Speed And Efficiency Quotes

Speed and efficiency do not always increase the quality of life.

We are important and our lives are important, magnificent really, and their details are worthy to be recorded. This is how writers must think, this is how we must sit down with pen in hand. We were here; we are human beings; this is how we lived. Let it be known, the earth passed before us. Our details are important. Otherwise, if they are not, we can drop a bomb and it doesn't matter. . . Recording the details of our lives is a stance against bombs with their mass ability to kill, against too much speed and efficiency. A writer must say yes to life, to all of life: the water glasses, the Kemp's half-and-half, the ketchup on the counter. It is not a writer's task to say, "It is dumb to live in a small town or to eat in a café when you can eat macrobiotic at home." Our task is to say a holy yes to the real things of our life as they exist – the real truth of who we are: several pounds overweight, the gray, cold street outside, the Christmas tinsel in the showcase, the Jewish writer in the orange booth across from her blond friend who has black children. We must become writers who accept things as they are, come to love the details, and step forward with a yes on our lips so there can be no more noes in the world, noes that invalidate life and stop these details from continuing.

For scientific discovery, give me Scott; for speed and efficiency of travel, give me Amundsen; but when you are in a hopeless situation, when you are seeing no way out, get down on your knees and pray for Shackleton

The events unfolded with such speed and efficiency that Anderson found himself in a state of shock. His anger with Bevin and McPhearson was quickly replaced with a sense of impending doom. An unbelievable stream of events had taken place since his training exercises in the Pacific.

My friend Chip Ward speaks of “the tyranny of the quantifiable,” of the way what can be measured almost always takes precedence over what cannot: private profit over public good; speed and efficiency over enjoyment and quality; the utilitarian over the mysteries and meanings that are of greater use to our survival and to more than our survival, to lives that have some purpose and value that survive beyond us to make a civilization worth having.

The multiplication of technologies in the name of efficiency is actually eradicating free time by making it possible to maximize the time and place for production and minimize the unstructured travel time in between…Too, the rhetoric of efficiency around these technologies suggests that what cannot be quantified cannot be valued-that that vast array of pleasures which fall into the category of doing nothing in particular, of woolgathering, cloud-gazing, wandering, window-shopping, are nothing but voids to be filled by something more definite, more production, or faster-paced…I like walking because it is slow, and I suspect that the mind, like the feet, works at about three miles an hour. If this is so, then modern life is moving faster than the speed of thought or thoughtfulness.

it is that a meaningful life is not a matter of speed or efficiency. It’s much more a matter of what you do and why you do it, than how fast you get it done.

Speed and efficiency are two different things.

We are now creating tame humans that produce enormous amounts of data and function as very efficient chips in a huge data-processing mechanism, but these data-cows hardly maximize the human potential. Indeed, we have no idea what our full human potential is, because we know so little about the human mind. And yet we don’t invest much in exploring the human mind, instead focusing on increasing the speed of our internet connections and the efficiency of our Big Data algorithms. If we are not careful, we will end up with downgraded humans misusing upgraded computers to wreak havoc on themselves and on the world.

The Central Bank of The Bahamas and the Bahamian people are leading the world in the normalization of digital currency and Blockchain technology as ways to build speed, liquidity, access, efficiency and security into payments.

In managing our transport systems, our governments must constantly negotiate the paradox of mass movement. They must create a system which, for the sake of speed and efficiency, treats us like a herd, constantly prodded and coralled, divided, re-formed and forced into line. At the same time it must grant us the illusion of autonomy.

Psychologists have discovered that the most efficient method is to force yourself to type 10 to 20 percent faster than your comfort pace and to allow yourself to make mistakes. Only by watching yourself mistype at that faster speed can you figure out the obstacles that are slowing you down and overcome them. By bringing typing out of the autonomous stage and back under conscious control, it is possible to conquer the OK plateau.

Efficiency, n. The speed and frictionlessness with which money moves from the poor to the rich.

It’s pretty hard to get to another star system. Alpha Centauri is four light years away, so if you go at 10 per cent of the speed of light, it’s going to take you 40 years, and that’s assuming you can instantly reach that speed, which isn’t going to be the case. You have to accelerate. You have to build up to 20 or 30 per cent and then slow down, assuming you want to stay at Alpha Centauri and not go zipping past. It’s just hard. With current life spans, you need generational ships. You need antimatter drives, because that’s the most mass-efficient. It’s doable, but it’s super slow.

Then there is the curse of multi-tasking. Doing two things at once seems so clever, so efficient, so modern. And yet what it often means is doing two things not very well. Like many people, I read the paper while watching TV—and find that I get less out of both.

Teachers who manage to mobilize all four functions in their students will undoubtedly maximize the speed and efficiency with which their classes can learn.

Fourth of July picnic. And by the way, that picnic, like everything else in this land, is a model of efficiency: you drive at top speed, set up in a previously reserved space, spread out the baskets, bolt your food, kick the ball, and rush home to avoid the traffic. In Chile, a similar project would take three days.

