual realities through the knowledge of our co-resurrection with Christ. ([See Col 3:1-11.] We theologically created the idea of man being “sinful by nature” as if humans are flawed by design. In fact it is a distorted mind-set that we inherited from Adam that Jesus had to free us from. “Your indifferent mind-set alienated you from God into a lifestyle of annoyances, hardships, and labors, sponsored by the law of sin and death that lodged in your bodies hosting a foreign influence, foreign to your design; just like a virus that would attach itself to a person.” Col 1:21  There is nothing wrong with our design or salvation, we were thinking wrong. [See Isa 55:8-11, Eph 4:17, 18 and also Eph 2:1-11.])

Literature and practice refer to various other frameworks made up of three to seven or even more steps, but fundamentally they all share the same mindset (Best, 2006; Mager, 2009; Miettinen & Koivisto, 2009). The wording also varies: identify-build-measure (Engine, 2009), insight-idea-prototyping-delivery (live|work, 2009), discovering-concepting-designing-building-implementing (Designthinkers, 2009), to highlight just a few. When

Put yourself in the driver seat by designing the best attitude possible to help you get where you need and want to go.

Many people think that designers are lone geniuses, working in solitude and waiting for a flash of inspiration to show them the solution to their design problem. Nothing could be further from the truth. There may be some problems, such as the design of a stool or a new set of children’s blocks, that are simple enough to be tackled by an individual, but in today’s highly technical world, almost every problem requires a design team. Design thinking takes this idea even further and suggests that the best results come from radical collaboration. Radical collaboration works on the principle that people with very different backgrounds will bring their idiosyncratic technical and human experiences to the team. This increases the chance that the team will have empathy for those who will use what they are designing, and that the collision of different backgrounds will generate truly unique solutions. This is proved over and over again in d.school classes at Stanford, where graduate students create teams of business, law, engineering, education, and medical students that come up with breakthrough innovations all the time. The glue that holds these teams together is design thinking, the human-centered approach to design that takes advantage of their different backgrounds to spur collaboration and creativity. Typically, none of the students have any design background when they enroll in our classes, and all of the teams struggle at first to be productive. They have to learn the mind-sets of a designer—especially radical collaboration and being mindful of process. But once that happens, they discover that their abilities as a team far exceed what any individual can do, and their creative confidence explodes.

Design your own job. If you see things in your company that need doing that aren’t being done, create a new job for yourself. Come up with an excellent pitch about all the ways this will benefit the company and help them make craploads of money, and name your salary. You never know, stranger things have happened.

Healthy riskiness involves the realness of our humanity in design, nature and decision making liberties; may we extend grace to others and ourselves who use mistakes as lessons to re-direct the journey. As for me, to lead, impact and influence others after my own self love chouces keeps me clear, considerable, and balanced. I depend and trust in a Creator who is without fault who keeps my foot from stumbling; perfection is in that love connection. I identify deeply with that, so when a mistake occurs, the next opportunity to prevent it, rounds up a little higher for the journey of life. Its about conquering the world with a victory confident mindset, no matter what mistakes occur, but staying the course for the life lesson work...anyday, everyday, and so on....

Team Leader’s Checklist Learn: Strengthen the team both cognitively and affectively. Design well: Set distinct goals with defined and varied tasks for team members. Build identity: Share experience and strengthen camaraderie to create a set of norms and values. Dynamic: As the market changes, evolve the team’s expectations and tasks. Diverse and inclusive: Optimize variety in the members’ backgrounds and experiences, and engage all in the team’s work and achievements. Size right: Not too large, not too small. Set compelling direction, strong structure, supportive context, and shared mindset. Create a team agenda, inner scaffolding, outer backing, and aligned thinking for members to row together in the right direction.

We need industrious people in the education sector. The job is beyond the four walls of a classroom. Teaching itself is an empire. In it is the job of a healer, a doctor, a businessman, a researcher, a visionary, an accountant, an auditor, a leader, a manager, a designer...the list is so long, it scares the typical teacher.

