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.

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

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

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

Buy Verified Payeer Accounts In today’s fast-paced digital world, having a reliable payment solution is essential for both personal and business transactions. Enter Payeer—a versatile platform that allows users to send and receive money across borders with ease. However, not all accounts are created equal. That’s where verified Payeer accounts come into play. These accounts offer enhanced security, increased transaction limits, and added credibility in online dealings. If you want to know more information, contact us – ➤ WhatsApp: +14435096094 ➤ Telegram: @bestusit ➤ Skype: bestusit ➤ Email: bestusit@gmail.com Are you considering whether to buy verified Payeer accounts? You’re not alone! Many individuals and businesses are turning toward this option to simplify their financial dealings while ensuring safety and efficiency. Whether you need an account for trading or e-commerce purposes, understanding the ins and outs of these verified accounts can empower your financial decisions. Join us as we delve deeper into what makes verified Payeer accounts a solid choice for anyone looking to enhance their digital finance game! Buy Verified Payeer Accounts – 100% Safe & Old or New. When you choose to buy verified Payeer accounts, safety is paramount. These accounts undergo rigorous verification processes, ensuring that your financial transactions are protected against fraud and unauthorized access. You can select from a variety of accounts—whether old or new—based on your preferences. Older accounts often come with established transaction histories, which can be beneficial for those looking to build credibility quickly in the digital marketplace. Newer accounts offer fresh starts while still being fully functional and secure. Investing in a verified account not only streamlines your financial activities but also provides peace of mind. Knowing that each transaction is backed by a trusted platform allows users to focus on their goals without worrying about potential risks involved in online payments. What are Verified Payeer Accounts? Verified Payeer accounts are digital wallets that have undergone a thorough verification process. This ensures the identity of the account holder is confirmed, providing an extra layer of security. These accounts enable users to send, receive, and exchange various currencies with ease. Whether it's fiat or cryptocurrency, verified accounts offer flexibility in transactions. Having a verified status also enhances trustworthiness among peers and businesses. It signals that you are a legitimate user ready for secure financial interactions. Moreover, these accounts often come with additional features like increased transaction limits and better customer support options. Verified users can navigate international transactions without hiccups. In essence, a verified Payeer account opens doors to smoother operations in the online payment landscape. Is it legal to buy verified Payeer accounts? The legality of buying verified Payeer accounts is a gray area. It largely depends on the laws in your country and how you plan to use the account. In many regions, purchasing such accounts can be seen as a violation of the terms of service set by Payeer. This could lead to account suspension or even legal actions against buyers and sellers alike. However, some users engage in this practice without facing immediate consequences. They often argue that it’s just a means to access better transaction capabilities or security features. Before making any decisions, it’s crucial to research local regulations thoroughly. Understanding both risks and benefits will help you navigate this complex landscape more effectively. Always prioritize secure practices when dealing with financial transactions online. Why Buy Verified Payeer Accounts? Buying verified Payeer accounts opens the door to countless opportunities in online transactions. With a verified accoun

As a result of my experience on that summer day as well as similar experiences I’ve seen repeated many times, I have some advice for you: If you’re getting rid of things to simplify your lifestyle, don’t try selling them. It’s not worth the trouble. Selling everything brings extra burden and stress to the minimizing process.