Still another factor is compatibility with vested interests. This book, like probably every other typed document you have ever read, was typed with a QWERTY keyboard, named for the left-most six letters in its upper row. Unbelievable as it may now sound, that keyboard layout was designed in 1873 as a feat of anti-engineering. It employs a whole series of perverse tricks designed to force typists to type as slowly as possible, such as scattering the commonest letters over all keyboard rows and concentrating them on the left side (where right-handed people have to use their weaker hand). The reason behind all of those seemingly counterproductive features is that the typewriters of 1873 jammed if adjacent keys were struck in quick succession, so that manufacturers had to slow down typists. When improvements in typewriters eliminated the problem of jamming, trials in 1932 with an efficiently laid-out keyboard showed that it would let us double our typing speed and reduce our typing effort by 95 percent. But QWERTY keyboards were solidly entrenched by then. The vested interests of hundreds of millions of QWERTY typists, typing teachers, typewriter and computer salespeople, and manufacturers have crushed all moves toward keyboard efficiency for over 60 years.

Sir Winston Churchill rightly said, “Never let a good crisis go to waste.” How we work has changed forever. How we make medicines for patients is changing, and for the better. We are pushing barriers, testing conventional wisdom and the “way things have always been done.” We are adopting digital technologies and sharing data in ways never imagined to this crisis. We are finding new ways to innovate, with increased speed and efficiency.

The model he’d built with his daughter showed that there was no difference between giving a person a vaccine and removing him or her from the social network: in each case, a person lost the ability to infect others. Yet all the expert talk was about how to speed the production and distribution of vaccines. No one seemed to be exploring the most efficient and least disruptive ways to remove people from social networks. “I had this sudden fear,” said Bob. “No one is going to realize what you could do.

By comparison with the terrifying acts of civilized armies of the era, the Mongols did not inspire fear by the ferocity or cruelty of their acts so much as by the speed and efficiency with which they conquered and their seemingly total disdain for the lives of the rich and powerful.

One of the solutions to increasing the resilience of the rural economy is the automation of the rural economy in a sustainable manner. The adoption of a sustainable and inclusive approach to automating the rural economy can enhance efficiency and speed at each stage of the supply chain.

More profoundly, Nihilist "simplification" may be seen in the universal prestige today accorded the lowest order of knowledge, the scientific, as well as the simplistic ideas of men like Marx, Freud, and Darwin, which underlie virtually the whole of contemporary thought and life. We say "life," for it is important to see that the Nihilist history of our century has not been something imposed from without or above, or at least has not been predominantly this; it has rather presupposed, and drawn its nourishment from, a Nihilist soil that has long been preparing in the hearts of the people. It is precisely from the Nihilism of the commonplace, from the everyday Nihilism revealed in the life and thought and aspiration of the people, that all the terrible events of our century have sprung. The world-view of Hitler is very instructive in this regard, for in him the most extreme and monstrous Nihilism rested upon the foundation of a quite unexceptional and even typical Realism. He shared the common faith in "science," "progress," and "enlightenment" (though not, of course, in "democracy"), together with a practical materialism that scorned all theology, metaphysics, and any thought or action concerned with any other world than the "here and now," priding himself on the fact that he had "the gift of reducing all problems to their simplest foundations." He had a crude worship of efficiency and utility that freely tolerated "birth control", laughed at the institution of marriage as a mere legalization of a sexual impulse that should be "free", welcomed sterilization of the unfit, despised "unproductive elements" such as monks, saw nothing in the cremation of the dead but a "practical" question and did not even hesitate to put the ashes, or the skin and fat, of the dead to "productive use." He possessed the quasi-anarchist distrust of sacred and venerable institutions, in particular the Church with its "superstitions" and all its "outmoded" laws and ceremonies. He had a naive trust in the "natural mom, the "healthy animal" who scorns the Christian virtues--virginity in particular--that impede the "natural functioning" of the body. He took a simple-minded delight in modern conveniences and machines, and especially in the automobile and the sense of speed and "freedom" it affords. There is very little of this crude Weltanschauung that is not shared, to some degree, by the multitudes today, especially among the young, who feel themselves "enlightened" and "liberated," very little that is not typically "modern.

In this, humans are similar to other domesticated animals. We have bred docile cows that produce enormous amounts of milk but are otherwise far inferior to their wild ancestors. They are less agile, less curious, and less resourceful.34 We are now creating tame humans that produce enormous amounts of data and function as very efficient chips in a huge data-processing mechanism, but these data-cows hardly maximize the human potential. Indeed, we have no idea what our full human potential is, because we know so little about the human mind. And yet we don’t invest much in exploring the human mind, instead focusing on increasing the speed of our internet connections and the efficiency of our Big Data algorithms. If we are not careful, we will end up with downgraded humans misusing upgraded computers to wreak havoc on themselves and on the world.

blitzscaling is prioritizing speed over efficiency in the face of uncertainty.

Learn to do everything with speed to be efficient and effective

Keep your hands on the break hoods or about a thumb's length from the stem on either side of the bar. You will have more control, breathe easier, and stay loose.

Doing two things at once seems so clever, so efficient, so modern. And yet what it often means is doing two things not very well.

In a cut-and-paste world that celebrates speed, we often mistake convenience for efficiency.

Motivation + preparation and training has given me the ability to hit my flow easily and efficiently. It's real, tangible, and available to you, too.

But once again, you can only move as efficiently as your body allows. Sitting and slumping for hours on end tightens the muscles around the front of the hips and pulls the shoulders forward.

Intimidation (Journeyman I). You have learned that the most efficient method of dealing with people is saying exactly what you want. Honesty is key, and people have learned to respect that! This skill allows you to make new friends, gain better prices at shops, and speed up conversation. Sometimes people will even give you money for no particular reason! +2% chance to make a new friend, gain money, and get better prices per skill rank. Caution, sometimes people are afraid of the truth and will get mad about how friendly you are. They may even call guards to attack you!

