Positive Smartphone Quotes

The addiction to our mobiles may insidiously unlock evil actions by helplessly surrendering to the plague of blatant indifference, arrogant inattention, and flighty bee-lining and sophisticated acts of revenge. Smartphones may unstitch positive points in our lives and incidentally enchant us by instant selfies but, with some, they might inexorably trigger off shabby and despicable practices. ("Even if the world goes down, my mobile will save me" )

It was getting late, but sleep was the furthest thing from my racing mind. Apparently that was not the case for Mr. Sugar Buns. He lay back, closed his eyes, and threw an arm over his forehead, his favorite sleeping position. I could hardly have that. So, I crawled on top of him and started chest compressions. It seemed like the right thing to do. "What are you doing?" he asked without removing his arm. "Giving you CPR." I pressed into his chest, trying not to lose count. Wearing a red-and-black football jersey and boxers that read, DRIVERS WANTED. SEE INSIDE FOR DETAILS, I'd straddled him and now worked furiously to save his life, my focus like that of a seasoned trauma nurse. Or a seasoned pot roast. It was hard to say. "I'm not sure I'm in the market," he said, his voice smooth and filled with a humor I found appalling. He clearly didn't appreciate my dedication. "Damn it, man! I'm trying to save your life! Don't interrupt." A sensuous grin slid across his face. He tucked his arms behind his head while I worked. I finished my count, leaned down, put my lips on his, and blew. He laughed softly, the sound rumbling from his chest, deep and sexy, as he took my breath into his lungs. That part down, I went back to counting chest compressions. "Don't you die on me!" And praying. After another round, he asked, "Am I going to make it?" "It's touch-and-go. I'm going to have to bring out the defibrillator." "We have a defibrillator?" he asked, quirking a brow, clearly impressed. I reached for my phone. "I have an app. Hold on." As I punched buttons, I realized a major flaw in my plan. I needed a second phone. I could hardly shock him with only one paddle. I reached over and grabbed his phone as well. Started punching buttons. Rolled my eyes. "You don't have the app," I said from between clenched teeth. "I had no idea smartphones were so versatile." "I'll just have to download it. It'll just take a sec." "Do I have that long?" Humor sparkled in his eyes as he waited for me to find the app. I'd forgotten the name of it, so I had to go back to my phone, then back to his, then do a search, then download, then install it, all while my patient lay dying. Did no one understand that seconds counted? "Got it!" I said at last. I pressed one phone to his chest and one to the side of his rib cage like they did in the movies, and yelled, "Clear!" Granted, I didn't get off him or anything as the electrical charge riddled his body, slammed his heart into action, and probably scorched his skin. Or that was my hope, anyway. He handled it well. One corner of his mouth twitched, but that was about it. He was such a trouper. After two more jolts of electricity--it had to be done--I leaned forward and pressed my fingertips to his throat. "Well?" he asked after a tense moment. I released a ragged sigh of relief,and my shoulders fell forward in exhaustion. "You're going to be okay, Mr. Farrow." Without warning, my patient pulled me into his arms and rolled me over, pinning me to the bed with his considerable weight and burying his face in my hair. It was a miracle!

The reason is a neurological chemical called dopamine, the same one Parker had referenced at the media conference. Your brain releases small amounts of it when you fulfill some basic need, whether biological (hunger, sex) or social (affection, validation). Dopamine creates a positive association with whatever behaviors prompted its release, training you to repeat them. But when that dopamine reward system gets hijacked, it can compel you to repeat self-destructive behaviors. To place one more bet, binge on alcohol—or spend hours on apps even when they make you unhappy. Dopamine is social media’s accomplice inside your brain. It’s why your smartphone looks and feels like a slot machine, pulsing with colorful notification badges, whoosh sounds, and gentle vibrations. Those stimuli are neurologically meaningless on their own. But your phone pairs them with activities, like texting a friend or looking at photos, that are naturally rewarding. Social apps hijack a compulsion—a need to connect—that can be even more powerful than hunger or greed. Eyal describes a hypothetical woman, Barbra, who logs on to Facebook to see a photo uploaded by a family member. As she clicks through more photos or comments in response, her brain conflates feeling connected to people she loves with the bleeps and flashes of Facebook’s interface. “Over time,” Eyal writes, “Barbra begins to associate Facebook with her need for social connection.” She learns to serve that need with a behavior—using Facebook—that in fact will rarely fulfill it.

