Smarter Faster Better Quotes

There is nothing that you can do to me that my own craziness doesn't do to me smarter and faster and better.

Every choice we make in life is an experiment.

Our culture today is obsessively focused on unrealistically positive expectations: Be happier. Be healthier. Be the best, better than the rest. Be smarter, faster, richer, sexier, more popular, more productive, more envied, and more admired. Be perfect and amazing and crap out twelve-karat-gold nuggets before breakfast each morning while kissing your selfie-ready spouse and two and a half kids goodbye. Then fly your helicopter to your wonderfully fulfilling job, where you spend your days doing incredibly meaningful work that’s likely to save the planet one day. But

The choices that are most powerful in generating motivation, in other words, are decisions that do two things: They convince us we’re in control and they endow our actions with larger meaning.

When people believe they are in control, they tend to work harder and push themselves more. They are, on average, more confident and overcome setbacks faster.

better than me are you kinder than me are you sweeter smarter faster you you you prettier than me stronger than me lonelier than me I want to get to know you better and better

it made our workforce smarter. When you give low-level employees access to information that is generally reserved for high-level executives, they get more done on their own. They work faster without stopping to ask for information and approval. They make better decisions without needing input from the top.

A sense of control can fuel motivation, but for that drive to produce insights and innovations, people need to know their suggestions won’t be ignored, that their mistakes won’t be held against them. And they need to know that everyone else has their back.

When we start a new task, or confront an unpleasant chore, we should take a moment to ask ourselves "why.

Stretch goals, paired with SMART thinking, can help put the impossible within reach.

Motivation is more like a skill, akin to reading or writing, that can be learned and honed. Scientists have found that people can get better at self-motivation if they practice the right way. The trick, researchers say, is realizing that a prerequisite to motivation is believing we have authority over our actions and surroundings. To

Question yourself every day. Ask yourself: Who am I? What have I learned? What have I created? What forward progress have I made? Who have I helped? What am I doing to improve myself—today? To get better, faster, stronger, healthier, smarter?

Determined and focused people tend to work harder and get tasks done more promptly. They stay married longer and have deeper networks of friends. They often have higher-paying jobs. But this questionnaire is not intended to test personal organization. Rather, it’s designed to measure a personality

You need to know that you are a real person, that this thing happening to you is not something you are making happen—because when I was a child I thought I was doing it. I thought that if only I were a little better, a little smarter, a little meaner, a little faster, or maybe even a better Christian, none of those terrible things would be happening.

No one can predict tomorrow with absolute confidence. But the mistake some people make is trying to avoid making any predictions because their thirst for certainty is so strong and their fear of doubt too overwhelming. If

Doing better is creativity, doing faster is creativity, doing smarter is creativity, doing right is creativity.

People who believe they have authority over themselves often live longer than their peers. This instinct for control is so central to how our brains develop that infants, once they learn to feed themselves, will resist adults’ attempts at control even if submission is more likely to get food into their mouths.

The shortcut is a lie. The hack doesn’t get you there. And if you want to take the easy road, it won’t take you to where you want to be: Stronger. Smarter. Faster. Healthier. Better. FREE.

When filmmakers get stuck at Disney, it’s referred to as spinning. “Spinning occurs because you’re in a rut and can’t see your project from different perspectives anymore,” said Ed Catmull.

The reason why we need both stretch goals and SMART goals is that audaciousness, on its own, can be terrifying. It’s often not clear how to start on a stretch goal. And so, for a stretch goal to become more than just an aspiration, we need a disciplined mindset to show us how to turn a far-off objective into a series of realistic short-term aims.

Messenger molecules—known as peptides, which were known to send and register information around the brain—are also in organs throughout your body, including your intestines, stomach, heart, liver, kidneys, and spine. These organs also send and register information.

You don’t lack motivation; you lack confidence in success—and that drives your motivation elsewhere, to avoid the feeling or the fear.

By developing a habit of telling ourselves stories about what’s going on around us, we learn to sharpen where our attention goes. These

The paradox of learning how to make better decisions is that it requires developing a comfort with doubt. There

That’s why they asked each other questions starting with “why.” Make a chore into a meaningful decision, and self-motivation will emerge.

Self-motivation becomes easier when we see our choices as affirmations of our deeper values and goals. That

Prereading is a game changer. It changed my life...Everyone is smarter when they have seen the material before. You will be too.

Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive.