Two essential behaviors that signal an invitation is genuine are adopting a mindset of situational humility and engaging in proactive inquiry. Designing structures for input, another powerful tool I discuss in this section, also serves as an invitation for voice.

Ethics & Prototypes (The Sonnet) Take morality out of science and, All you've left is one big conspiracy theory. Abundance of facts doesn't make something right, If it has no regard for the supreme fact of humanity. Just because we can innovate, doesn't mean we should, Science can no more be measured by the query of could. In future we'll be able to pre-edit a newborn baby, But just because we could, doesn't mean we should. Only a true scientist will realize the truth in this, A mind that can look past the pomp into the purpose, While counterfeit tech giants try to turn the world, Into a giant lifeless robot made of bolts and nuts. So better keep radical designs hidden from public eyes. Some prototypes must never ever be commercialized.

Many of the mathematical models for how a trait will spread in a population have failed—they don’t tell you this. No, I don’t talk about miracles, whatever words you put them under. And the “design” is there, but it is by no means benevolent or intelligent, nor comprehensible. You see in the spider’s web a creature of rudimentary nervous system and little intelligence “design” something beautiful and complex, and this is key to understanding also all of nature. There is an inherent “intelligence” inside things, uncanny, silent and demonic. Its workings and aims are obscure to us. Our own intelligence is only a crude deviation of it, an approximation. There is an “intelligence” in all things, and inborn in our bodies before anything to do with the brain or the nervous system. And all “adaptations,” no matter how much natural or unnatural selection may have gone to spreading them within a population, occur not by random but by a spontaneous correspondence of some kind between the organism and the environment.

With the importance of resetting the entropy each time a steam engine goes through a cycle, you might wonder what would happen if the entropy reset were to fail. That’s tantamount to the steam engine not expelling adequate waste heat, and so with each cycle the engine would get hotter until it would overheat and break down. If a steam engine were to suffer such a fate it might prove inconvenient but, assuming there were no injuries, would likely not drive anyone into an existential crisis. Yet the very same physics is central to whether life and mind can persist indefinitely far into the future. The reason is that what holds for the steam engine holds for you. It is likely that you don’t consider yourself to be a steam engine or perhaps even a physical contraption. I, too, only rarely use those terms to describe myself. But think about it: your life involves processes no less cyclical than those of the steam engine. Day after day, your body burns the food you eat and the air you breathe to provide energy for your internal workings and your external activities. Even the very act of thinking—molecular motion taking place in your brain—is powered by these energy-conversion processes. And so, much like the steam engine, you could not survive without resetting your entropy by purging excess waste heat to the environment. Indeed, that’s what you do. That’s what we all do. All the time. It’s why, for example, the military’s infrared goggles designed to “see” the heat we all continually expel do a good job of helping soldiers spot enemy combatants at night. We can now appreciate more fully Russell’s mind-set when imagining the far future. We are all waging a relentless battle to resist the persistent accumulation of waste, the unstoppable rise of entropy. For us to survive, the environment must absorb and carry away all the waste, all the entropy, we generate. Which raises the question, Does the environment—by which we now mean the observable universe—provide a bottomless pit for absorbing such waste? Can life dance the entropic two-step indefinitely? Or might there come a time when the universe is, in effect, stuffed and so is unable to absorb the waste heat generated by the very activities that define us, bringing an end to life and mind? In the lachrymose phrasing of Russell, is it true that “all the labors of the ages, all the devotion, all the inspiration, all the noonday brightness of human genius, are destined to extinction in the vast death of the solar system, and that the whole temple of Man’s achievement must inevitably be buried beneath the debris of a universe in ruins”?

Designative as destruction, cutting time creatively impulsively, there is no equal in the perspective of art, there is no cleanliness in precision.

