Simplify Process Quotes

You come by your style by learning what to leave out. At first you tend to overwrite—embellishment instead of insight. You either continue to write puerile bilge, or you change. In the process of simplifying oneself, one often discovers the thing called voice.

A true vocation calls us out beyond ourselves; breaks our heart in the process and then humbles, simplifies and enlightens us about the hidden, core nature of the work that enticed us in the first place.

Yes, what we are doing is probably mad, and probably it is good and necessary all the same. It is not a good thing when man overstrains his reason and tries to reduce to rational order matters that are susceptible of rational treatment. Then there arise ideals such as those of the Americans or of the Bolsheviks. Both are extraordinarily rational, and both lead to a frightful oppression and impoverishment of life, because they simplify it so crudely. The likeness of man, once a high ideal, is in process of becoming a machine-made article. It is for madmen like us, perhaps, to ennoble it again.

Ambition left to itself, like a Rupert Murdoch, always becomes tedious, its only object the creation of larger and larger empires of control; but a true vocation calls us out beyond ourselves; breaks our heart in the process and then humbles, simplifies and enlightens us about the hidden, core nature of the work that enticed us in the first place. We find that all along, we had what we needed from the beginning and that in the end we have returned to its essence, an essence we could not understand until we had undertaken the journey.

Do simple better The process is fearless The process lacks emotion The process is the moment The process is the mental anchor The process simplifies the task

Golden Rule Living is the great simplifier. It places us in another soul’s shoes, taking what can appear to be a com- plex decision that involves another and streamlining it to a one-step process of deciding, “If I wouldn’t like this done to me, then I shall not do it to another.

Most importantly, by not buying, we redefine ourselves: by what we do, what we think, and who we love, rather than what we have. And in the process, we rediscover the meaning in our lives.

I once came upon a definition of history as ‘the process by which complex truths are transformed into simplified falsehoods’. That is particularly true in the case of Richard III, where the normal medieval proclivity for moralizing and partisanship was further complicated by deliberate distortion to serve Tudor political needs.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

Technology may make it easier to reach beauty, but it does not simplify the process of possessing or appreciating it.

Perhaps the most basic thing that can be said about human memory, after a century of intensive research, is that unless a detail is placed into a structured pattern, it is rapidly forgotten. Detailed material is conserved in memory by the use of simplified ways of representing it.

Designed or planned social order is necessarily schematic; it always ignores essential features of any real, functioning social order. This truth is best illustrated in a work-to-rule strike, which turns on the fact that any production process depends on a host of informal practices and improvisations that could never be codified. By merely following the rules meticiously, the workforce can virtually halt production. In the same fashion, the simplified rules animating plans for, say, a city, a village or a collective farm were inadequate as a set of instructions for creating a functional social order, The formal scheme was parasitic on informal processes that, alone, it could not create or maintain.

In the process of decluttering things in my life, I was peeling off the layers of my past that no longer mattered to my present life. But as I did that shedding, memories and emotions arose. I sometimes felt sadness as I removed reminders of a failed marriage or the loss of a loved one. I grieved lost dreams and deceased people and pets. If I looked for it, I also experienced gratitude for the good times and the love that once was. Eventually, I felt lighter after I worked my way through a particular emotional zone that exposed remnants of unhealed parts of my life.

no forces interfere with the process of entry by competitors, profitability will be driven to levels at which efficient firms earn no more than a “normal” return on their invested capital. It is barriers to entry, not differentiation by itself, that creates strategic opportunities.

We know that the first step towards attaining intellectual mastery of our environment is to discover generalizations, rules and laws which bring order into chaos. In doing this we simplify the world of phenomena; but we cannot avoid falsifying it, especially if we are dealing with the process of development and change. What we are concerned with is discerning a qualitative alteration, and as a rule in doing so we neglect, at any rate to begin with, a quantitative factor.

Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist.

3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist.

I don't categorize things merely to simplify my understanding. I'd rather delve into the process of unlearning.