Inverting the Problem: Think about problems in reverse. It is not enough to think about them one way. You need to think about problems forward and backward, which forces you to uncover hidden beliefs about the problem you are trying to solve. For instance, instead of thinking about what would make a good life, think about what would make your life miserable, and then avoid those things. Or here’s another example. Do you want to be a good leader? If so, then think about all of the bad leaders you’ve met in your life and list the reasons why they were bad. Think about the ways you don’t want to be like those bad leaders, and you’ll be more likely to succeed at being a good leader. Second- and Subsequent-Order Thinking: Ask yourself, “And then what?” First-order thinkers stay on the surface. They tend to look for things that are easy and simple. Second-order thinkers don’t accept the first conclusion. They go deeper and push harder. Have you ever been in a meeting where a good idea is suggested, everyone agrees on it, and then that’s the end of the discussion? No one asks deeper questions. No one goes to the next level. No one asks what will happen if new problems arise. Second-order thinking is hard work. The Map Is Not the Territory: Our minds create maps of our world in order to understand it, because the only way we can process the complexity of everything is to simplify it in our minds. Businesses use maps all the time. These are the strategic plans, the budgets, even profit and loss statements. And we can’t avoid them. We need to use maps in order to pass information around in an easily digestible way. Sometimes, in fact, we are so reliant on simplification that we will frequently use an incorrect model because we feel any model is preferable to no model.

But the experiment made me ask questions and learn a lot about the process. When we broke a couple of drinking glasses, I had to figure out how best to dispose of them: landfill or recycling? My searches on the Internet did not unanimously answer my questions and leaned toward sending them to the landfill, but I wanted to know for sure. It took visiting two different recycling centers, contacting twenty-one people, and shipping pieces of broken glassware to my glass recycler (tracking him down was not easy) to find out that my drinking glasses were recyclable after all (crystal ones are not, because they melt at a different temperature than most glass). I am not suggesting that you too put your glass in the bin (please first check with your local jurisdiction), but that you realize how complicated the system is, and reflect on the fact that for recycling to be successful, finding answers should be easy.

I have found rotting to be a revelation. The whole process has opened my eyes and helped me understand the simple workings of the natural world. I cannot get over the fact that I can grow an herb on my deck (with compost), feed its stalk to my worms, use their castings to grow more herbs, and use their “compost tea” to boost the growth of my houseplants, which in turn improve our home’s air quality by absorbing pollutants such as formaldehyde and benzene. Their trimmings, along with the dust bunnies that I sweep, will also get composted and benefit the environment. Rotting represents the kind of big closed-loop waste cycle upon which our manufacturing model should have been based from the beginning.

The price that you paid for the item that you are now recycling was worth every penny if you take away better consumption habits from the decluttering process.

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Activities to Develop the Auditory System Simplify your language. Speak slowly, shorten your comments, abbreviate instructions, and repeat what you have said. Reinforce verbal messages with gestural communication: facial expressions, hand movements, and body language. Talk to your child while she dresses, eats, or bathes, to teach her words and concepts, such as nouns (sunglasses, casserole), body parts (thumb, buttocks), prepositions (around, through), adjectives (juicy, soapy), time (yesterday, later), categories (vegetables/fruits), actions (zip, scrub), and emotions (pleased, sorry). Share your own thoughts. Model good speech and communication skills. Even if the child has trouble responding verbally, she may understand what you say. Take the time to let your child respond to your words and express his thoughts. Don’t interrupt, rush, or pressure him to talk. Be an active listener. Pay attention. Look your child in the eye when she speaks. Show her that her thoughts interest you. Help your child communicate more clearly. If you catch one word, say, “Tell me more about the truck.” If you can’t catch his meaning, have him show you by gesturing. Reward her comments with smiles, hugs, and verbal praise, such as, “That’s a great idea!” Your positive feedback will encourage her to strive to communicate. (Don’t say, “Good talking,” which means little to the child and implies that all you care about is words, rather than the message the child is trying to get across.) Use rhythm and beat to improve the child’s memory. Give directions or teach facts with a “piggyback song,” substituting your words to a familiar tune. Example: To the tune of “Mary Had a Little Lamb,” sing, “Now it’s time to wash your face, Brush your teeth, comb your hair, Now it’s time to put on clothes, So start with underwear!” Encourage your child to pantomime while listening to stories and poems, or to music without words. Read to your child every day!

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The Newspeak of 1984 was inspired largely by the work of the linguist and philosopher C. K. Ogden, who created a simplified version of English that he believed would become a universal language. Early on, Orwell was a proponent of Basic English, as Ogden named it—it satisfied Orwell’s admiration for straightforward, clear language. But in the years just before writing 1984, Orwell came to denounce Basic English as a negative force on nuanced thinking, then caricatured it with the propagandizing Newspeak.