The author indicts "our culture's rush toward efficiency, speed, quantification, and distraction" and counters with the value of "the time and attention required to find the best words and images and then hold them together in ways that illuminate. This, she diagnoses, "is now wildly countercultural. It is inefficient. Its value is not readily quantifiable. Its utility is intangible.

I was corrected on how to stir (“from the bottom up, circling, cleaning the sides as you go”), which I assume everyone else knows but which I never seemed to get right. I was corrected on my whisk (“limp wrist, figure eight, hitting four points of the bowl as if it had corners”), which I hadn’t known and which is both efficient and actually rather flash (you can reach exhilarating speeds).

The aerodynamic cowling is totally flexible, calculates its most efficient shape for the current speed and wind conditions, changes its curves accordingly, wraps around you like a nymphomaniacal gymnast.

My friend speaks of the "tyranny of the quantifiable," of the way what can be measured almost always takes precedence over what cannot: private profit over public good; speed and efficiency over enjoyment and quality; the utilitarian over the mysteries and meanings that are of greater use to our survival and to more than our survival, to lives that have some purpose and value that survive beyond us to make a civilization worth having.

Narcissists, on the other hand, lack any chemical empathic response for anyone except themselves. So their whole world revolves around them and anyone they consider part of themselves (such as an obedient child or spouse – who generally realise that if they don’t toe the line they will be cut off with the speed and efficiency of a guillotine). A malignant narcissist takes it one step further in that the narcissist will actively go out of their way to destroy someone they believe has slighted them or not given them the godlike status they feel they deserve.

Ambient sounds, especially with words, occupy about 5-10% of your intellectual bandwidth. By wearing ear protectors, you acoustically isolate yourself. This freed up bandwidth can now be focused on the desired task. It's a great deal. Just put on some earmuffs and you become 5-10% smarter.

Blitzscaling is a strategy and set of techniques for driving and managing extremely rapid growth that prioritize speed over efficiency in an environment of uncertainty. Put another way, it’s an accelerant that allows your company to grow at a furious pace that knocks the competition out of the water.

This was the ideology of the European enlightened despots of the eighteenth century, especially Prussia’s Frederick the Great, who ruled through a meritocratic class of efficient, educated, benevolent bureaucrats, who, more than ordinary citizens, could divine the spirit of the times and knew which way the arc of history bent, so they could speed it along in the right direction.

At low speeds, the effort is primarily aerobic (meaning “with oxygen”), since oxygen is required for the most efficient conversion of stored food energy into a form your muscles can use. Your VO2max reflects your aerobic limits. At higher speeds, your legs demand energy at a rate that aerobic processes can’t match, so you have to draw on fast-burning anaerobic (“without oxygen”) energy sources.

Time. So much of our human experience is bound up in time, I muse. It reflects in our everyday colloquialisms, and drives so much of our activities. Yet this obsession with the passing of the hours is a relatively modern phenomenon; an inevitable product of the Industrial Revolution, and its fixation on efficiency. A new master exported by England across the globe, so that in the developed world at least everyone has one wrist on which is clamped the new and unforgiving shackle we call a watch. In less pressurised days, men observed the ageing of the universe through the more sedate changing of the seasons. But no more. Now the hour is king, or the minute and sometimes even the second. We are all people in a rush, where speed is of the essence, and slow is often deployed as a term of abuse.

The first task in making a successful transition is to accelerate your learning. Effective learning gives you the foundational insights you need as you build your plan for the next 90 days. So it is essential to figure out what you need to know about your new organization and then to learn it as rapidly as you can. The more efficiently and effectively you learn, the more quickly you will close your window of vulnerability.

(1) Stand erect. (2) Inhale a Complete Breath, and retain same. (3) Extend the arms straight in front of you, letting them be somewhat limp and relaxed, with only sufficient nerve force to hold them out. (4) Slowly draw the hands back toward the shoulders, gradually contracting the muscles and putting force into them, so that when they reach the shoulders the fists will be so tightly clenched that a tremulous motion is felt. (5) Then, keeping the muscles tense, push the fists slowly out, and then draw them back rapidly (still tense) several times. (6) Exhale vigorously through the mouth. (7) Practice the Cleansing Breath. The efficiency of this exercise depends greatly upon the speed of the drawing back of the fists, and the tension of the muscles, and, of course, upon the full lungs. This exercise must be tried to be appreciated. It is without equal as a "bracer," as our Western friends put it.

Suzanne understood there were three options for dealing with time pressure. Option One: Perform tasks more efficiently. Move faster, triple-task, cut corners. Buy cookies instead of making them from scratch, and ignore the raised eyebrows or direct complaints from better, more efficient mothers. Drive faster and risk a speeding ticket with scheduling repercussions rippling for days afterward. Text at stoplights but not in front of the kids. Sleep less.

SIR—In this computer age one becomes accustomed to seeing traditional standards fall away before the sacred cows of progress, efficiency and speed … Much as I recognise the need for speedy marking of examinations, I fail to see why students should be deprived of the right to justfy their opinions for the sake of speed and economy. I would rather see exam results a month late than have a student’s right to disagree without penalty lost. Malcolm Turnbull Point Piper.70 It

The increases in speed and accuracy, underpinned by efficient automaticity, were directly related to the amount of stage 2 NREM, especially in the last two hours of an eight-hour night of sleep (e.g., from five to seven a.m., should you have fallen asleep at eleven p.m.). Indeed, it was the number of those wonderful sleep spindles in the last two hours of the late morning—the time of night with the richest spindle bursts of brainwave activity—that were linked with the offline memory boost.