How do companies, producing little more than bits of code displayed on a screen, seemingly control users’ minds?” Nir Eyal, a prominent Valley product consultant, asked in his 2014 book, Hooked: How to Build Habit-Forming Products. “Our actions have been engineered,” he explained. Services like Twitter and YouTube “habitually alter our everyday behavior, just as their designers intended.” One of Eyal’s favorite models is the slot machine. It is designed to answer your every action with visual, auditory, and tactile feedback. A ping when you insert a coin. A ka-chunk when you pull the lever. A flash of colored light when you release it. This is known as Pavlovian conditioning, named after the Russian physiologist Ivan Pavlov, who rang a bell each time he fed his dog, until, eventually, the bell alone sent his dog’s stomach churning and saliva glands pulsing, as if it could no longer differentiate the chiming of a bell from the physical sensation of eating. Slot machines work the same way, training your mind to conflate the thrill of winning with its mechanical clangs and buzzes. The act of pulling the lever, once meaningless, becomes pleasurable in itself. The reason is a neurological chemical called dopamine, the same one Parker had referenced at the media conference. Your brain releases small amounts of it when you fulfill some basic need, whether biological (hunger, sex) or social (affection, validation). Dopamine creates a positive association with whatever behaviors prompted its release, training you to repeat them. But when that dopamine reward system gets hijacked, it can compel you to repeat self-destructive behaviors. To place one more bet, binge on alcohol—or spend hours on apps even when they make you unhappy. Dopamine is social media’s accomplice inside your brain. It’s why your smartphone looks and feels like a slot machine, pulsing with colorful notification badges, whoosh sounds, and gentle vibrations. Those stimuli are neurologically meaningless on their own. But your phone pairs them with activities, like texting a friend or looking at photos, that are naturally rewarding. Social apps hijack a compulsion—a need to connect—that can be even more powerful than hunger or greed. Eyal describes a hypothetical woman, Barbra, who logs on to Facebook to see a photo uploaded by a family member. As she clicks through more photos or comments in response, her brain conflates feeling connected to people she loves with the bleeps and flashes of Facebook’s interface. “Over time,” Eyal writes, “Barbra begins to associate Facebook with her need for social connection.” She learns to serve that need with a behavior—using Facebook—that in fact will rarely fulfill it.

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Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

LEADERSHIP | Intuit’s CEO on Building a Design-Driven Company Brad Smith | 222 words Although 46 similar products were on the market when Intuit launched Quicken, in 1983, it immediately became the market leader in personal finance software and has held that position for three decades. That’s because Quicken was so well designed that using it is intuitive. But by the time Smith became CEO, in 2008, the company had become overly focused on adding incremental features that delivered ease of use but not delight. What was missing was an emotional connection with customers. He and his team set out to integrate design thinking into every part of Intuit. They changed the layout of the office, reduced the number of cubes, and added more collaboration spaces and places for impromptu work. They increased the number of designers by nearly 600% and now hold quarterly design conferences. They bring in people who have created exceptionally designed products, such as the Nest thermostat and the Kayak travel website, to share insights with Intuit employees. The company acquired one start-up, called Mint, and collaborates with another, called ZenPayroll, to improve customer experience. Although most people don’t think of financial software as a category driven by emotion or design, Smith writes, Intuit’s D4D (“design for delight”) program has paid off. For example, its SnapTax app, inspired by consumers’ migration to smartphones, led one user to write, “I want this app to have my babies.