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we can be absolutely sure of a few things about future cities. The cities will not be smaller, simpler or more specialized than cities of today. Rather, they will be more intricate, comprehensive, diversified, and larger than today’s, and will have even more complicated jumbles of old and new things than ours do. The bureaucratized, simplified cities, so dear to present-day city planners and urban designers, and familiar also to readers of science fiction and utopian proposals, run counter to the processes of city

Cheat Sheet   Capture – System for capturing new inputs   • Desk • Phone • Email     Action steps   1. Set up Capture system   • Designate note-taking process on phone • Create “In-basket” for desk • Clean out email inbox        –Unsubscribe from unnecessary emails        –Create filters for verification messages   2. Set up system for scanning receipts   • Create Evernote Account • Download Scannable • Read tutorial on scanning receipts with Scannable   Filter – Process for simplified decision-making   • Do it • Delegate it • Defer it • Dump it     Action steps   1. Set up a Tickler File   • Purchase and label 43 folders and file holder or • Read tutorial on creating Tickler file in Evernote   2. Set up “Next Actions” list   • Download preferred to-do app (Eg. Wunderlist) • Add necessary lists   3. Set up other useful lists in Evernote   • Download templates for useful lists   4. Opt out of junk mail   Organize – Maintaining your system   • Weekly Review     Action steps   1.    Schedule a time each week for a “Weekly Review” 2. Download “Weekly Planner”       Click here for a printable version of this cheat sheet summary.   Thank You Before you go, I’d like to say “thank you” for purchasing my book. You

User-friendly back-end UI, flexible architecture, and simplified checkout process are some of the outstanding features of this new edition of Magento, Magento 2.x, which are grabbing the attention of store owners.

...I manage to feel guilty one way or another, no matter which purchasing priority wins the day. I've either spent too much, bought cheap processed junk, or I've subsidized the sweat shop industry. Even simplifying can be complicated. GAH!

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The foundation of management is very simple. Managers get paid for one thing and one thing only. They get paid to move numbers. Leaders are rewarded for setting strategic directions that generate better-than-average returns. The best leaders find the right numbers to be moved, decide which direction to move the numbers, how far to move them, and how much to invest in moving them, and establish time frames in which to accomplish the goals. Then they hire the best managers to accomplish their vision.

Since starting my consulting firm in 1976, I have learned that there are two key questions that can unlock the knowledge that is waiting to be discovered: • What is the dumbest thing your company is doing? • What is the most difficult or most time-consuming thing your company is doing? Once you open these doors, the company will be able to take advantage of amazing insights and great ideas. As I pointed out in section I, line people know the

The 12-12-12 Method This simple method allows you to move at a medium pace. You can pick 36 items at once and decide their fate. Divide these items into three parts.  12 things that you need to put away as you are not using them frequently but may have a use for them. 12 things that you can give away as they are still usable but not of great importance for you. 12 things that you simply need to throw away as they hold no use at all.  You can repeat this process as many times as you want in a week. The speed would depend entirely upon you. This process doesn't rush you and you are always in full control.

Through the process, Gilfoy discovered the most fundamental way to overcome the workforce’s inherent fear of simplicity was to explain the link between simplifying processes and expanding the company’s capacity. Simplification was a way to ensure employees could be released from administrative tasks and turn their attention to the company’s strategic priorities and, in the case of Vancity, the member experience. Less time focused on policies and process would make any company more efficient, but only as a side benefit. The real hope was that rapid cycling would empower individual employees to return to the work that matters. As Gilfoy explained, without addressing the fear that people were going to be pink-slipped at the end of the process, “We couldn’t get the same level of participation or the same level of thinking. And we certainly wouldn’t get the same level of output.