Our culture today is obsessively focused on unrealistically positive expectations: Be happier. Be healthier. Be the best, better than the rest. Be smarter, faster, richer, sexier, more popular, more productive, more envied, and more admired. Be perfect and amazing and crap out twelve-karat-gold nuggets before breakfast each morning while kissing your selfie-ready spouse and two and a half kids goodbye. Then fly your helicopter to your wonderfully fulfilling job, where you spend your days doing incredibly meaningful work that’s likely to save the planet one day.

Our culture today is obsessively focused on unrealistically positive expectations: Be happier. Be healthier. Be the best, better than the rest. Be smarter, faster, richer, sexier, more popular, more productive, more envied, and more admired. Be perfect and amazing and crap out twelve-karat-gold nuggets before breakfast each morning while kissing your selfie-ready spouse and two and a half kids goodbye. Then fly your helicopter to your wonderfully fulfilling job, where you spend your days doing incredibly meaningful work that’s likely to save the planet one day. But when you stop and really think about it, conventional life advice—all the positive and happy self-help stuff we hear all the time—is actually fixating on what you lack.

If you want to make yourself more sensitive to the small details in your work, cultivate a habit of imagining, as specifically as possible, what you expect to see and do when you get to your desk. Then you’ll be prone to notice the tiny ways in which real life deviates from the narrative inside your head. If you want to become better at listening to your children, tell yourself stories about what they said to you at dinnertime last night. Narrate your life, as you are living it, and you’ll encode those experiences deeper in your brain. If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head.

Creativity is just connecting things,” Apple cofounder Steve Jobs said in 1996. “When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while. That’s because they were able to connect experiences they’ve had and synthesize new things. And the reason they were able to do that was that they’ve had more experiences or they have thought more about their experiences than other people.” People become creative brokers, in other words, when they learn to pay attention to how things make them react and feel. “Most people are too narrow in how they think about creativity,” Ed Catmull, the president of Disney Animation, told me. “So we spend a huge amount of time pushing people to go deeper, to look further inside themselves, to find something that’s real and can be magical when it’s put into the mouth of a character on a screen. We all carry the creative process inside us; we just need to be pushed to use it sometimes.

If you can link something hard to a choice you care about, it makes the task easier, Quintanilla's drill instructors had told him. That's why they asked each other questions starting with "why." Make a chore into a meaningful decision, and self-motivation will emerge.

Leaders should not interrupt teammates during conversations, because that will establish an interrupting norm. They should demonstrate they are listening by summarizing what people say after they said it. They should admit what they don’t know. They shouldn’t end a meeting until all team members have spoken at least once. They should encourage people who are upset to express their frustrations, and encourage teammates to respond in nonjudgmental ways. They should call out intergroup conflicts and resolve them through open discussion.

When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while. That’s because they were able to connect experiences they’ve had and synthesize new things. And the reason they were able to do that was that they’ve had more experiences or they have thought more about their experiences than other people.” People become creative brokers, in other words, when they learn to pay attention to how things make them react and feel.

that the biggest part of the struggle as a child is about trying to believe you are not the monster you are being told you are. You need to know that you are a real person, that this thing happening to you is not something you are making happen—because when I was a child I thought I was doing it. I thought that if only I were a little better, a little smarter, a little meaner, a little faster, or maybe even a better Christian, none of those terrible things would be happening.

Project Oxygen found that a good manager (1) is a good coach; (2) empowers and does not micromanage; (3) expresses interest and concern in subordinates’ success and well-being; (4) is results oriented; (5) listens and shares information; (6) helps with career development; (7) has a clear vision and strategy; (8) has key technical skills.

People who wanted to challenge the status quo didn’t get to have temper tantrums. They had to be smarter, and calmer, and faster, and better. Beyond reproach, beyond critique. As perfect as a human being could be, because you could whine about fair and unfair all you wanted, but at the end of the day, you did the extra work or you failed.

The past decade has seen an explosion of research into the science of high-intensity interval training, better known by its acronym, HIIT, pronounced “hit.

People who know how to manage their attention and who habitually build robust mental models tend to earn more money and get better grades.

Narrate your life, as you are living it, and you’ll encode those experiences deeper in your brain.

Models help us choose where to direct our attention, so we can make decisions, rather than just react.

To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge.

No one was pulling andon cords or making suggestions because no one was eager to cost the factory $15,000 a minute. No one was sure it wouldn’t cost them their job. A

Shorter meetings lead to better results. Focus on the essentials and cut the fluff.