It’s the AEIOU method3 that provides you five sets of questions you can use when reflecting on your Activity Log. Activities. What were you actually doing? Was this a structured or an unstructured activity? Did you have a specific role to play (team leader) or were you just a participant (at the meeting)? Environments. Our environment has a profound effect on our emotional state. You feel one way at a football stadium, another in a cathedral. Notice where you were when you were involved in the activity. What kind of a place was it, and how did it make you feel? Interactions. What were you interacting with—people or machines? Was it a new kind of interaction or one you are familiar with? Was it formal or informal? Objects. Were you interacting with any objects or devices—iPads or smartphones, hockey sticks or sailboats? What were the objects that created or supported your feeling engaged? Users. Who else was there, and what role did they play in making it either a positive or a negative experience?

Happiness Habits I have a series of tricks I use to try and be happier in the moment. At first, they were silly and difficult and required a lot of attention, but now some of them have become second nature. By doing them religiously, I’ve managed to increase my happiness level quite a bit. The obvious one is meditation—insight meditation. Working toward a specific purpose on it, which is to try and understand how my mind works. [7] Just being very aware in every moment. If I catch myself judging somebody, I can stop myself and say, “What’s the positive interpretation of this?” I used to get annoyed about things. Now I always look for the positive side of it. It used to take a rational effort. It used to take a few seconds for me to come up with a positive. Now I can do it sub-second. [7] I try to get more sunlight on my skin. I look up and smile. [7] Every time you catch yourself desiring something, say, “Is it so important to me I’ll be unhappy unless this goes my way?” You’re going to find with the vast majority of things it’s just not true. [7] I think dropping caffeine made me happier. It makes me more of a stable person. [7] I think working out every day made me happier. If you have peace of body, it’s easier to have peace of mind. [7] The more you judge, the more you separate yourself. You’ll feel good for an instant, because you feel good about yourself, thinking you’re better than someone. Later, you’re going to feel lonely. Then, you see negativity everywhere. The world just reflects your own feelings back at you. [77] Tell your friends you’re a happy person. Then, you’ll be forced to conform to it. You’ll have a consistency bias. You have to live up to it. Your friends will expect you to be a happy person. [5] Recover time and happiness by minimizing your use of these three smartphone apps: phone, calendar, and alarm clock. [11] The more secrets you have, the less happy you’re going to be. [11] Caught in a funk? Use meditation, music, and exercise to reset your mood. Then choose a new path to commit emotional energy for rest of day. [11] Hedonic adaptation is more powerful for man-made things (cars, houses, clothes, money) than for natural things (food, sex, exercise). [11] No exceptions—all screen activities linked to less happiness, all non-screen activities linked to more happiness. [11] A personal metric: how much of the day is spent doing things out of obligation rather than out of interest? [11] It’s the news’ job to make you anxious and angry. But its underlying scientific, economic, education, and conflict trends are positive. Stay optimistic. [11] Politics, academia, and social status are all zero-sum games. Positive-sum games create positive people. [11] Increase serotonin in the brain without drugs: Sunlight, exercise, positive thinking, and tryptophan.

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

To explore how we prefer to organize the good and the bad, one study used a smartphone app to make real-time measurements of the moods and activities of 28,000 people over about a month. It turned out that people’s choices showed what the authors called “a hedonic flexibility principle.” When they were unhappy, they tended to do things that made them happy, like playing sports, and when they felt happy, they would do necessary things that brought them no joy, like housework. The positive and the negative sat in balance.