Green Card Immigration and Nationalization by Green Card Organization One of the most highly sought-after visa programs ran anywhere in the world is the United State Green Card Lottery program, and for most people around the world, it is a symbol of their dreams come through - one day, to move to America. For this reason, the United State Green Card program is always filled with millions of applicants fighting for a Green Card. However, out of all these people, only about 50,000 people to make the cut yearly. Migration of people from one country to another is mainly for some reasons which range from economic motivations to reuniting with loved ones living abroad. Often in most scenario, for an immigrant to be a citizen of the new country, it is required for such to renounce their homeland and permanently leave their home country. Under the United States legal system, naturalization is the process through which an immigrant acquires U.S. citizenship. This is a major requirement for someone who was not born a citizen of the U.S. and or did not acquire citizenship shortly after birth but wishes to acquire citizenship of the united states. A person who becomes a U.S. citizen through naturalization enjoys all the freedoms and protections of citizenship just like every other citizens of the States, such as the right to vote and be voted for, to hold political offices and register, the right to hold and use a U.S. passport, and the right to serve as a jury in a court of law among other numerous benefits. Year in, year out, people apply from different nations of the world for the Green Card program. However, many people are disqualified from the DV lottery program, because they unsuccessfully submit their applications in a manner that does not comply with the United States governments requirements. It should be noted that The United States of America stands with a core principle of diversity and of giving every different person irrespective of background, race or color the same chances at success and equal opportunities. In order to forestall the rate at which intending immigrants were denied the Green Card, The Green Card Organization was established for the sole aim of providing help for those who desire to immigrate and provide them the best shot at success, and throughout the last 8 years of the existence of the Green Card Organization, the organization have helped countless number of people make their dream come through (their dream of being a part of our incredible country) GOD BLESS AMERICA! It is important to note that a small amount of mistake ranging from inconsistent information supplied or falsified identity in the application forms a major cause for automatic disqualification, therefore, it is crucial and important to make sure that the Green Card application is submitted correctly and timely. A notable remark that ought to be nurtured in the mind of every applicant is that the United States do not take a No for any mistake on your application. Therefore, the Green Card Organization is here to help simplify the processes involved for you and guarantee that your application will be submitted correctly and guarantee you 100% participation. A task that since the inception of the organization, has been their priority and has achieved her success in it at its apex.

Narrative writing about the self is a chiral process, not a symmetrical, achiral process. An object or a system is chiral if a person cannot superpose the object upon its exhibited mirror image. Although narrative writing is an embodiment of the self, human beings’ predilection to simplify data through imposition of a narrative arc over complex sets of data typically leads to an imprecise replication. The only way to avoid the narrative fallacy is by examining the clarity of the story and methodically assessing the narrator’s reliability in collecting, analyzing, presenting facts and the validity of the narrative including the objective aspect, the emotional aspect, social aspect, and moral aspect.

two critical questions to get a very fast snapshot of how effective this particular salesperson is: 1. Can you name for me the new opportunities that are in your pipeline today that were not here when we met last month? In other words, can you tell me what fresh opportunities you have identified or created in the past month? 2. Can you name for me the existing opportunities that you moved forward in the sales process since we reviewed your pipeline together last month?

Ambition left to itself, like the identity of the average billionaire, 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 experienced the actual heartbreak of the journey.

we simplify the process of our thinking as much as possible, using shortcuts when we can, cribbing from past memories if we have them, and ignoring minor details and nuances if they complicate the task.

Many people confuse the terms reuse and recycle, but they differ greatly in terms of conservation. Recycling is best defined as reprocessing a product to give it a new form. Reusing, on the other hand, is utilizing the product in its original manufactured form several times to maximize its usage and increase its useful life, therefore saving the resources otherwise lost through the process of recycling.

Modernizing technology without rationalizing and simplifying the policy and processes it must support seldom works.