Plasticity” is the term neurologists use to describe the brain’s ability to change. Your brain grows new connections much as your biceps might swell if you started curling heavy weights several times a week. The change is gradual, and the weight becomes easier and easier to lift the longer you stick to your routine. Your brain can’t swell like your biceps since it’s confined by your skull, so instead the brain cells develop new connections to speed the efficiency of thought without increasing its size. As

Yet all the experts basically assumed that, in the first months after some killer mutation, little could be done to save lives, apart from isolating the ill and praying for a vaccine. The model he’d built with his daughter showed that there was no difference between giving a person a vaccine and removing him or her from the social network: in each case, a person lost the ability to infect others. Yet all the expert talk was about how to speed the production and distribution of vaccines. No one seemed to be exploring the most efficient and least disruptive ways to remove people from social networks. “I had this sudden fear,” said Bob. “No one is going to realize what you could do.

Gideon was quickly checking through her muscular structure and then weaving very gently into the complexities of her reproductive system. Suddenly Legna cried out again, her hands hitting his chest and grabbing fistfuls of his shirt, her entire body trembling from head to toe. This time Gideon gave the reaction his full attention. He looked into her wide eyes, the pupils dilating as he watched. Her mouth formed a soft, silent circle of surprise. “What are you doing?” she asked, her breath falling short and quick. “Nothing,” he insisted, his expression reflecting his baffled thoughts. “Merely continuing the exam. What are you feeling?” Legna couldn’t put the sensation into words. Her entire body felt as if it were pooling liquid fire, like magma dripping through her, centering under the hand he had just splayed over her lower belly. So, being the empath she was, she described it in the only way she could with any efficiency and effectiveness. She sent the sensations to him, deeply, firmly, without preparation or permission, exactly the way she had received them. In an instant, Gideon went from being in control of a neutral examination to an internal thermonuclear flashpoint of arousal that literally took his breath away. His hand flexed on her belly, crushing the silk of her dress within his fist. “Legna!” he cried hoarsely. “What are you doing?” She didn’t even seem aware of him, her eyes sliding closed and her head falling back as she tried to gulp in oxygen. His eyes slid down over her and he saw the flush and rigidity of erogenous heat building with incredible speed beneath her skin. And as it built in her, it built in him. She had created a loop between them, a locked cycle that started nowhere, ended nowhere. All it did was spill through and through them. “Stop,” he commanded, his voice rough and desperate as he tried to clear his mind and control the impulses surging through him. “Legna, stop this!” Legna dropped her head forward, her eyes flicking open and upward until she was gazing at him from under her lashes with the volatile, predatory gaze of a cat. A cat in heat.

Plant foods have several advantages, including easy digestibility and bioavailability (the rate at which the food is absorbed by the body and exerts an effect). Fatigue, bloating, cramping, and an upset stomach can often be attributed to poor digestion. Many whole plant foods have enzymes that facilitate quick and efficient digestion. The quicker nutrients are extracted from the food, the sooner the food can be eliminated—a key factor in optimal health. As well, insoluble fibrous plant matter (discussed in Chapter 5) speeds waste through our system, reducing the risk of toxins settling in the colon and then spreading throughout the body. Enzyme-rich foods help ensure the body makes use of the nutrients in the food.

We have bred docile cows that produce enormous amounts of milk, but are otherwise far inferior to their wild ancestors. They are less agile, less curious and less resourceful.34 We are now creating tame humans that produce enormous amounts of data and function as very efficient chips in a huge data-processing mechanism, but these data-cows hardly maximise the human potential. Indeed we have no idea what the full human potential is, because we know so little about the human mind. And yet we hardly invest much in exploring the human mind, and instead focus on increasing the speed of our Internet connections and the efficiency of our Big Data algorithms. If we are not careful, we will end up with downgraded humans misusing upgraded computers to wreak havoc on themselves and on the world.

The principle that underlay the time-table in its traditional form was essentially negative; it was the principle of non-idleness: it was forbidden to waste time, which was counted by God and paid for by men; the time-table was to eliminate the danger of wasting it – a moral offence and economic dishonesty. Discipline, on the other hand, arranges a positive economy; it poses the principle of a theoretically ever-growing use of time: exhaustion rather than use; it is a question of extracting, from time, ever more available moments and, from each moment, ever more useful forces. This means that one must seek to intensify the use of the slightest moment, as if time, in its very fragmentation, were inexhaustible or as if, at least by an ever more detailed arrangement, one could tend towards an ideal point at which one maintained maximum speed and maximum efficiency.

The extermination of the Jews has sometimes been seen as a kind of industrialized, assembly-line kind of mass murder, and this picture has at least some element of truth to it. No other genocide in history has been carried out by mechanical means - gassing - in specially constructed facilities like those in operation at Auschwitz or Treblinka. At the same time, however, these facilities did not operate efficiently or effectively, and if the impression given by calling them industrialized is that they were automated or impersonal, then it is a false one. Men such as Hess and Stangl and their subordinates tried to insulate themselves from the human dimensions of what they were doing by referring to their victims as 'cargo' or 'items.' Talking to Gerhard Stabenow, the head of the SS Security Service in Warsaw, in September 1942, Wilm Hosenfeld noted how the language Stabenow used distanced himself from the fact that what he was involved in was the mass murder of human beings: 'He speaks of the Jews as ants or other vermin, of their 'resettlement', that means their mass murder, as he would of the extermination of the bedbugs in the disinfestation of a house.' But at the same time such men were not immune from the human emotions they tried so hard to repress, and they remembered incidents in which individual women and children had appealed to their conscience, even if such appeals were in vain. The psychological strain that continual killing of unarmed civilians, including women and children, imposed on such men was considerable, just as it had been in the case of the SS Task Forces, whose troops had been shooting Jews in their hundreds of thousands before the first gas vans were deploted in an attempt not only to speed up the killing but also to make it somehow more impersonal.