The system needs to be managed, not the people. We don’t need to do more things or implement difficult frameworks, methods, or models; we need to learn how to allow people to give their best effort to the company by providing the correct structures. It’s a path of trial and error to find the best way for each company. The Agile principles and mindset can serve as a guide. The tools and practices work sometimes, but not every time. The only way to move forward is through continuous learning. The companies that learn faster than the others will be the winners. HR has the power to design the structures that either support people to perform or make it difficult to contribute in creative and innovative ways. If HR holds onto the old, traditional approach, the consequence will be rigid and fixed organizations chained to ineffective systems and processes. HR can either support or hinder the change toward a more Agile organization, which is why HR needs to go first! By providing different structures and focusing on customer value instead of rules, HR can lead companies through change that no other department is capable of.

The key is to make sure that whatever is in your box is a product of design, not default.

Alfred Binet, the inventor of the IQ test. Wasn’t the IQ test meant to summarize children’s unchangeable intelligence? In fact, no. Binet, a Frenchman working in Paris in the early twentieth century, designed this test to identify children who were not profiting from the Paris public schools, so that new educational programs could be designed to get them back on track. Without denying individual differences in children’s intellects, he believed that education and practice could bring about fundamental changes in intelligence.

How Much Innovation? When designing their first product, founders must decide how much to innovate. Some entrepreneurs believe that more innovation is always better, but as we’ll see, that mindset can get them in trouble.

The call to action for housing owner associations is clear: abandon ingrained discriminatory mindsets and commit to facilitating an environment where people with disabilities can enjoy full and equal participation in community activities.

Strongholds are mindsets, value systems, or thought processes that hinder us from growing into God’s design and destiny for our lives.

Useful innovations like the typewriter, text messaging, audiobooks, remote controls, wide rubber grips on kitchen tools, voice assistants, and closed captioning all stem from designs for disability. "When we design for disability first, we often stumble upon solutions that are not only inclusive, but also are often better than when we design for the norm," [Elise] Roy said. "This excites me, because this means that the energy that it takes to accommodate someone with a disability can be leveraged, molded, and played with as a force for creativity and innovation. This moves us from the mindset of trying to change the hearts and the deficiency mindset of tolerance to becoming an alchemist, the type of magician that this world so desperately need to solve some of its greatest problems.

there are a host of tools, frameworks and methods to learn and practise design thinking available at IDEO U17 and at Stanford d.school

One broken window—a badly designed piece of code, a poor management decision that the team must live with for the duration of the project—is all it takes to start the decline. If you find yourself working on a project with quite a few broken windows, it's all too easy to slip into the mindset of "All the rest of this code is crap, I'll just follow suit." It doesn't matter if the project has been fine up to this point. In the original experiment leading to the "Broken Window Theory," an abandoned car sat for a week untouched. But once a single window was broken, the car was stripped and turned upside down within hours. By the same token, if you find yourself on a team and a project where the code is pristinely beautiful—cleanly written, well designed, and elegant—you will likely take extra special care not to mess it up, just like the firefighters. Even if there's a fire raging (deadline, release date, trade show demo, etc.), you don't want to be the first one to make a mess.

When some tech or design issues comes up, it annoys me but I recognize that tech and design are part of being a professional writer, so I embrace the suck for the greater good.