The process is about leadership and about taking people to places that they cannot get to on their own, while they are still feeling comfortably in control of a buying decision

It is easier to simplify life by removing conditions in the process of making choices than struggling with an illogical decision paradox.

There is, in the human mind, a natural taste for such hocus-pocus. It greatly simplifies the process of ratiocination, which is unbearably painful to the great majority of men.

Setting proper expectations from the moment you meet a potential client will reduce stress and enable all parties to work together, rather than struggling contentiously through the process.

involving into an iterative process of simplifying the 'complexity', and then transforming this 'simplicity into newer complexity' while integrating the unsolved domain for an unprecedented success.

Among the advantages of anchoring on a perfect, eternal “God” is simplifying the process of ethical reasoning by essentially eliminating the ongoing requirement to assess and modify one’s own ethics.

Value capture is a process by which we begin with rich and subtle values, encounter simplified versions of them in the social wile, and revise our values in the direction of simplicity--thus rendering them inadequate. This kind of process is always a possible result of social interaction, but the distortions to our values are sharpest in social systems and environments where this simplicity is built into the structures of reward and punishment. Capitalism is such a system: it rewards the relentless and single-minded pursuit of profit and growth--extremely narrow value systems that exclude much of what makes life worth living.

Because we cannot deal with the many as individuals, we sometimes try to simplify the many into an abstraction called the mass. Because we cannot deal with the complexity of the present, we often over-ride it and live in a simplified dream of the future. Because we cannot solve our own problems right here at home, we talk about problems out there in the world. An escape process goes on from the intolerable burden we have placed upon ourselves.

It is not a good thing when man overstrains his reason and tries to reduce to rational order matters that are not susceptible of rational treatment. Then there arise ideals such as those of the Americans or of the Bolsheviks. Both are extraordinarily rational, and both lead to a frightful oppression and impoverishment of life, because they simplify it so crudely. The likeness of man, once a high ideal, is in process of becoming a machine-made article. It is for madmen like us, perhaps, to ennoble it again.

Public sector workers and states face serious penalties for giving someone a benefit who shouldn’t have received one. Conversely, no one gets a trophy or a raise for enrolling more people in a benefit, speeding the process, or simplifying people’s lives.12

Emotional interactions stimulate or inhibit the growth of nerve cells and circuits by complicated processes that involve the release of natural chemicals. To give a somewhat simplified example, when “happy” events are experienced by the infant, endorphins—“reward chemicals,” the brain’s natural opioids—are released. Endorphins encourage the growth and connections of nerve cells. Conversely, in animal studies, chronically high levels of stress hormones such as cortisol have been shown to cause important brain centres to shrink.

The Industrial Revolution was based on two grand concepts that were profound in their simplicity. Innovators came up with ways to simplify endeavors by breaking them into easy, small tasks that could be accomplished on assembly lines. Then, beginning in the textile industry, inventors found ways to mechanize steps so that they could be performed by machines, many of them powered by steam engines. Babbage, building on ideas from Pascal and Leibniz, tried to apply these two processes to the production of computations, creating a mechanical precursor to the modern computer. His most significant conceptual leap was that such machines did not have to be set to do only one process, but instead could be programmed and reprogrammed through the use of punch cards. Ada saw the beauty and significance of that enchanting notion, and she also described an even more exciting idea that derived from it: such machines could process not only numbers but anything that could be notated in symbols.

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It is important to note that the design of an entire brain region is simpler than the design of a single neuron. As discussed earlier, models often get simpler at a higher level—consider an analogy with a computer. We do need to understand the detailed physics ofsemiconductors to model a transistor, and the equations underlying a single real transistor are complex. A digital circuit that multiples two numbers requires hundreds of them. Yet we can model this multiplication circuit very simply with one or two formulas. An entire computer with billions of transistors can be modeled through its instruction set and register description, which can be described on a handful of written pages of text and formulas. The software programs for an operating system, language compilers, and assemblers are reasonably complex, but modeling a particular program—for example, a speech recognition programbased on hierarchical hidden Markov modeling—may likewise be described in only a few pages of equations. Nowhere in such a description would be found the details ofsemiconductor physics or even of computer architecture. A similar observation holds true for the brain. A particular neocortical pattern recognizer that detects a particular invariant visualfeature (such as a face) or that performs a bandpass filtering (restricting input to a specific frequency range) on sound or that evaluates the temporal proximity of two events can be described with far fewer specific details than the actual physics and chemicalrelations controlling the neurotransmitters, ion channels, and other synaptic and dendritic variables involved in the neural processes. Although all of this complexity needs to be carefully considered before advancing to the next higher conceptual level, much of it can be simplified as the operating principles of the brain are revealed.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