EVERYONE WAS exhausted from working such long hours. Groves called for speed, not perfection. Phil Morrison was told that “a date near August tenth was a mysterious final date which we, who had the technical job of readying the bomb, had to meet at whatever cost in risk or money or good development policy.” (Stalin was expected to enter the Pacific War no later than August 15.) Oppenheimer recalled, “I did suggest to General Groves some changes in the bomb design which would have made more efficient use of the material. . . . He turned them down as jeopardizing the promptness of availability of these bombs.” Groves’ timetable was driven by President Truman’s scheduled meeting with Stalin and Churchill in Potsdam in mid-July. Oppenheimer later testified at his security hearing, “I believe we were under incredible pressure to get it done before the Potsdam meeting and Groves and I bickered for a couple of days.

Flow is an extremely potent response to external events and requires an extraordinary set of signals. The process includes dopamine, which does more than tune signal-to-noise ratios. Emotionally, we feel dopamine as engagement, excitement, creativity, and a desire to investigate and make meaning out of the world. Evolutionarily, it serves a similar function. Human beings are hardwired for exploration, hardwired to push the envelope: dopamine is largely responsible for that wiring. This neurochemical is released whenever we take a risk or encounter something novel. It rewards exploratory behavior. It also helps us survive that behavior. By increasing attention, information flow, and pattern recognition in the brain, and heart rate, blood pressure, and muscle firing timing in the body, dopamine serves as a formidable skill-booster as well. Norepinephrine provides another boost. In the body, it speeds up heart rate, muscle tension, and respiration, and triggers glucose release so we have more energy. In the brain, norepinephrine increases arousal, attention, neural efficiency, and emotional control. In flow, it keeps us locked on target, holding distractions at bay. And as a pleasure-inducer, if dopamine’s drug analog is cocaine, norepinephrine’s is speed, which means this enhancement comes with a hell of a high. Endorphins, our third flow conspirator, also come with a hell of a high. These natural “endogenous” (meaning naturally internal to the body) opiates relieve pain and produce pleasure much like “exogenous” (externally added to the body) opiates like heroin. Potent too. The most commonly produced endorphin is 100 times more powerful than medical morphine. The next neurotransmitter is anandamide, which takes its name from the Sanskrit word for “bliss”—and for good reason. Anandamide is an endogenous cannabinoid, and similarly feels like the psychoactive effect found in marijuana. Known to show up in exercise-induced flow states (and suspected in other kinds), this chemical elevates mood, relieves pain, dilates blood vessels and bronchial tubes (aiding respiration), and amplifies lateral thinking (our ability to link disparate ideas together). More critically, anandamide also inhibits our ability to feel fear, even, possibly, according to research done at Duke, facilitates the extinction of long-term fear memories. Lastly, at the tail end of a flow state, it also appears (more research needs to be done) that the brain releases serotonin, the neurochemical now associated with SSRIs like Prozac. “It’s a molecule involved in helping people cope with adversity,” Oxford University’s Philip Cowen told the New York Times, “to not lose it, to keep going and try to sort everything out.” In flow, serotonin is partly responsible for the afterglow effect, and thus the cause of some confusion. “A lot of people associate serotonin directly with flow,” says high performance psychologist Michael Gervais, “but that’s backward. By the time the serotonin has arrived the state has already happened. It’s a signal things are coming to an end, not just beginning.” These five chemicals are flow’s mighty cocktail. Alone, each packs a punch, together a wallop.

This book, like probably every other typed document you have ever read, was typed with a QWERTY keyboard, named for the left-most six letters in its upper row. Unbelievable as it may now sound, that keyboard layout was designed in 1873 as a feat of anti-engineering. It employs a whole series of perverse tricks designed to force typists to type as slowly as possible, such as scattering the commonest letters over all keyboard rows and concentrating them on the left side (where right-handed people have to use their weaker hand). The reason behind all of those seemingly counterproductive features is that the typewriters of 1873 jammed if adjacent keys were struck in quick succession, so that manufacturers had to slow down typists. When improvements in typewriters eliminated the problem of jamming, trials in 1932 with an efficiently laid-out keyboard showed that it would let us double our typing speed and reduce our typing effort by 95 percent. But QWERTY keyboards were solidly entrenched by then. The vested interests of hundreds of millions of QWERTY typists, typing teachers, typewriter and computer salespeople, and manufacturers have crushed all moves toward keyboard efficiency for over 60 years. While the story of the QWERTY

Tish senses. Even as the world tries to speed by her, she is slowly taking it in. Wait, stop. That thing you said about the polar bears…it made me feel something and wonder something. Can we stay there for a moment? I have feelings. I have questions. I’m not ready to run outside to recess yet. In most cultures, folks like Tish are identified early, set apart as shamans, medicine people, poets, and clergy. They are considered eccentric but critical to the survival of the group because they are able to hear things others don’t hear and see things others don’t see and feel things others don’t feel. The culture depends on the sensitivity of a few, because nothing can be healed if it’s not sensed first. But our society is so hell-bent on expansion, power, and efficiency at all costs that the folks like Tish—like me—are inconvenient. We slow the world down. We’re on the bow of the Titanic, pointing, crying out, “Iceberg! Iceberg!” while everyone else is below deck, yelling back, “We just want to keep dancing!” It is easier to call us broken and dismiss us than to consider that we are responding appropriately to a broken world. My little girl is not broken. She is a prophet. I want to be wise enough to stop with her, ask her what she feels, and listen to what she knows.