the mantra of an innovative educator. I am an educator. I am an innovator. I am an innovative educator and I will continue to ask, “What is best for learners?” With this empathetic approach, I will create and design learning experiences. I believe that my abilities, intelligence, and talents can be developed, leading to the creation of new and better ideas. I recognize that there are obstacles in education, but, as an innovator, I will focus on what is possible today and where I can push to lead towards tomorrow. I will utilize the tools that are available to me today, and I will continue to search for new and better ways to grow, develop, and share my thinking, while creating and connecting my learning. I focus not only on where I can improve, but where I am already strong, and I look to develop those strengths in myself and in others. I build upon what I already know, but I do not limit myself. I’m open to and willing to embrace new learning, while continuously asking questions that help me move forward. I question thinking, challenge ideas, and do not accept, “This is the way we have always done it” as an acceptable answer for our students or myself. I model the learning and leadership I seek in others. I take risks, try new things to develop, and explore new opportunities. I ask others to take risks in their learning, and I openly model that I’m willing to do the same. I believe that isolation is the enemy of innovation, and I will learn from others to create better learning opportunities for others and myself. I connect with others both locally and globally to tap into ideas from all people and spaces. I will use those ideas, along with my professional judgment, to adapt the ideas to meet the needs of the learners in my community. I believe in my voice and experiences, as well as the voice and experiences of others, as they are important for moving education forward. I share because the learning I create and the experiences I have help others. I share to push my own thinking and to make an impact on learners, both young and old, all over the world. I listen and learn from different perspectives because I know we are much better together than we could ever be alone. I can learn from anyone and any situation. I actively reflect on my learning because I know looking back is crucial to moving forward. If we all embrace this mindset, imagine what education could become.

Thus, a mindset of responsiveness considers time efficiency from the customer’s or requestor’s point of view rather than cost-efficiency from the service provider’s point of view.

In 2015, we see a rigid dichotomy between the traditional mindset of school district technology leaders and those leaders and teams who have shifted to a mindset that puts students - not technology - at the center of organizational decision-making.

Word is actually very busy and strikes me as poorly designed. It’s cluttered. There are four different rows, each filled with icons and butters I never use. This reminds me why I dislike Word. I almost always type in WordPress as it’s much less cluttered. I’m on an airplane without WiFi.

To save space and money, Thor and my mom work in the same office, which is basically like a converted closet, only smaller. In keeping with the frugal and Puritanical mindset, they even share the same chair. It’s a wooden chair with its back cut off and a pillow on top for padding, and Thor sits on the front half while my mom sits on the back half. Each uses the other’s back like the back of a chair. Thank God Thor’s stooped posture is like an ergonomically designed chair for my mom. He is her recliner.

We are learning that we are designed to experience joy and support as our natural state, that we are One, and that our mindset is a crucial part of our co-creative capacity. We literally stand on the edge of a whole new way of being human. Those of us living right now have the important job of ushering in the new potential for humanity. We are midwives and stewards of a new world. But

We are never going to get the results and take empowered action when our mindsets are in opposition to our desires

Reflection is an underlining theme of Design Thinking.

Design does need more recognition as thinking and problem-solving process, maybe even a strategic differentiator.

Imagine a computer. The monitor, keyboard, and processor are the hardware. Without any software to run it, your computer would be worthless. Your body is your hardware and your mindset is your operating system. It gives you access to the power of the hardware, and determines what software you can run. It lets you get the most out of your computer, allowing you to balance your checkbook and even create 3-D designs. Your mindset determines how you perceive and interact with the world.

Many designers also believe a bias for action is a positive force, nothing short of “a core … mindset of design thinking,” according to the Stanford design school (aka the d.school,

Pete has a few methods he uses to help manage people through the fears brought on by pre-production chaos. “Sometimes in meetings, I sense people seizing up, not wanting to even talk about changes,” he says. “So I try to trick them. I’ll say, ‘This would be a big change if we were really going to do it, but just as a thought exercise, what if …’ Or, ‘I’m not actually suggesting this, but go with me for a minute …’ If people anticipate the production pressures, they’ll close the door to new ideas—so you have to pretend you’re not actually going to do anything, we’re just talking, just playing around. Then if you hit upon some new idea that clearly works, people are excited about it and are happier to act on the change.” Another trick is to encourage people to play. “Some of the best ideas come out of joking around, which only comes when you (or the boss) give yourself permission to do it,” Pete says. “It can feel like a waste of time to watch YouTube videos or to tell stories of what happened last weekend, but it can actually be very productive in the long run. I’ve heard some people describe creativity as ‘unexpected connections between unrelated concepts or ideas.’ If that’s at all true, you have to be in a certain mindset to make those connections. So when I sense we’re getting nowhere, I just shut things down. We all go off to something else. Later, once the mood has shifted, I’ll attack the problem again.” This idea—that change is our friend because only from struggle does clarity emerge—makes many people uncomfortable, and I understand why. Whether you’re coming up with a fashion line or an ad campaign or a car design, the creative process is an expensive undertaking, and blind alleys and unforeseen snafus inevitably drive up your costs. The stakes are so high, and the crises that pop up can be so unpredictable, that we try to exert control. The potential cost of failure appears far more damaging than that of micromanaging. But if we shun such necessary investment—tightening up controls because we fear the risk of being exposed for having made a bad bet—we become the kind of rigid thinkers and managers who impede creativity.