Doing better is creativity, doing faster is creativity, doing smarter is creativity, doing right is creativity. doing Exclusive is creating identity.

Psychologists have a phrase for this kind of habitual forecasting: “creating mental models.”26 Understanding how people build mental models has become one of the most important topics in cognitive psychology.27 All people rely on mental models to some degree. We all tell ourselves stories about how the world works, whether we realize we’re doing it or not. But

Those donuts aren’t food. THEY ARE POISON. Same with the chocolate chip cookies, the double Dutch chocolate cake, the can of soda, the bag of potato chips, and the pretzel-wrapped hot dogs. All that junk isn’t food. It doesn’t fuel you. It kills you. It literally kills you. It isn’t going to make you stronger, faster, healthier, smarter, or better. It’s going to do the opposite.

The best entrepreneurs are acutely conscious of the risks that come from only talking to people who have succeeded,” said Don Moore, the Berkeley professor who participated in the GJP and who also studies the psychology of entrepreneurship. “They are obsessed with spending time around people who complain about their failures, the kinds of people the rest of us usually try to avoid.

In an interview, the nurse manager explains that a ‘certain level of error will occur’ so a ‘nonpunitive environment’ is essential to deal with this error productively,” Edmondson wrote. “There is an unspoken rule here to help each other and check each other,” a nurse told Edmondson’s assistant. “People feel more willing to admit to errors here, because the nurse manager goes to bat for you.

By lunchtime, everyone inside the factory had heard the story. The next day, andon cords were pulled more than a dozen times. The next week, more than two dozen times. A month later, the plant was averaging nearly a hundred pulls a day. The

The main problem with Sentinel, Fulgham believed, was that the bureau—like many big organizations—had tried to plan everything in advance. But creating great software requires flexibility. Problems pop up unexpectedly and breakthroughs are unpredictable.

If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head. Companies say such tactics are important in all kinds of settings, including if you’re applying for a job or deciding whom to hire. The candidates who tell stories are the ones every firm wants. “We look for people who describe their experiences as some kind of a narrative,” Andy Billings, a vice president at the video game giant Electronic Arts, told me. “It’s a tip-off that someone has an instinct for connecting the dots and understanding how the world works at a deeper level. That’s who everyone tries to get.” III.

Internal locus of control has been linked with academic success, higher self-motivation and social maturity, lower incidences of stress and depression, and longer life span,” a team of psychologists wrote in the journal Problems and Perspectives in Management in 2012.

Productivity, put simply, is the name we give our attempts to figure out the best uses of our energy, intellect, and time as we try to seize the most meaningful rewards with the least wasted effort. It’s a process of learning how to succeed with less stress and struggle. It

We all have a natural proclivity to be optimistic, to ignore our mistakes and forget others’ tiny errors. But making good predictions relies on realistic assumptions, and those are based on our experiences. If we pay attention only to good news, we’re handicapping ourselves.

the Harvard researchers wrote.24 In 1985, Car and Driver magazine printed an issue with the cover line “Hell Freezes Over,” announcing NUMMI’s accomplishments. The worst auto factory on earth had become one of the most productive plants in existence, using the same workers as before. Then,

You can’t delegate thinking,” de Crespigny told me. “Computers fail, checklists fail, everything can fail. But people can’t. We have to make decisions, and that includes deciding what deserves our attention. The key is forcing yourself to think. As long as you’re thinking, you’re halfway home.

Michaels himself, still the show’s executive producer, says the reason why Saturday Night Live has succeeded is because he works hard to force people to become a team. The secret to making that happen, he says, is giving everyone a voice and finding people willing to be sensitive enough to listen to one another.

The problem with many to-do lists is that when we write down a series of short-term objectives, we are, in effect, allowing our brains to seize on the sense of satisfaction that each task will deliver. We are encouraging our need for closure and our tendency to freeze on a goal without asking if it’s the right aim.

He had spoken to me before he went onstage. “There’s a myth we all carry inside our head,” Bock said. “We think we need superstars. But that’s not what our research found. You can take a team of average performers, and if you teach them to interact the right way, they’ll do things no superstar could ever accomplish.

Timothy Pychyl, a psychologist at Carleton University, told me. “But when people say things like ‘I sometimes write down easy items I can cross off right away, because it makes me feel good,’ that’s exactly the wrong way to create a to-do list. That signals you’re using it for mood repair, rather than to become productive.” The

The more aerobically fit you are, the better your heart can pump blood, the longer it takes you to get out of breath, and the farther and faster you’re able to bike or run or swim. One more thing: It also happens to be the form of fitness that helps you live longer and live better by reducing your chances of developing ailments like cardiovascular disease and diabetes.