Everything in Nature ran according to its own nature; the running of grass was in its growing, the running of rivers their flowing, granite bubbled up, cooled, compressed and crumbled, birds lived, flew, sang and died, everything did what it needed to do, each simultaneously running its own race, each by living according to its own nature together, never leaving any other part of the universe behind. The world’s Holy things raced constantly together, not to win anything over the next, but to keep the entire surging diverse motion of the living world from grinding to a halt, which is why there is no end to that race; no finish line. That would be oblivion to all. For the Indigenous Souls of all people who can still remember how to be real cultures, life is a race to be elegantly run, not a race to be competitively won. It cannot be won; it is the gift of the world’s diverse beautiful motion that must be maintained. Because human life has been give the gift of our elegant motion, whether we limp, roll, crawl, stroll, or fly, it is an obligation to engender that elegance of motion in our daily lives in service of maintaining life by moving and living as beautifully as we can. All else has, to me, the familiar taste of that domineering warlike harshness that daily tries to cover its tracks in order to camouflage the deep ruts of some old, sick, grinding, ungainly need to flee away from the elegance of our original Indigenous human souls. Our attempt to avariciously conquer or win a place where there are no problems, whether it be Heaven or a “New Democracy,” never mind if it is spiritually ugly and immorally “won” and taken from someone who is already there, has made a citifying world of people who, unconscious of it, have become our own ogreish problem to ourselves, our future, and the world. This is a problem that we cannot continue to attempt to competitively outrun by more and more effectively designed technological approaches to speed away from the past, for the specter of our own earth-wasting reality runs grinning competitively right alongside us. By developing even more effective and entertaining methods of escape that only burn up the earth, the air, animals, plants, and the deeper substance of what it should mean to be human, by competing to get ahead, we have created a brakeless competition that has outrun our innate beauty and marked out a very definite and imminent “finish” line. Living in and on a sphere, we cannot really outrun ourselves anyway. Therefore, I say, the entire devastating and hideous state of the world and its constant wounding and wrecking of the wild, beautiful, natural, viable and small, only to keep alive an untenable cultural proceedance is truly a spiritual sickness, one that will not be cured by the efficient use of the same thinking that maintains the sickness. Nor can this overly expensive, highly funded illness be symptomatically kept at bay any longer by yet more political, environmental, or social programs. We must as individuals and communities take the time necessary to learn how to indigenously remember what a sane, original existence for a viable people might look like. Though there are marvellous things and amazing people doing them, both seen and unseen, these do not resemble in any way the general trend of what is going on now. To begin remembering our Indigenous belonging on the Earth back to life we must metabolize as individuals the grief of recognition of our lost directions, digest it into a valuable spiritual compost that allows us to learn to stay put without outrunning our strange past, and get small, unarmed, brave, and beautiful. By trying to feed the Holy in Nature the fruit of beauty from the tree of memory of our Indigenous Souls, grown in the composted failures of our past need to conquer, watered by the tears of cultural grief, we might become ancestors worth descending from and possibly grow a place of hope for a time beyond our own.

humans have dozens of additional adaptations in our muscles and bones for endurance running whose traces first appear in fossils of H. erectus. Most of these features allow us to use our legs like giant springs to jump efficiently from one leg to another in a manner totally different from walking, which uses the legs like pendulums. As figure 7 shows, when your foot hits the ground during a run, your hips, knees, and ankles flex during the first half of stance, causing your center of mass to drop, thus stretching many of the muscles and tendons in your legs.43 When these tissues stretch, they store up elastic energy, which they release while recoiling during the second half of stance, helping you jump into the air. In fact, a running human’s legs store and release energy so efficiently that running is only about 30 to 50 percent more costly than walking in the endurance-speed range. What’s more, these springs are so effective that they make the cost of human endurance running (but not sprinting) independent of speed: it costs the same number of calories to run five miles at a pace of either 7 or 10 minutes per mile, a phenomenon many people find counterintuitive.44 Since running uses the legs like springs, some of our most important adaptations for running are literally springs. One key spring is the dome-shaped arch of the foot, which develops from the way ligaments and muscles bind together the foot’s bones as children start to walk and run. As discussed

A region of the brain becomes mature when it settles down into a lean, functionally well-organized system. A good proxy for neural pruning in the brain is the relative density of gray versus white matter in a given region. Gray matter, the neuron-rich part of the brain that does the bulk of the computational work, decreases in density as a region matures. As gray matter density decreases, the density of white matter—the myelinated axons that transmit information, the outputs of the computational work done by gray matter—increases, resulting in greater efficiency and speed but less flexibility. One way to envision this is to see an immature, gray-matter-rich region as an undeveloped, open field, where one can wander in many directions unconstrained, but not very efficiently. In order to get to that wonderful blackberry bush to harvest some fruit, I have to bushwhack my way through vegetation and ford streams. The gradual replacement of gray matter by white matter reflects the development of this field: As roads are laid and bridges are built, I can move around more easily and quickly, but now I’m going to tend to move only along these established pathways. The new paved road to the blackberry bush makes gathering blackberries much more convenient, but rushing along on the new road I will miss the delicious wild strawberries I would have otherwise stumbled upon in the brush. There is a trade-off between flexibility and efficiency, between discovery and goal achievement.