As a psychiatrist, I have learned to tell my patients who are dealing with significant life conflicts to simplify the decision-making process. We have only three options: change it, put up with it, or get out. In most cases one of those three options can be eliminated immediately. Since attraction to someone of the same sex is not going to change, a married man [or woman] is only left with suffering through it or getting out.

When the brain’s penchant for simplified schematic representations is applied to itself, to its own attention, the resulting description ignores the very physical processes responsible for that attention. That is why thoughts and sensations seem ethereal, as if they come from nowhere, as if they hover in our heads. If your schematic representation of your body were to leave out your arms, the motion of your hands would seem ethereal too.

Streamline Your Routine Vacuum on Thursdays. Clean the mirrors when you dust. Clean the shower before you get out. Clean the toilet before you shower because toilets are gross. Your cleaning routine doesn’t have to be elaborate, be based on days of the week, or even be a routine at all. Deciding once simplifies cleaning, period. Pause and think about the cleaning tasks that sap you dry. What would happen if you made one decision just one time to make the process a little bit easier?

generally speaking, there are two simplified categories that parenting falls into: intrusive or neglectful caretaking. Parents were either overinvolved—telling us what to do, think, and feel—or they were underinvolved—physically or emotionally absent. These challenges are across the spectrum from subtle to severe. As a response, we become anxious and self-absorbed, losing our capacity for empathy. We become the walking wounded in a battlefield of injured soldiers. For the child who experienced intrusive parents, in later years, she becomes an isolator, a person who unconsciously pushes others away. She keeps people at a distance because she needs to have “a lot of space” around her; she wants the freedom to come and go as she pleases; she thinks independently, speaks freely, processes her emotions internally, and proudly dons her self-reliant attitude. All the while underneath this cool exterior is a two-year-old girl who was not allowed to satisfy her natural need for independence. When she marries, her need to be a distinct “self” will be on the top of her hidden agenda.

What is causing you to put things down "for now"? Are you feeling too rushed in your everyday life? Is there never a chance to reset? As you go through the process of clearing out your clutter, you will see that things become easier to put away when there is a home for them and that home is easier to access. When you are tempted to put something down, ask yourself, "Will I really have more time to deal with this later? Will I know where to find this later when I'm looking for it?" Be kind to your future self and put it away now. Next week you will thank me.

Branding is something designers think about a lot. You take something like a perfume or car tire, or butt-flavored bubblegum, and you ask questions about it that you shouldn't be able to ask. What kind of tuxedo would this car tire wear to the prom? What is this perfume's favorite movie? You try to end up in a place where you understand a product as if it is a person. The reverse of this, where people become brands, should be easy right? They're already people... End at the beginning. Except that really what you're doing when you brand is a process of simplification. You come to understand the essence of that fucking tire. And so branding a person also benefits dramatically from simplicity. People are complicated, but brands are simple.

THE CUSTOMER JOURNEY CANVAS At the online touchpoint of the book we provide you with a canvas developed to support you when designing services. You can use it not only for yourself to get a quick overview of certain service processes, but also with providers for a self-portrayal and with customers and other stakeholders to explore and evaluate services. Besides visually simplifying existing services, you can also use it to sketch service improvements and innovations. It supports many of the tools presented later in this book. The Customer Journey Canvas is available under cc license on our website. Try it, adapt or modify it, take a snapshot and share how you use the canvas through our website. Watch out for service design thinking! NOTE:

2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

HEALTHY BOUNDARIES Minimalism helps you set healthy boundaries by giving you the clarity to see all the things you’re spinning your wheels on. Resetting boundaries to align with priorities is an ongoing process in a minimalist lifestyle, but it’s not an unwelcome chore. The rewards of more being and less striving encourage me to keep going on this journey. If I don’t prioritize my life, someone or something else will. MORE TIME Keeping more than we need, whether it’s possessions or activities, brings a fog into our daily lives that makes it harder to think clearly. Under the influence of clutter, we may underestimate how much time we’re giving to the less important stuff. When we say, “If I could find the time . . .” we’re really talking about how we choose to use our time. Minimalism helps you see how you’re spending your time and to think more clearly about how you would really like to spend it.

The scientific world-picture vouchsafe a very complete understanding of all that happens—it makes it just a little too understandable. It allows you to imagine the total display as that of a mechanical clock-work, which for all that science knows could go on just the same as it does, without there being consciousness, will, endeavour, pain and delight and responsibility connected with it—though they actually are. And the reason for this disconcerting situation is just this, that, for the purpose of constructing the picture of the external world, we have used the greatly simplifying device of cutting our own personality out, removing it; hence it it gone, it has evaporated, it is ostensibly not needed. In particular, and most importantly, this is the reason why the scientific world-view contains of itself no ethical values, no aesthetical values, not a word about our own ultimate scope or destination, and no God, if you please. Whence came I, whither go I? Science cannot tell us a word about why music delights us, of why and how an old song can move us to tears. Science, we believe, can, in principle, describe in full detail all that happens in the latter case in our sensorium and 'motorium' from the moment the waves of compression and dilation reach our ear to the moment when certain glands secrete a salty fluid that emerges from our eyes. But of the feelings of delight and sorrow that accompany the process science is completely ignorant—and therefore reticent. Science is reticent too when it is a question of the great Unity—the One of Parmenides—of which we all somehow form part, to which we belong. The most popular name for it in our time is God—with a capital 'G'. Science is, very usually, branded as being atheistic. After what we said, this is not astonishing. If its world-picture does not even contain blue, yellow, bitter, sweet—beauty, delight and sorrow—, if personality is cut out of it by agreement, how should it contain the most sublime idea that presents itself to human mind?

Atoms emit radiation in a spontaneous fashion, but Einstein theorized that this process could also be stimulated. A roughly simplified way to picture this is to suppose that an atom is already in a high-energy state from having absorbed a photon. If another photon with a particular wavelength is then fired into it, two photons of the same wavelength and direction can be emitted. What Einstein discovered was slightly more complex. Suppose there is a gas of atoms with energy being pumped into it, say by pulses of electricity or light. Many of the atoms will absorb energy and go into a higher energy state, and they will begin to emit photons. Einstein argued that the presence of this cloud of photons made it even more likely that a photon of the same wavelength and direction as the other photons in the cloud would be emitted.35 This process of stimulated emission would, almost forty years later, be the basis for the invention of the laser, an acronym for “light amplification by the stimulated emission of radiation.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

The process of simplifying man's environment and rendering it increasingly elemental and crude has a cultural as well as a physical dimension. The need to manipulate immense urban populations—to transport, feed, employ, educate and somehow entertain millions of densely concentrated people—leads to a crucial decline in civic and social standards. A mass concept of human relations—totalitarian, centralistic and regimented in orientation—tends to dominate the more individuated concepts of the past. Bureaucratic techniques of social management tend to replace humanistic approaches. All that is spontaneous, creative and individuated is circumscribed by the standardized, the regulated and the massified. The space of the individual is steadily narrowed by restrictions imposed upon him by a faceless, impersonal social apparatus. Any recognition of unique personal qualities is increasingly surrendered to the manipulation of the lowest common denominator of the mass. A quantitative, statistical approach, a beehive manner of dealing with man, tends to triumph over the precious individualized and qualitative approach which places the strongest emphasis on personal uniqueness, free expression and cultural complexity.