Cognitive tunneling and reactive thinking occur when our mental spotlights go from dim to bright in a split second. But if we are constantly telling ourselves stories and creating mental pictures, that beam never fully powers down. It’s always jumping around inside our heads. And, as a result, when it has to flare to life in the real world, we’re not blinded by its glare.

This theory suggests how we can help ourselves and others strengthen our internal locus of control. We should reward initiative, congratulate people for self-motivation, celebrate when an infant wants to feed herself. We should applaud a child who shows defiant, self-righteous stubbornness and reward a student who finds a way to get things done by working around the rules.

Build your team. If you are inheriting a team, you need to evaluate, align, and mobilize its members. You likely also need to restructure it to better meet the demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition and beyond.

Motivation is more like a skill, akin to reading or writing, that can be learned and honed. Scientists have found that people can get better at self-motivation if they practice the right way. The trick, researchers say, is realizing that a prerequisite to motivation is believing we have authority over our actions and surroundings. To motivate ourselves, we must feel like we are in control.

Employees work smarter and better when they believe they have more decision-making authority and when they believe their colleagues are committed to their success. A sense of control can fuel motivation, but for that drive to produce insights and innovations, people need to know their suggestions won’t be ignored, that their mistakes won’t be held against them. And they need to know that everyone else has their back. The

To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next.

It is crucial to realize that the AI revolution is not just about computers getting faster and smarter. It is fueled by breakthroughs in the life sciences and the social sciences as well. The better we understand the biochemical mechanisms that underpin human emotions, desires, and choices, the better computers can become in analyzing human behavior, predicting human decisions, and replacing human drivers, bankers, and lawyers.

Without question, paddling fast enough to catch a possibility wave like abundance means we’ll need the most capable versions of ourselves doing the paddling. We’ll need to be better, faster, stronger, smarter. We’ll need intrinsic motivation and incredible cooperation. Our imaginations will have to be deeply engaged; our creative selves operating at their full Picasso. In other words, if we’re interested in forging a future of abundance, then we’re going to need flow.

A lot of poker comes down to luck,” Annie told me. “Just like life. You never know where you’ll end up. When I checked myself into the psych hospital my sophomore year, there’s no way I would have guessed I would end up as a professional poker player. But you have to be comfortable not knowing exactly where life is going. That’s how I’ve learned to keep the anxiety away. All we can do is learn how to make the best decisions that are in front of us, and trust that, over time, the odds will be in our favor.

Productivity isn’t about working more or sweating harder. It’s not simply a product of spending longer hours at your desk or making bigger sacrifices. Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive.

A 1997 study of the consumer product design firm IDEO found that most of the company’s biggest successes originated as “combinations of existing knowledge from disparate industries.” IDEO’s designers created a top-selling water bottle, for example, by mixing a standard water carafe with the leak-proof nozzle of a shampoo container. The power of combining old ideas in new ways also extends to finance, where the prices of stock derivatives are calculated by mixing formulas originally developed to describe the motion of dust particles with gambling techniques. Modern bike helmets exist because a designer wondered if he could take a boat’s hull, which can withstand nearly any collision, and design it in the shape of a hat. It even reaches to parenting, where one of the most popular baby books—Benjamin Spock’s The Common Sense Book of Baby and Child Care, first published in 1946—combined Freudian psychotherapy with traditional child-rearing techniques. “A lot of the people we think of as exceptionally creative are essentially intellectual middlemen,” said Uzzi. “They’ve learned how to transfer knowledge between different industries or groups. They’ve seen a lot of different people attack the same problems in different settings, and so they know which kinds of ideas are more likely to work.” Within sociology, these middlemen are often referred to as idea or innovation brokers. In one study published in 2004, a sociologist named Ronald Burt studied 673 managers at a large electronics company and found that ideas that were most consistently ranked as “creative” came from people who were particularly talented at taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else.

The night before a biochemistry class, I read the last year's lecture notes. I look at the pictures in the book. Now, I've got the general concept. Sure...There's a couple of details to fill in and a a few things to memorize. But that's no big deal. I've got the big picture, and that's all I need. Bring it on professor, I'm ready. That's right. The next day, I'm a goalie sitting in the front row. "Nothin gets past me." My ability to comprehend a biochemistry lecture just went from 30% to 95%. I went on to score 780 out of a possible 800 on the medical school boards exam in biochemistry. Given that the 99th percentile began around 690, this was one of the highest scores in the USA, perhaps the highest.