Design is expected to provide something "new" or "beautiful" or "special". When we look at the things around us with such a mindset, those things outside "design" are viewed as being "normal" or "ugly" in contrast.

Existing businesses aspiring to become adaptive corporations need to commit to understanding what exactly an adaptive innovator is and how that differs from both systemic designers and knowledge workers. In the end, they will actually need conscious planning to move them from a decades-imbedded orientation of knowledge work, to a new mindset of continuous adaptive innovation centered on the customer.

Poverty hides itself in thought before it surrenders to purses.” – Khalil Gibran

Every single second is an opportunity to change your life because in any moment, you can change the way you feel.” – Rhonda Byrne

five mindsets that will help you with this process are curiosity, awareness, bias to action, reframing, and radical collaboration.

Create an environment to grow consistently and to influence everyone around you positively. Your future doesn’t have to equal your past. You are designed to achieve greatness, to be happy and to live the life you deserve. Start with setting a P.O.S.I.T.I.V.E. Goal.™

When writing comments, try to put yourself in the mindset of the reader and ask yourself what are the key things he or she will need to know.

Hell Week is something entirely different. It’s medieval and it comes at you fast, detonating in just the third week of training. When the throbbing ache in our muscles and joints was ratcheted up high and we lived day and night with an edgy, hyperventilating feeling of our breath getting out front of our physical rhythm, of our lungs inflating and deflating like canvas bags squeezed tight in a demon’s fists, for 130 hours straight. That’s a test that goes way beyond the physical and reveals your heart and character. More than anything, it reveals your mindset, which is exactly what it’s designed to do. All of this happened at the Naval Special Warfare Command Center on prissy-ass Coronado Island, a Southern California tourist trap that tucks into slender Point Loma and shelters the San Diego Marina from the open Pacific Ocean.

Violating the constitution is an open and obvious doctrine of disloyalty that demonstrates and shows the army of termites within the defense of the state. The entire nation remains betrayed if the head of the country cannot independently carry out political, economic, social, and electoral affairs, according to the State Constitution. A constitution defines the mindset of the people and the trend of the state; it also designs the impact on the discipline of its institutions since it is a key to all systems, not the arrangement. Thoughts are the constitution of life, and the mind is the parliament where these take place. The worst crime in this world is victimization, whether it is a person, the system, or the constitution of society. In the Third World, political leaders run political parties in the frame of their factory management.

If you are not sure if you will be able to handle the task, one thing is sure, you are afraid of learning.

We have a right to freedom and a duty to curb it some for the common good

Design is a study of failures

Today’s 24/7 news and social media are designed to do little more than bolster the beliefs we already hold dear, bombarding us with opinions and exposing us to part-truths and outright distortion. We’ve grown soft because we’re not challenging ourselves to push past this constant stream, which leaves us trapped in a mindset and closed off to anyone or anything that might threaten our cherished worldview, and the result is a stagnation of ideas.

Be curious. Get curious, about people, work, and the world, because a designer always starts with a beginner’s mind and asks “Why?” Curiosity is your natural human state, and it is the source of the energy you need to get started and get out and meet people who are interesting. Curiosity is the most important mind-set of a designer, because it drives inquiry and action and is the start of almost all design activities. Leave your rational skeptic at home (she’ll come in handy later when you need to evaluate all of your wonderful options) and get curious. It is a very interesting world out there! And when you’re sincerely interested in people and things (i.e., curious), people are happy to engage with you. Remember—interested is interesting.