That is the wrong way to think about perception. Let’s simplify it. The problem is something like the following: The brain is locked inside a bony skull, and let’s assume for the sake of this argument that the perception problem is the problem of figuring out what’s out there in the world giving rise to sensory signals impinging on our sensory surfaces—eyes and ears, and so on. Now, these sensory signals are noisy and ambiguous. They won’t have a one-to-one mapping with things out there in the world, whatever those may be. They don’t come labeled for the brain with convenient tags like “this is vision” or “this is hearing.” So perception has to involve a process of inference, of “best guessing,” in which the brain combines the sensory data with prior expectations or (usually implicit) beliefs about the way the world is, to come up with its best guess about the causes of that sensory data. Within this framework, what we perceive is constituted by those multilevel predictions that try to account for the sensory signals. We perceive what the brain infers caused those signals, not the sensory signals themselves, nor things in the world “in themselves” either. There is no such thing as “direct perception” of the world or of the self.

The transmission of the meaning of an institution is based on the social recognition of that institution as a “permanent” solution to a “permanent” problem of the given collectivity. Therefore, potential actors of institutionalized actions must be systematically acquainted with these meanings. This necessitates some form of “educational” process. The institutional meanings must be impressed powerfully and unforgettably upon the consciousness of the individual. Since human beings are frequently sluggish and forgetful, there must also be procedures by which these meanings can be reimpressed? and rememorized, if necessary by coercive and generally unpleasant means. Furthermore, since human beings are frequently stupid, institutional meanings tend to become simplified in the process of transmission, so that the given collection of institutional “formulae” can be readily learned and memorized by successive generations. The “formula” character of institutional meanings ensures their memorability. We have here on the level of sedimented meanings the same processes of routinization and trivialization that we have already noted in the discussion of institutionalization. Again, the stylized form in which heroic feats enter a tradition is a useful illustration.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

It seems to me that the doctrine of the laws of thought could be simplified if we were to set up only two, the law of excluded middle and that of sufficient reason. The former thus: "Every predicate can be either confirmed or denied of every subject." Here it is already contained in the "either, or" that both cannot occur simultaneously, and consequently just what is expressed by the laws of identity and contradiction. Thus these would be added as corollaries of that principle which really says that every two concept-spheres must be thought either as united or as separated, but never as both at once; and therefore, even although words are joined together which express the latter, these words assert a process of thought which cannot be carried out. The consciousness of this infeasibility is the feeling of contradiction. The second law of thought, the principle of sufficient reason, would affirm that the above attributing or refuting must be determined by something different from the judgment itself, which may be a (pure or empirical) perception, or merely another judgment. This other and different thing is then called the ground or reason of the judgment. So far as a judgment satisfies the first law of thought, it is thinkable; so far as it satisfies the second, it is true, or at least in the case in which the ground of a judgment is only another judgment it is logically or formally true.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience.

As an anology, consider the word structure. In bacteria, the gene is embedded in the genome in precisely that format, structure, with no breaks, stuffers, interpositions, or interruptions. In the human genome, in contrast, the word is interrupted by intermediate stretches of DNA: s...tru...ct...ur...e. The long stretches of DNA marked by the ellipses (...) do not contain any protein-encoding information. When such an interrupted gene is used to generate a message-i.e., when DNA is used to build RNA-the stuffer frragments are excised from the RNA message, and the RNA is stitched together again with the intervening pieces removed: s...tru...ct...ur...e became simplified to structure. Roberts and Sharp later coined a phrase for the process: gene splicing or RNA splicing (since the RNA message of the gene was "spliced" to removed the stuffer fragments). At first, this split structure of genes seemed puzzling: Why would an animal genome waste such long stretches of DNA splitting genes into bits and pieces, only to stitch them back into a continuous message? But the inner logic of split genes soon became evident: by splitting genes into modules, a cell could generate bewildering combinations of messages out of a single gene. The word s...tru...c...t...ur...e can be spliced to yield cure and true and so forth, thereby creating vast numbers of variant messages-called isoforms-out of a single gene. From g...e...n...om...e you can use splicing to generate gene, gnome, and om. And modular genes also had an evolutionary advantage: the individual modules from different genes could be mixed and matched to build entirely new kinds of genes (c...om...e...t). Wally Gilbert, the Harvard geneticist, created a new word for these modules; he called them exons. The inbetween stuffer fragments were termed introns.