Joe, please,” Toyoda said. Then he stepped over, took Joe’s hand in his own and guided it to the andon cord, and together they pulled. A flashing light began spinning. When the chassis reached the end of Joe’s station without the taillight correctly in place, the line stopped moving. Joe was shaking so much, he had to hold his crowbar with both hands. He finally got the taillight positioned and, with a terrified glance at his bosses, reached up and pulled the andon cord, restarting the line. Toyoda faced Joe and bowed. He began speaking in Japanese. “Joe, please forgive me,” a lieutenant translated. “I have done a poor job of instructing your managers of the importance of helping you pull the cord when there is a problem. You are the most important part of this plant. Only you can make every car great. I promise I will do everything in my power to never fail you again.

The Toyota Production System unlocked employees’ capacity to suggest innovations by giving them more control. The Disney system does something different. It forces people to use their own emotions to write dialogue for cartoon characters, to infuse real feelings into situations that, by definition, are unreal and fantastical. This method is worth studying because it suggests a way that anyone can become an idea broker: by drawing on their own lives as creative fodder. We all have a natural instinct to overlook our emotions as creative material. But a key part of learning how to broker insights from one setting to another, to separate the real from the clichéd, is paying more attention to how things make us feel. “Creativity is just connecting things,” Apple cofounder Steve Jobs said in 1996. “When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something.

Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive. We now exist in a world where we can communicate with coworkers at any hour, access vital documents over smartphones, learn any fact within seconds, and have almost any product delivered to our doorstep within twenty-four hours. Companies can design gadgets in California, collect orders from customers in Barcelona, email blueprints to Shenzhen, and track deliveries from anywhere on earth. Parents can auto-sync the family’s schedules, pay bills online while lying in bed, and locate the kids’ phones one minute after curfew. We are living through an economic and social revolution that is as profound, in many ways, as the agrarian and industrial revolutions of previous eras. These advances in communications and technology are supposed to make our lives easier. Instead, they often seem to fill our days with more work and stress. In part, that’s because we’ve been paying attention to the wrong innovations. We’ve been staring at the tools of productivity—the gadgets and apps and complicated filing systems for keeping track of various to-do lists—rather than the lessons those technologies are trying to teach us. There are some people, however, who have figured out how to master this changing world. There are some companies that have discovered how to find advantages amid these rapid shifts. We now know how productivity really functions. We know which choices matter most and bring success within closer reach. We know how to set goals that make the audacious achievable; how to reframe situations so that instead of seeing problems, we notice hidden opportunities; how to open our minds to new, creative connections; and how to learn faster by slowing down the data that is speeding past us.

Here’s how to do it: First, sit down, get comfortable, and close your eyes. Make sure you’re in a position where you can freely expand your lungs. Wim suggests doing this practice right after waking up since your stomach is still empty. Warm up by inhaling deeply and drawing the breath in until you feel a slight pressure. Hold the breath for a moment before exhaling completely, pushing the air out as much as you can. Hold the exhalation for as long as you can, and then repeat this fifteen times. Next, inhale through your nose and exhale through your mouth in short, powerful bursts, as if you’re blowing up a balloon. Pull in your belly when you’re exhaling and let it expand when you inhale. Do this about thirty times, using a steady pace, until you feel that your body is saturated with oxygen. You may feel light-headed or tingly, or you may experience a surge of energy that’s literally electric. Try to get a sense of which parts of your body are overflowing with energy and which ones are lacking it—and where there are blockages between these two extremes. As you continue breathing, send the breath to those blockages. When you’re done, take one more big breath in, filling your lungs to maximum capacity, and then push all of the air out. Hold this for as long as you can and try to feel the oxygen spreading around your body. When you can’t hold it anymore, inhale fully and feel your chest expanding. Hold it again, sending energy where your body needs it. Bonus points if you do what Wim had me do when we demonstrated this technique onstage at our Bulletproof conference—as you are holding your lungs empty, count how many push-ups you can do before you have to breathe again. I got to twenty! It seems impossible, but you can do it, and that short bit of low oxygen forces your body to better deal with lower-oxygen environments. I recommend you research Wim’s work and watch one of his many videos online demonstrating his breathing technique. I don’t think it works as well as mechanically filtering oxygen out of the air you breathe, but the Wim Hof technique is absolutely free, totally portable, and Wim is capable of things I could never do! His breathing method helps your body adapt to bursts of oxygen and puts you more in tune with the way your body uses your breath to create energy. It also makes you more resilient to cold temperatures, but there is evidence that cold temperatures themselves are good for your mitochondria.