The five mind-sets you are going to learn in order to design your life are curiosity, bias to action, reframing, awareness, and radical collaboration. These are your design tools, and with them you can build anything, including a life you love.

Ask for Help. The last mind-set of design thinking is perhaps the most important, especially when it comes to designing your life: radical collaboration. What this means is simple—you are not alone. The best designers know that great design requires radical collaboration.

What happens when you do these things? What happens when you engage in life design? Actually, something quite extraordinary happens. Things you want start to show up in your life. You start to hear of job openings you were dreaming about. People you were interested in meeting just happen to be in town. What is happening here? For starters, it’s that “getting good at being lucky” thing we mentioned earlier, a result of curiosity and awareness, and a by-product of using the five mind-sets.

The mind-set of a job interview is critique and judgment, and that is not the mind-set we’re looking for if we are after an interesting story and a personal connection.

HOW TO CREATE A GOOD HABIT The 1st Law: Make It Obvious 1.1: Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2: Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3: Use habit stacking: “After I [CURRENT HABIT], I will [NEW HABIT].” 1.4: Design your environment. Make the cues of good habits obvious and visible. The 2nd Law: Make It Attractive 2.1: Use temptation bundling. Pair an action you want to do with an action you need to do. 2.2: Join a culture where your desired behavior is the normal behavior. 2.3: Create a motivation ritual. Do something you enjoy immediately before a difficult habit. The 3rd Law: Make It Easy 3.1: Reduce friction. Decrease the number of steps between you and your good habits. 3.2: Prime the environment. Prepare your environment to make future actions easier. 3.3: Master the decisive moment. Optimize the small choices that deliver outsized impact. 3.4: Use the Two-Minute Rule. Downscale your habits until they can be done in two minutes or less. 3.5: Automate your habits. Invest in technology and onetime purchases that lock in future behavior. The 4th Law: Make It Satisfying HOW TO BREAK A BAD HABIT Inversion of the 1st Law: Make It Invisible 1.5: Reduce exposure. Remove the cues of your bad habits from your environment. Inversion of the 2nd Law: Make It Unattractive 2.4: Reframe your mind-set. Highlight the benefits of avoiding your bad habits. Inversion of the 3rd Law: Make It Difficult 3.6: Increase friction. Increase the number of steps between you and your bad habits. 3.7: Use a commitment device. Restrict your future choices to the ones that benefit you. Inversion of the 4th Law: Make It Unsatisfying

The discussion is designed to get students to engage with one another's sorts and deduce the attribute that defines each group.

Bullying is about judging. It’s about establishing who is more worthy or important. The more powerful kids judge the less powerful kids. They judge them to be less valuable human beings, and they rub their faces in it on a daily basis. And it’s clear what the bullies get out of it. Like the boys in Sheri Levy’s study, they get a boost in self-esteem. It’s not that bullies are low in self-esteem, but judging and demeaning others can give them a self-esteem rush. Bullies also gain social status from their actions. Others may look up to them and judge them to be cool, powerful, or funny. Or may fear them. Either way, they’ve upped their standing. There’s a big dose of fixed-mindset thinking in the bullies: Some people are superior and some are inferior. And the bullies are the judges. Eric Harris, one of the Columbine shooters, was their perfect target. He had a chest deformity, he was short, he was a computer geek, and he was an outsider, not from Colorado. They judged him mercilessly. When we hear about acts of school violence, we usually think it’s only bad kids from bad homes who could ever take matters into their own hands. But it’s startling how quickly average, everyday kids with a fixed mindset think about violent revenge. In our study, the students with the growth mindset were not as prone to see the bullying as a reflection of who they were. Instead, they saw it as a psychological problem of the bullies, a way for the bullies to gain status or charge their self-esteem: “I’d think that the reason he is bothering me is probably that he has problems at home or at school with his grades.” Or “They need to get a life—not just feel good if they make me feel bad.” Their plan was often designed to educate the bullies: “I would really actually talk to them. I would ask them questions (why are they saying all of these things and why are they doing all of this to me).” Or “Confront the person and discuss the issue; I would feel like trying to help them see they are not funny.” The students with the growth mindset also strongly agreed that: “I would want to forgive them eventually” and “My number one goal would be to help them become better people.