But one can see exactly why Dr Ali is so successful - he seems to offer a solution within the individual's grasp: you may not be able to change deadlines and workloads, but you can make yourself more efficient. Ancient wisdoms can be adapted to speed up human beings: this is the kind of individualised response which fits neatly into a neo-liberal market ideology. It draws on Eastern contemplative traditions of yoga and meditation which place the emphasis on individual transformation, and questions the effectiveness of collective political or social activism. Reflexology, aromatherapy, acupuncture, massage - these alternative therapies are all booming as people seek to improve their sense of well-being and vitality. Much of it makes sense - although trips to the Himalayas are hardly within the reach of most workers and the complementary health movement plays an important role in raising people's under standing of their own health and how to look after themselves. But the philosophy of improving ‘personal performance' also plays into the hands of employers' rationale that well-being and coping with stress are the responsibility of the individual employee. It reinforces the tendency for individuals to search for 'biographic solutions to structural contradictions', as the sociologist Ulrich Beck put it: forget the barricades, it's revolution from within that matters. This cultural preoccupation with personal salvation stymies collective reform, and places an onerous burden on the individual. It effectively reinforces the anxieties and insecurities which it offers to assuage.

5. Move toward resistance and pain A. Bill Bradley (b. 1943) fell in love with the sport of basketball somewhere around the age of ten. He had one advantage over his peers—he was tall for his age. But beyond that, he had no real natural gift for the game. He was slow and gawky, and could not jump very high. None of the aspects of the game came easily to him. He would have to compensate for all of his inadequacies through sheer practice. And so he proceeded to devise one of the most rigorous and efficient training routines in the history of sports. Managing to get his hands on the keys to the high school gym, he created for himself a schedule—three and a half hours of practice after school and on Sundays, eight hours every Saturday, and three hours a day during the summer. Over the years, he would keep rigidly to this schedule. In the gym, he would put ten-pound weights in his shoes to strengthen his legs and give him more spring to his jump. His greatest weaknesses, he decided, were his dribbling and his overall slowness. He would have to work on these and also transform himself into a superior passer to make up for his lack of speed. For this purpose, he devised various exercises. He wore eyeglass frames with pieces of cardboard taped to the bottom, so he could not see the basketball while he practiced dribbling. This would train him to always look around him rather than at the ball—a key skill in passing. He set up chairs on the court to act as opponents. He would dribble around them, back and forth, for hours, until he could glide past them, quickly changing direction. He spent hours at both of these exercises, well past any feelings of boredom or pain. Walking down the main street of his hometown in Missouri, he would keep his eyes focused straight ahead and try to notice the goods in the store windows, on either side, without turning his head. He worked on this endlessly, developing his peripheral vision so he could see more of the court. In his room at home, he practiced pivot moves and fakes well into the night—such skills that would also help him compensate for his lack of speed. Bradley put all of his creative energy into coming up with novel and effective ways of practicing. One time his family traveled to Europe via transatlantic ship. Finally, they thought, he would give his training regimen a break—there was really no place to practice on board. But below deck and running the length of the ship were two corridors, 900 feet long and quite narrow—just enough room for two passengers. This was the perfect location to practice dribbling at top speed while maintaining perfect ball control. To make it even harder, he decided to wear special eyeglasses that narrowed his vision. For hours every day he dribbled up one side and down the other, until the voyage was done. Working this way over the years, Bradley slowly transformed himself into one of the biggest stars in basketball—first as an All-American at Princeton University and then as a professional with the New York Knicks. Fans were in awe of his ability to make the most astounding passes, as if he had eyes on the back and sides of his head—not to mention his dribbling prowess, his incredible arsenal of fakes and pivots, and his complete gracefulness on the court. Little did they know that such apparent ease was the result of so many hours of intense practice over so many years.

I’m Sushi K and I’m here to say I like to rap in a different way Look out Number One in every city Sushi K rap has all most pretty My special talking of remarkable words Is not the stereotyped bucktooth nerd My hair is big as a galaxy Cause I attain greater technology [...] I like to rap about sweetened romance My fond ambition is of your pants So here is of special remarkable way Of this fellow raps named Sushi K The Nipponese talking phenomenon Like samurai sword his sharpened tongue Who raps the East Asia and the Pacific Prosperity Sphere, to be specific [...] Sarariman on subway listen For Sushi K like nuclear fission Fire-breathing lizard Gojiro He my always big-time hero His mutant rap burn down whole block Start investing now Sushi K stock It on Nikkei stock exchange Waxes; other rappers wane Best investment, make my day Corporation Sushi K [...] Coming to America now Rappers trying to start a row Say “Stay in Japan, please, listen! We can’t handle competition!” U.S. rappers booing and hissin’ Ask for rap protectionism They afraid of Sushi K Cause their audience go away He got chill financial backin’ Give those U.S. rappers a smackin’ Sushi K concert machine Fast efficient super clean Run like clockwork in a watch Kick old rappers in the crotch [...] He learn English total immersion English/Japanese be mergin’ Into super combination So can have fans in every nation Hong Kong they speak English, too Yearn of rappers just like you Anglophones who live down under Sooner later start to wonder When they get they own rap star Tired of rappers from afar [...] So I will get big radio traffic When you look at demographic Sushi K research statistic Make big future look ballistic Speed of Sushi K growth stock Put U.S. rappers into shock