We may not recognize how situations within our own lives are similar to what happens within an airplane cockpit. But think, for a moment, about the pressures you face each day. If you are in a meeting and the CEO suddenly asks you for an opinion, your mind is likely to snap from passive listening to active involvement—and if you’re not careful, a cognitive tunnel might prompt you to say something you regret. If you are juggling multiple conversations and tasks at once and an important email arrives, reactive thinking can cause you to type a reply before you’ve really thought out what you want to say. So what’s the solution? If you want to do a better job of paying attention to what really matters, of not getting overwhelmed and distracted by the constant flow of emails and conversations and interruptions that are part of every day, of knowing where to focus and what to ignore, get into the habit of telling yourself stories. Narrate your life as it’s occurring, and then when your boss suddenly asks a question or an urgent note arrives and you have only minutes to reply, the spotlight inside your head will be ready to shine the right way. To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next. If you are a parent, anticipate what your children will say at the dinner table. Then you’ll notice what goes unmentioned or if there’s a stray comment that you should see as a warning sign. “You can’t delegate thinking,” de Crespigny told me. “Computers fail, checklists fail, everything can fail. But people can’t. We have to make decisions, and that includes deciding what deserves our attention. The key is forcing yourself to think. As long as you’re thinking, you’re halfway home.

People like Darlene who are particularly good at managing their attention tend to share certain characteristics. One is a propensity to create pictures in their minds of what they expect to see. These people tell themselves stories about what’s going on as it occurs. They narrate their own experiences within their heads. They are more likely to answer questions with anecdotes rather than simple responses. They say when they daydream, they’re often imagining future conversations. They visualize their days with more specificity than the rest of us do. Psychologists have a phrase for this kind of habitual forecasting: “creating mental models.” Understanding how people build mental models has become one of the most important topics in cognitive psychology. All people rely on mental models to some degree. We all tell ourselves stories about how the world works, whether we realize we’re doing it or not. But some of us build more robust models than others. We envision the conversations we’re going to have with more specificity, and imagine what we are going to do later that day in greater detail. As a result, we’re better at choosing where to focus and what to ignore. The secret of people like Darlene is that they are in the habit of telling themselves stories all the time. They engage in constant forecasting. They daydream about the future and then, when life clashes with their imagination, their attention gets snagged. That helps explain why Darlene noticed the sick baby. She was in the habit of imagining what the babies in her unit ought to look like. Then, when she glanced over and the bloody Band-Aid, distended belly, and mottled skin didn’t match the image in her mind, the spotlight in her head swung toward the child’s bassinet. Cognitive tunneling and reactive thinking occur when our mental spotlights go from dim to bright in a split second. But if we are constantly telling ourselves stories and creating mental pictures, that beam never fully powers down. It’s always jumping around inside our heads. And, as a result, when it has to flare to life in the real world, we’re not blinded by its glare.

Washington University found that adding a single extra gene dramatically boosted a mouse’s memory and ability. These “smart mice” could navigate mazes faster, remember events better, and outperform other mice in a wide variety of tests. They were dubbed “Doogie mice,” after the precocious character on the TV show Doogie Howser, M.D. Dr. Tsien began by analyzing the gene NR2B, which acts like a switch controlling the brain’s ability to associate one event with another. (Scientists know this because when the gene is silenced or rendered inactive, mice lose this ability.) All learning depends on NR2B, because it controls the communication between memory cells of the hippocampus. First Dr. Tsien created a strain of mice that lacked NR2B, and they showed impaired memory and learning disabilities. Then he created a strain of mice that had more copies of NR2B than normal, and found that the new mice had superior mental capabilities. Placed in a shallow pan of water and forced to swim, normal mice would swim randomly about. They had forgotten from just a few days before that there was a hidden underwater platform. The smart mice, however, went straight to the hidden platform on the first try. Since then, researchers have been able to confirm these results in other labs and create even smarter strains of mice. In 2009, Dr. Tsien published a paper announcing yet another strain of smart mice, dubbed “Hobbie-J” (named after a character in Chinese cartoons). Hobbie-J was able to remember novel facts (such as the location of toys) three times longer than the genetically modified strain of mouse previously thought to be the smartest. “This adds to the notion that NR2B is a universal switch for memory formation,” remarked Dr. Tsien. “It’s like taking Michael Jordon and making him a super Michael Jordan,” said graduate student Deheng Wang. There are limits, however, even to this new mice strain. When these mice were given a choice to take a left or right turn to get a chocolate reward, Hobbie-J was able to remember the correct path for much longer than the normal mice, but after five minutes he, too, forgot. “We can never turn it into a mathematician. They are rats, after all,” says Dr. Tsien. It should also be pointed out that some of the strains of smart mice were exceptionally timid compared to normal mice. Some suspect that, if your memory becomes too great, you also remember all the failures and hurts as well, perhaps making you hesitant. So there is also a potential downside to remembering too much.