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

Marketing psychologist Kit Yarrow notes that customers want five things from a purchasing decision: 1) to feel more in control, 2) to reduce the fear of making a mistake, 3) to simplify the decision process, 4) to offer clear and immediate emotional benefits, and 5) to be free of obstacles. Of these five, she says, customer control is the best “antidote to anxiety.” Anxiety goes far to explain the extraordinary power of customer reviews.

Mohandas K. Gandhi went to South Africa and saw oppression there. Suddenly, he found a higher purpose: the liberation of the oppressed everywhere. With this new singleness of purpose, he eliminated everything else from his life. He called the process “reducing himself to zero.” 1He dressed in his own homespun cloth (khadi) and inspired his followers to do the same. He spent three years not reading any newspapers because he found that their contents added only non-essential confusion to his life. He spent thirty-five years experimenting with simplifying his diet.2 He spent a day each week without speaking. It would be an understatement to say he eschewed consumerism: when he died he owned fewer than ten items.

How can I read it and understand what’s going on in complex texts? I have a two-step process for making this understandable. First, I read through the article, searching for terms and concepts that I don’t understand. I look up these terms, usually by opening new tabs with the searches, both so I won’t lose my place in the original article and have several pages open for reference. My friend and colleague at Stanford, Sam Wineburg, calls this method “lateral reading,” which emphasizes understanding the gestalt by pursuing multiple searches in parallel. Second, it often helps to simplify the text into a form that I understand. That is, I go sentence by sentence (or paragraph by paragraph) rewriting the article in language that I can comprehend. This is a bit slow, but it frequently really helps reduce complicated language into something you can understand. Don’t be intimidated by complex language. Be a bold reader!

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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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Value capture is a process by which we begin with rich and subtle values, encounter simplified versions of them in the social wild, and revise our values in the direction of simplicity—thus rendering them inadequate.

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An aspect of the difference between the two writers was brought home to me in connection with one of Guénon's masterpieces, The Reign of Quantity. I had the privilege of being the first person to read this book which the author gave me chapter by chapter. When it was finished he said: "Now I will write a fair copy of it." But the fair copy proved to be almost identical with the so-called "rough copy", whereas when Schuon wrote a fair copy many changes were made in the process, nor was there any guarantee, to say the least, that the fair copy would not become itself a rough copy for a still fairer copy. Not that he had any difficulty writing, and he himself also 'shot arrows' in his own particular way. But he never simplified, and he was exceedingly conscious of the extreme complexity of the truth on certain planes, nor was he easily satisfied that he had done justice to that complexity. Temenos Academy talk - 14/07/1999

A useful technique for implementing the problem-solving process above is to visualize the problem using a logic tree. A logic tree is a simplified sketch of relationships branching out from left to right.

Achievement is not a guarantee of happiness. But enjoyment distilled from the process is both a guarantee of satisfaction and achievement.

Much of the enjoyment and abundance we’ve been able to discover has been due to our focus and attention on simplifying and de-cluttering our lives. This book is an examination of that process.

Playing Chess Unconsciously For another demonstration of the power of our unconscious vision, consider chess playing. When grand master Garry Kasparov concentrates on a chess game, does he have to consciously attend to the configuration of pieces in order to notice that, say, a black rook is threatening the white queen? Or can he focus on the master plan, while his visual system automatically processes those relatively trivial relations among pieces? Our intuition is that in chess experts, the parsing of board games becomes a reflex. Indeed, research proves that a single glance is enough for any grand master to evaluate a chessboard and to remember its configuration in full detail, because he automatically parses it into meaningful chunks.29 Furthermore, a recent experiment indicates that this segmenting process is truly unconscious: a simplified game can be flashed for 20 milliseconds, sandwiched between masks that make it invisible, and still influence a chess master’s decision.30 The experiment works only on expert chess players, and only if they are solving a meaningful problem, such as determining if the king is under check or not. It implies that the visual system takes into account the identity of the pieces (rook or knight) and their locations, then quickly binds together this information into a meaningful chunk (“black king under check”). These sophisticated operations occur entirely outside conscious awareness.

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