Yet the deepest and most enduring forms of cultural change nearly always occurs from the “top down.” In other words, the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites. The reason for this, as I have said, is that culture is about how societies define reality—what is good, bad, right, wrong, real, unreal, important, unimportant, and so on. This capacity is not evenly distributed in a society, but is concentrated in certain institutions and among certain leadership groups who have a lopsided access to the means of cultural production. These elites operate in well-developed networks and powerful institutions. Over time, cultural innovation is translated and diffused. Deep-rooted cultural change tends to begin with those whose work is most conceptual and invisible and it moves through to those whose work is most concrete and visible. In a very crude formulation, the process begins with theorists who generate ideas and knowledge; moves to researchers who explore, revise, expand, and validate ideas; moves on to teachers and educators who pass those ideas on to others, then passes on to popularizers who simplify ideas and practitioners who apply those ideas. All of this, of course, transpires through networks and structures of cultural production. Cultural change is most enduring when it penetrates the structure of our imagination, frameworks of knowledge and discussion, the perception of everyday reality. This rarely if ever happens through grassroots political mobilization though grassroots mobilization can be a manifestation of deeper cultural transformation.

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I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

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Although each instinctual psychobehavioral process requires the concurrent arousal of numerous brain activities (Figure 2.2), our scientific work is greatly simplified by the fact that there are “command processes” at the core of each emotional operating system, as indicated by the ability of localized brain stimulation to activate coherent emotional behavior patterns.9 We can turn on rage, fear, separation distress, and generalized seeking patterns of behavior. Such central coordinating influences can provoke widespread cooperative activities by many brain systems, generating a variety of integrated psychobehavioral and physiological/hormonal response tendencies. These systems can generate internally experienced emotional feelings and promote behavioral flexibility via new learning.

Leadership was never a one day process, it's a daily process that lasts a few decades.

To explain how a dApp works, we’ll use an example from the company Etherisc, which created a dApp for flight insurance to a well-known Ethereum conference. This flight insurance was purchased by 31 of the attendees.23 Figure 5.1 shows a simplified diagram. Using Ethereum, developers can mimic insurance pools with strings of conditional transactions. Open sourcing this process and running it on top of Ethereum’s world computer allows everyday investors to put their capital in an insurance pool to earn returns from the purchasers of insurance premiums that are looking for coverage from certain events. Everyone trusts the system because it runs in the open and is automated by code.

The long tail of lower-value automation opportunities should involve less focus on the redesign. The value will be captured through the systematic use of the lean methodology to improve the processes incrementally (e.g., simplify, reduce the number of actions).

Eating grapes improves the brain’s ability to process new information and thus enhances your intelligence.

those without a reliable process to develop new business are in a world of hurt.

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Don’t you realize that I fear that, between the rhetoric of activism and the arrogance of despotism, Islamic law is dead? In the age of modernity, in the age of certainty, in the age of arrogant structuralism, and simplistic codification, in the age of single reliance on isolated hadith, in the age where law is expected to be simpler than human beings and is expected, in turn, to simplify human beings, in the age in which pointers to God are not enough because we demand the precision of maps, in the age in which the best certification in Islamic law is an engineering degree, I fear that Islamic law is dead. Islamic law is not the rules, but the process of the rules. Don’t you see, hermeneutically, structurally, and epistemologically, I fear that Islamic law in the modern age is dead?

Follow the path of being just, the path of justice, and laws and policies will eventually find a way to be formed, or reformed. Any law or process, aiming to ensure justice, needs to be simplified for the common man.