What was the very FIRST GAME Mario appeared in? a) Super Mario Bros. b) Donkey Kong c) Super Smash Bros. d) Super Mario World. What is the newest Mario game out today? a) New Super Mario Bros. b) Super Mario Galaxy. What does Luigi say when he wins a race on Mario Cart 64? What is Mario’s last name? a) Costanza b) Italiano c) Mario d) Luigi. Who is the LAST person you play in Mario Party 3 (64 version)? a) Millennium Star b) Waluigi c) Daisy d) Bowser. Correct answers: b b Letsa go (let’s go, here we go) c a. Results: 0 out of 5 – did you play any Mario game at all? The game itself isn’t very complicated. Start playing and you’ll definitely get a higher score. Right now, this is bad. These answers make Mario question his own abilities to do something right. 1 out of 5 – you have probably played Mario games, when someone made you. Come on, you can do way better than this. Even Koopas can get a higher score and you’re way smarter than them. Plus, Princess Peach is most certainly not impressed with this score. 2 out of 5 – well, you’re not totally bad, but you’re also far away from an expert. Let’s just assume you hurried to answer as faster as possible and you made a couple of mistakes. You know what they say, everything gets better with practice. 3 out of 5 – you’re in the middle; still a long way to go to become an expert, but you’re not an amateur at the same time. However, Princess Peach doesn’t want someone who’s going to be happy being “in the middle”. What does this tell you? To do your best, achieve a greater score and, of course, to improve your overall game style as well. 4 out of 5 – very good. You are just one step away from being an expert. If you continue like this, you would be able to do a better job than Mario. You know the game quite well and you would gladly go on an adventure in Super Mario style. 5 out of 5 – expert. Congratulations! You love the game, your favorite pastime is playing Super Mario and let’s face it; you’d give Mario run for his money. You know the game “inside and out” and unlike Mario, you’d actually find princess in the right castle. But, don’t let this get into your head. Always strive to do better. Conclusion Thank you again for downloading this book!  I hope you find the third volume of Super Mario joke book as equally entertaining as previous two volumes. In case you haven’t read Super Mario joke book volumes 1 and 2, this is the perfect opportunity to get those books and see what jokes, memes, and other useful and entertaining info you missed out on. Throughout this book, you got to see various jokes, memes, comics, and read about interesting Mario fun facts you didn’t know before. Besides that, the book also included quiz where you had the opportunity to test your knowledge of Mario games. Hopefully, you got the top score and even if you didn’t, you can always retake the test. This joke book is ideal for all people who love Super Mario and it’s impossible to hate this little, chubby guy. With good humor, funny memes, interesting comics, and special Princess Peach section, this book is everything you need whenever you feel sad, bored, or in the mood for a good laugh. I hope this book was able to help you understand the importance of Super Mario as well as to understand

Studies have shown that a concept known as spaced repetition is far more effective for learning and memory than daily rote memorization. This means the brain is like a muscle, and it simply needs time to recover and make neural connections for the information that you’ve consumed. It also means that if you overdo it and burn out, you are wasting time by attempting to learn more than your brain can handle at the time. Then, you encounter the phenomenon where you are reading the same paragraph over and over and don’t comprehend it. Finally, it places an emphasis on memorization versus understanding and analysis, the latter of which is what will help information stick in your brain the best. More isn’t better; smarter is better.

The problem is that taking too much of a low-budget internal magnesium supplement can have you sprinting to the bathroom faster than Usain Bolt. Magnesium actually pulls more water to your bowels, which can lead to one or many unexpected bathroom breaks. In layman’s terms: You might end up with disaster pants.