After struggling with depression and anxiety for many years, I found that self-sabotaging thoughts and beliefs kept creeping back in my head and seemingly holding me back.

After comparing desired with available resources, it became crystal clear that the company was pursuing many more projects than it had people to staff. In particular, by trying to engage in many highly demanding platform launches at the same time, the company was unlikely to do justice to its portfolio of options. Nor was it likely to manage the enhancement launches (as opposed to platform launches) that current customers were demanding, because many of these were still on the drawing board and were competing for the same scarce design and engineering talent as the major platform launches. In short, the company was taking on too much. The results of this overcommitment meant that project deadlines perpetually slipped, promises to key customers were often broken, and people were beginning to feel burned out. This situation is not uncommon. The processes through which companies take on projects usually lead them to discover that they haven’t got the resources to do justice to everything on their plates. In particular, when managers have not clearly thought through which resources for projects will be needed to support their needs to either build new platforms or learn through options, the different types of projects compete with each other, creating confusion. This lack of coordination is also typical of companies that haven’t matched their strategy to available resources. A far wiser approach is to pursue a few well-run projects than to chase down a grab-bag of forever-behind-schedule and over-budget initiatives.

AirSpace.” Businesses are designing themselves to appeal to social media users.

From the Old Norse for “well-being”, hygge embodies a philosophy that is as much a mindset as it is a way of life with specific activities designed to encourage you to cultivate togetherness and joy at the smallest and simplest things in everyday life.

Want to be a Freelancer? Do You want to be a Freelancer? If so, first of all - You need to be well-versed in the subject you want to freelance on. If you can be good at a few things, you will get more work as a freelancer. Most of the clients on this platform are foreigners. So to communicate with them you have to master the English language very well. How to Start Freelancing? To start working as a freelancer you need to work step by step from the very beginning. Find a specific task or skill that you want to excel at. Must practice speaking or communication in English. Create your own freelancing account. You have to decide how much money you will take in exchange for the work. Choose the Topic that Suits You - There are many types of jobs that can be done on the freelancing marketplace. Both fairly easy and difficult jobs are available on this platform. Easy jobs include data entry, article writing, and jobs for which a large number of bids are received due to which these jobs have to be rushed and competition is high. Difficult jobs include high-quality expensive jobs like web development, web design, graphics design, and software development. Which have higher remuneration. Now you have to decide what kind of work you will do in freelancing. Everything You Need to Train - The first thing you need to train is patience. Without patience, you can never survive on this platform. There are quite a number of freelancing service providers in our country who provide coaching through various courses. You can complete your training through coaching if you want. You will need a good laptop or computer with an internet connection for regular practice. A minimum of basic computer knowledge is essential for learning the job, along with the ability to speak English. You have to focus hard on the subject you want to master and develop a mindset to stick with it. Incorporate what you have learned and done into your portfolio, gain an understanding of the marketplaces, be disciplined, and work on time. Work to Gain Experience - Your path to freelancing may not be smooth. But it should not stop there. Just as in life, there are various problems, pains, and dangers, so it is in the case of freelancing. At first, you may not get job offers or get results as expected. So don't be impatient, you have to strengthen yourself mentally. Because you are in the first step of gaining your experience. Don't just think of yourself as a freelancer, think of yourself as a student who needs experience, not money. So if you make a mistake at work, try to learn from it. You can Reduce the Unemployment rate by Teaching others to Work - Apart from earning income by teaching others to work, you can reduce the unemployment rate by contributing to the economic development of the country. Day by day the country's job market is deteriorating due to which the number of unemployed is increasing every year. Many youths have lost their whole lives, lost precious time of their lives in the pursuit of government jobs. If you are thinking of making your career permanently as a freelancer then you can train those youngsters and form a team of yours. By doing this you can help create employment for millions of youth and increase your income. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