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We may conceive of a machine constructed for the purpose of performing simple processes of classification of this kind. We can, for instance, imagine a machine which “sorts out” balls of various size which are placed into it by distributing them between different receptacles. . . . Another kind of machine performing this simplest kind of classification might be conceived as in a similar fashion sorting out individual signals arriving through any one of a large number of wires or tubes.We shall regard here any signal arriving through one particular wire or tube as the same recurring event which will always lead to the same action of the machine. The machine would respond similarly also to signals arriving through some different tubes or wires, and any such group to which the machine responded in the same manner would be regarded as events of the same class. Such a machine would act like a simplified telephone exchange in which each of a number of incoming wires was permanently connected with, say a particular bell, so that any signal coming in on any one of these wires would ring that bell. All the wires connected with any one bell would then carry signals belonging to the same class. An actual instance of a machine of this kind is provided by certain statistical machines for sorting cards on which punched holes represent statistical data.

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No mechanical process (rules of the game) can be really creative because in a sense anything that comes out was already contained in your starting point. Does this mean that physical randomness, something non mechanical, is the only possible source of creativity?! At least from this (enormously over-simplified!) point of view, it is.

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However, here is the problem: In the nodes of the sender, medium, and receiver lies a certain element called “noise.” How great this noise’s influence is in each node will determine the outcome. If the noise is too great, then the outcome is miscommunication or misunderstanding. If not, then it results in an understanding. The process can be further simplified in the following table.

Failure is an inevitability of the testing and experimentation process. For entrepreneurs who are starting out, a large portion of what they do is experimentation. If an entrepreneur doesn’t experiment with a new way of doing things, how can the business grow? In this way, failure is not a dead end, but an indicator that growth and learning are taking place.

Whether a student is leaning towards underachievement or confirmed to be underachieving, a reversal plan is crucial. This plan is the roadmap for the reversal process, setting direction, establishing priorities, simplifying decision-making and aligning efforts for effective intervention.

An underachievement reversal plan is a systematic approach that simplifies decision-making, measures the student's response, and helps maintain control throughout the intervention.

Technology can do a great deal to make information gathering easier, but it can do little to simplify the gathering of wisdom. Information washes over us like a sea, and recedes without leaving its traces behind. Wrestling with truth, as the story of Jacob warns us, is a time-consuming process that marks us forever.

Carter used the one-text process to break the impasse by simplifying the decision-making process and increasing the parties’ buy-in.

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The steps to creating standard work in an office and service environment are 1. Identify the key activities that are performed in an area 2. Prioritize these by importance (optional) 3. For each key activity, identify a team of individuals who will develop the standard work 4. Observe the current process, identify differences between associates and opportunities to streamline 5. Obtain consensus on “best practices” 6. Document it in a simple and visual way 7. Train associates in the new standard work 8. Monitor for effectiveness, issues, and compliance

Any law or process, aiming to ensure justice, needs to be simplified for the common man

Before moving on, let me ask: Are the goals of your sales team and each member of it clear? Do all members of your sales team understand what is expected of them and how they’ll be evaluated? What processes are in place to monitor progress against specific goals? How are you creating a results-focused culture in your organization?