The trick, researchers say, is realizing that a prerequisite to motivation is believing we have authority over our actions and surroundings. To motivate ourselves, we must feel like we are in control.

That’s how our mind learns and remembers how good it feels to be in control. And unless we practice self-determination and give ourselves emotional rewards for subversive assertiveness, our capacity for self-motivation can fade.

If you can link something hard to a choice you care about, it makes the task easier, Quintanilla’s drill instructors had told him. That’s why they asked each other questions starting with “why.” Make a chore into a meaningful decision, and self-motivation will emerge.

The choices that are most powerful in generating motivation, in other words, are decisions that do two things: They convince us we’re in control and they endow our actions with larger meaning. Choosing to climb a mountain can become an articulation of love for a daughter. Deciding to stage a nursing home insurrection can become proof that you’re still alive. An internal locus of control emerges when we develop a mental habit of transforming chores into meaningful choices, when we assert that we have authority over our lives.

bottles. But the shy recruit beamed as he was praised. “I hand out a number of compliments, and all of them are designed to be unexpected,” said Sergeant Dennis Joy, a thoroughly intimidating drill instructor who showed me around the Recruit Depot one day. “You’ll never get rewarded for doing what’s easy for you. If you’re an athlete, I’ll never compliment you on a good run. Only the small guy gets congratulated for running fast. Only the shy guy gets recognized for stepping into a leadership role. We praise people for doing things that are hard. That’s how they learn to believe they can do them.

In the years before Julia joined the group, People Analytics had determined that Google needed to interview a job applicant only four times to predict, with 86 percent confidence, if they would be a good hire. The division had successfully pushed to increase paid maternity leave from twelve to eighteen weeks because computer models indicated that would reduce the frequency of new mothers quitting by 50 percent.

Julia’s study group at Yale, for instance, felt draining because the norms—the tussles over leadership, the pressure to constantly demonstrate expertise, the tendency to critique—had put her on guard. In contrast, the norms of her case competition team—enthusiasm for one another’s ideas, withholding criticisms, encouraging people to take a leadership role or hang back as they wanted—allowed everyone to be friendly and unconstrained. Coordination was easy.

We call it ‘psychological safety,’ ” she said. Psychological safety is a “shared belief, held by members of a team, that the group is a safe place for taking risks.” It is “a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up,” Edmondson wrote in a 1999 paper. “It describes a team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves.

This, ultimately, is one of the most important secrets to learning how to make better decisions. Making good choices relies on forecasting the future. Accurate forecasting requires exposing ourselves to as many successes and disappointments as possible.

Information blindness occurs because of the way our brain’s capacity for learning has evolved. Humans are exceptionally good at absorbing information—as long as we can break data into a series of smaller and smaller pieces. This process is known as “winnowing” or “scaffolding.” Mental scaffolds are like file cabinets filled with folders that help us store and access information when the need arises.

In the previous two decades, as NUMMI’s success had become better known, executives in other industries had started adapting the Toyota Production System philosophy to other industries. In 2001, a group of computer programmers had gathered at a ski lodge in Utah to write a set of principles, called the “Manifesto for Agile Software Development,” that adapted Toyota’s methods and lean manufacturing to how software was created.

I needed to write out my goals—but in a way that forced me to identify my stretch objectives and my SMART aims. So I began writing to-do lists, and at the top of each one, I wrote my overarching ambition, what I was working toward in the long term.

Every person in an organization has the right to be the company’s top expert at something,” John Shook, who trained Madrid as one of Toyota’s first Western employees, told me. “If I’m attaching mufflers or I’m a receptionist or a janitor, I know more about exhaust systems or receiving people or cleaning offices than anyone else, and it’s incredibly wasteful if a company can’t take advantage of that knowledge. Toyota hates waste. The system was built to exploit everyone’s expertise.

There is significant evidence, however, that Bonin was in the grip of what’s known as “cognitive tunneling”—a mental glitch that sometimes occurs when our brains are forced to transition abruptly from relaxed automation to panicked attention.

to see the future as multiple possibilities rather than one predetermined outcome; to identify what you do and don’t know; to ask yourself, which choice gets you the best odds? Fortune-telling isn’t real. No one can predict tomorrow with absolute confidence. But the mistake some people make is trying to avoid making any predictions because their thirst for certainty is so strong and their fear of doubt too overwhelming. If