Not just hacking.” It was easy to be dismissive when you didn’t understand the mindset. “And not all hackers are bad.” She shrugged. “It’s not that much different from playing with Legos to start with, although ‘hackers’ are generally more concerned with looking for flaws in a design system than building something from scratch.

Not just hacking.” It was easy to be dismissive when you didn’t understand the mindset. “And not all hackers are bad.” She shrugged. “It’s not that much different from playing with Legos to start with, although ‘hackers’ are generally more concerned with looking for flaws in a design system than building something from scratch.” They walked out the main door and south along the street. “It often starts when they’re kids trying to figure something out. It’s a game. A puzzle. Even those who do crazy things like try to hack the NSA—they don’t usually believe they can get in.

We were never meant to be like each other. Instead, we’re perfectly designed to complement one another.

The future belongs to a very different kind of person with a very different kind of mind – creators and empathizers, pattern recognizers and meaning makers, artists, inventors, and designers, storytellers, caregivers, consolers, and big picture thinkers.

If task‐based automation is microscale, straight‐through processing is system scale. The technology takes over the entire process across systems and is designed to require no manual intervention.

The reason we all came to accept this dehumanizing system so wholeheartedly is because society made an implicit promise to its citizens in the Age of Standardization: if you can follow the straight path to its destination, you will be granted employment, social status, and financial security. ... According to the terms of this Standardization Covenant, society will bestow its rewards upon you as long as you abandon the individual pursuit of personal fulfillment for the standardized pursuit of professional excellence. ... The Standardization Covenant demands that we follow the Standard Formula to attain excellence, which will then lead to fulfillment—somehow. Dark horses, meanwhile, harness their individuality in the pursuit of fulfillment, which creates the optimal conditions for attaining excellence. ... The Standardization Covenant is holding all of us back. Though its views of talent and success are easy to grasp and reassuringly familiar, there is no future for a society devoted to the proposition that the pursuit of standardized excellence leads to fulfillment. The dark horse mindset, meanwhile, opens onto an unbounded social universe of achievement and joy. ... Every standardized institution, by definition and design, is focused on efficiency above all else, and generic motives and universal motives are efficient ways of moving the needle—on average, at least. But they’re horrible for your own fulfillment. Not only do standardized views of motivation ignore everything that is important about who you are, but by incessantly focusing all of our attention on a small set of institutionally ordained motives, the Standardization Covenant constrains our thinking about what a personal motive can even be. Fortunately, dark horses reveal the hidden truth about motivation ... Under the covenant, your chosen form of standardized excellence became your destination. Dark horses take a different perspective. When they consider excellence, they presume that individuality matters. ... The Standardization Covenant’s assurance that the pursuit of excellence leads to fulfillment was always a false promise. ... Only by prioritizing your own fulfillment can you advance toward your peak excellence, and only by advancing toward your peak excellence can you experience fulfillment. You need the energy of self-engineered passion and the direction of self-engineered purpose to scale the mountain of excellence, and you need the pride, self-worth, and sense of meaningful accomplishment from self-engineered achievement to experience the full flush of fulfillment. When you apply the four elements of the dark horse mindset in your own life, fulfillment and excellence come under your conscious control. You are no longer a puppet of fate, but the master of your destiny. When you focus on getting better at the things you care about most, you are not wandering. ... Now we have the chance to ratify a Dark Horse Covenant, predicated upon the belief that everyone possesses the potential for their own variety of merit and endorsing a core value of fulfillment, leading to a system of opportunity where anyone and everyone can succeed. This democratic meritocracy will be enforced by individuals, with the consent of individuals.