There is no dialog, no option for users to negotiate how much data they provide and what service they receive in return: the relationship between the service and the user is very asymmetric and one-sided. The terms are set by the service, not by the user [99]. For a user who does not consent to surveillance, the only real alternative is simply not to use a service. But this choice is not free either: if a service is so popular that it is “regarded by most people as essential for basic social participation” [99], then it is not reasonable to expect people to opt out of this service—using it is de facto mandatory. For example, in most Western social communities, it has become the norm to carry a smartphone, to use Facebook for socializing, and to use Google for finding information. Especially when a service has network effects, there is a social cost to people choosing not to use it. Declining to use a service due to its tracking of users is only an option for the small number of people who are privileged enough to have the time and knowledge to understand its privacy policy, and who can afford to potentially miss out on social participation or professional opportunities that may have arisen if they had participated in the service. For people in a less privileged position, there is no meaningful freedom of choice: surveillance becomes inescapable.

the top five list Think about the five things you are most grateful for and document your list so that it is accessible anywhere, at any time. You may want to keep it on your smartphone, in your wallet, or in your purse. When you are having a bad day or are thinking negatively, use the list as a quick reminder of the things that are positive in your life.

Research shows that 65% of our thoughts are negative and staying positive in today's world is almost a full-time job. You just have to turn on the TV, or open a news app on your smartphone, and you are confronted with fear-inducing messages instantly. We hear that the economy is bad, people are killed and that companies go bust. The general tone of the news is negative, which I understand.

The research of Larry Rosen and his colleagues has shown that time in front of a screen is positively correlated with increases in 1) physical health problems, 2) mental health problems, 3) attention problems, and 4) behavior problems.19 Similarly, in her troubling recent article, “Have Smartphones Destroyed a Generation?” Jean Twenge (whose research we discussed in Chapter One) argues that smartphones and social media are making the current generation of children, teens, and young adults “seriously unhappy.” Her research suggests that despite their constant connections through media, contemporary young people increasingly feel lonely, tired, and left out.20

Our devices don’t have feelings (yet!) — if they did, they would be equivalent to the needy narcissistic partner for whom no amount of attention is ever enough. They superficially appear to care about you, give you just enough positive feedback to keep you interested in them, but never genuinely ask how you feel about your relation- ship. You doubt that you should get more serious, but it’s too easy to stay.

On the far side of the pond, a silver-haired white man in a terry-cloth robe struggled to fill out the client paperwork on his LFD. Con gave him points for trying. A lot of people over forty had a hard time with next-gen light-field devices and clung to their legacy smartphones rather than adapting. She watched him adjust the fit of his LFD, which rested behind the ear like an old-fashioned hearing aid and projected data to a floating point six inches in front of the user’s eyes. When that didn’t solve his problem, he reached out with both hands like he was trying to feel his way in the dark. It really wasn’t necessary. LFDs were paired to their users and would read hand movements from any position. Kids who had grown up with the technology were blindingly fast, all ten fingers working independently, hands fluttering at their sides. But for older users like the silver fox over there, the need to “touch” the screen was hard to break. The results could be hilariously uncoordinated. Exactly why kids mocked their parents as “zombs” for the way they flailed their arms in front of their faces.

In a relationship, commitment is a choice we make every single day, over and over again. We choose it even when we are tired and overworked and stressed out. We choose it no matter what attractive person crosses our path. We also choose it every time our partner makes a bid for attention and we put down our book, or look away from the television, or up from our smartphone, or stop whatever it is we’re occupied with to acknowledge their importance in our life. This acknowledgement may call for just a smile or for a conversation, but whatever it calls for, we authentically try to deliver. When we make our relationship a priority by showing that it’s a priority, we build trust and demonstrate our loyalty far beyond any words we say in our wedding vows. What the Love Lab found is that it is the small, positive things done often that make the most difference and build that cocoon of trust and safety in our relationships.

Activities. What were you actually doing? Was this a structured or an unstructured activity? Did you have a specific role to play (team leader) or were you just a participant (at the meeting)? Environments. Our environment has a profound effect on our emotional state. You feel one way at a football stadium, another in a cathedral. Notice where you were when you were involved in the activity. What kind of a place was it, and how did it make you feel? Interactions. What were you interacting with—people or machines? Was it a new kind of interaction or one you are familiar with? Was it formal or informal? Objects. Were you interacting with any objects or devices—iPads or smartphones, hockey sticks or sailboats? What were the objects that created or supported your feeling engaged? Users. Who else was there, and what role did they play in making it either a positive or a negative experience?