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IRCC Updates Guidance on Intra-Company Transferees Amid Canadian Immigration Changes: ESSE India Insights On October 3, Immigration, Citizenship, and Refugees Canada (IRCC) introduced updated guidelines concerning Intra-Company Transferees (ICTs) under Canada's International Mobility Program. These updates are especially relevant for foreign nationals looking to transfer within multinational corporations to Canadian branches, as they clarify the criteria for eligibility and the assessment of specialized knowledge. For individuals pursuing, including those engaging in work programs like the Global Talent Stream Canada, these changes have significant implications. These updates align with IRCC’s broader objective to decrease the proportion of temporary residents in Canada over the next three years. This is particularly important for those seeking assistance from Canada immigration consultants, especially those based in India, who are providing services for Canada PR consultancy. Key Changes to the Intra-Company Transferee Program The IRCC has refined the ICT program under section R205(a) of Canadian Interests – Significant Benefit. Transfers must now originate from an established foreign enterprise of a multinational corporation (MNC). The updates also clarify the definition of “specialized knowledge,” which is crucial for foreign workers applying for such roles. Furthermore, all ICT instructions have been consolidated onto a single page, streamlining the process for applicants and immigration consultants alike. These changes don’t just affect ICT applicants but also extend to broader implications for those navigating the Canada PR process, including individuals using Canada immigration consultants in India or from other locations. Those applying through programs such as bcpnp, provincial nomination, or even looking to work and study in Canada for free should take these updates into consideration. Free Trade Agreements and the International Mobility Program The updates also encompass free trade agreements related to ICTs, including the Canada–United States–Mexico Agreement, Canada–Korea Free Trade Agreement, and Canada–European Union: Comprehensive Economic and Trade Agreement. These agreements simplify the Canada PR procedure for skilled workers, often allowing them to bypass the requirement for a Labour Market Impact Assessment (LMIA), which can be time-consuming. This simplification is beneficial for businesses and foreign nationals navigating the Canadian immigration system. For those considering PR in Australia or Germany through the Global Talent Stream Australia or Global Talent Stream Germany, understanding the differences in immigration policies between countries is vital. As Canada refines its ICT program, both Australia PR and Germany PR processes have their own unique requirements, which can be managed with the help of Australia immigration consultants or Germany immigration consultants. Impacts on Temporary Resident Programs and the Canadian Labour Market In conjunction with the ICT updates, Canada's Temporary Foreign Worker Program (TFWP), which involves LMIA-based work permits, is undergoing significant reforms. IRCC’s new measures aim to reduce temporary residents in Canada from 6.5% to 5% of the total population by 2026. These changes will be especially relevant for foreign nationals seeking permanent residency in Canada and for those applying for Canada Visa Consultancy Services, such as spouse visa consultants or tourist visa ETA applications. Long-Term Outlook for Canadian Immigration Looking ahead, IRCC’s reforms signify a strategic shift in Canada’s immigration framework. Key programs such as the Provincial Nominee Program (PNP), study permits, and post-graduation work permits (PGWPs) will be affected by these changes. For immigrants relying on Canada immigration consultants, staying informed about these updates is essential for making well-informed decisions.

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The essence of tribalism is to be biased in favor of your tribe and against another tribe. To understand tribalism you must therefore understand cognitive biases, which are systemic mental processes that simplify and distort people’s observations and experiences. Most people are familiar with cognitive biases and see them in numerous everyday contexts. Sporting events are a great example, where fans rabidly cheer for their team and, in the process, consistently interpret events (like close calls from the referee) inaccurately in favor of their team (or tribe).

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One of the greatest threats to a democratic organization is for the members to become apathetic and let a small group of the membership do all the work. This creates divisions and promotes authoritarianism. Another threat is for a small group to work secretly behind the scenes to accomplish its own goals or its own agenda and then push it through without the rest of the membership having an input either through discussion or through the investigative process. Such actions cause mistrust and hostility.

To those who fought World War II, it was plain enough that Allied bombs were killing huge numbers of German civilians, that Churchill was fighting to preserve imperialism as well as democracy, and that the bulk of the dying in Europe was being done by the Red Army at the service of Stalin. It is only in retrospect that we begin to simplify experience into myth — because we need stories to live by, because we want to honor our ancestors and our country instead of doubting them. In this way, a necessary but terrible war is simplified into a “good war,” and we start to feel shy or guilty at any reminder of the moral compromises and outright betrayals that are inseparable from every combat. The best history writing reverses this process, restoring complexity to our sense of the past.

If no forces interfere with the process of entry by competitors, profitability will be driven to levels at which efficient firms earn no more than a “normal” return on their invested capital. It is barriers to entry, not differentiation by itself, that creates strategic opportunities.

Three goals are achieved with the JIT purchasing process: inventory is decreased significantly, as are related costs; space management is simplified; and problems must be resolved immediately as they occur.

To ward off these disasters, they spent a whole lot of time trying to keep their gods happy via a number of complex rituals, many involving copious amounts of sex (“the gods wish us to have sex” is the oldest pickup line in the world) and human sacrifice. And whoever happened to be their king was also a god, which simplified the political process quite a lot.