In order to avoid the deafening of conspecifics, some bats employ a jamming avoidance response, rapidly shifting frequencies or flying silent when foraging near conspecifics. Because jamming is a problem facing any active emission sensory system, it is perhaps not surprising (though no less amazing) that similar jamming avoidance responses are deployed by weakly electric fish. The speed of sound is so fast in water that it makes it difficult for echolocating whales to exploit similar Doppler effects. However, the fact that acoustic emissions propagate much farther and faster in the water medium means that there is less attenuation of ultrasound in water, and thus that echolocation can be used for broader-scale 'visual' sweeping of the undersea environment. These constraints and trade-offs must be resolved by all acoustic ISMs, on Earth and beyond. There are equally universal anatomical and metabolic constraints on the evolvability of echolocation that explain why it is 'harder' to evolve than vision. First, as noted earlier, a powerful sound-production capacity, such as the lungs of tetrapods, is required to produce high-frequency emissions capable of supporting high-resolution acoustic imaging. Second, the costs of echolocation are high, which may limit acoustic imaging to organisms with high-metabolisms, such as mammals and birds. The metabolic rates of bats during echolocation, for instance, are up to five times greater than they are at rest. These costs have been offset in bats through the evolutionarily ingenious coupling of sound emission to wing-beat cycle, which functions as a single unit of biomechanical and metabolic efficiency. Sound emission is coupled with the upstroke phase of the wing-beat cycle, coinciding with contraction of abdominal muscles and pressure on the diaphragm. This significantly reduces the price of high-intensity pulse emission, making it nearly costless. It is also why, as any careful crepuscular observer may have noticed, bats spend hardly any time gliding (which is otherwise a more efficient means of flight).

Within our own species we have great variation between these two reactions. One man may beat his life away in furious assault on the barrier, where another simply waits for the tide to pick him up. Such variation is also observable among the higher vertebrates, particularly among domestic animals. It would be strange if it were not also true of the lower vertebrates, among the individualistic ones anyway. A fish, like the tuna or the sardine, which lives in a school, would be less likely to vary than this lonely horned shark, for the school would impose a discipline of speed and uniformity, and those individuals which would not or could not meet the school’s requirements would be killed or lost or left behind. The overfast would be eliminated by the school as readily as the over-slow, until a standard somewhere between the fast and slow had been attained. Not intending a pun, we might note that our schools have to some extent the same tendency. A Harvard man, a Yale man, a Stanford man—that is, the ideal—is as easily recognized as a tuna, and he has, by a process of elimination, survived the tests against idiocy and brilliance. Even in physical matters the standard is maintained until it is impossible, from speech, clothing, haircuts, posture, or state of mind, to tell one of these units of his school from another. In this connection it would be interesting to know whether the general collectivization of human society might not have the same effect. Factory mass production, for example, requires that every man conform to the tempo of the whole. The slow must be speeded up or eliminated, the fast slowed down. In a thoroughly collectivized state, mediocre efficiency might be very great, but only through the complete elimination of the swift, the clever, and the intelligent, as well as the incompetent. Truly collective man might in fact abandon his versatility. Among school animals there is little defense technique except headlong flight. Such species depend for survival chiefly on tremendous reproduction. The great loss of eggs and young to predators is the safety of the school, for it depends for its existence on the law of probability that out of a great many which start some will finish. It is interesting and probably not at all important to note that when a human state is attempting collectivization, one of the first steps is a frantic call by the leaders for an increased birth rate—replacement parts in a shoddy and mediocre machine.

Focus intently and beat procrastination.    Use the Pomodoro Technique (remove distractions, focus for 25 minutes, take a break).    Avoid multitasking unless you find yourself needing occasional fresh perspectives.    Create a ready-to-resume plan when an unavoidable interruption comes up.    Set up a distraction-free environment.    Take frequent short breaks. Overcome being stuck.    When stuck, switch your focus away from the problem at hand, or take a break to surface the diffuse mode.    After some time completely away from the problem, return to where you got stuck.    Use the Hard Start Technique for homework or tests.    When starting a report or essay, do not constantly stop to edit what is flowing out. Separate time spent writing from time spent editing. Learn deeply.    Study actively: practice active recall (“retrieval practice”) and elaborating.    Interleave and space out your learning to help build your intuition and speed.    Don’t just focus on the easy stuff; challenge yourself.    Get enough sleep and stay physically active. Maximize working memory.    Break learning material into small chunks and swap fancy terms for easier ones.    Use “to-do” lists to clear your working memory.    Take good notes and review them the same day you took them. Memorize more efficiently.    Use memory tricks to speed up memorization: acronyms, images, and the Memory Palace.    Use metaphors to quickly grasp new concepts. Gain intuition and think quickly.    Internalize (don’t just unthinkingly memorize) procedures for solving key scientific or mathematical problems.    Make up appropriate gestures to help you remember and understand new language vocabulary. Exert self-discipline even when you don’t have any.    Find ways to overcome challenges without having to rely on self-discipline.    Remove temptations, distractions, and obstacles from your surroundings.    Improve your habits.    Plan your goals and identify obstacles and the ideal way to respond to them ahead of time. Motivate yourself.    Remind yourself of all the benefits of completing tasks.    Reward yourself for completing difficult tasks.    Make sure that a task’s level of difficulty matches your skill set.    Set goals—long-term goals, milestone goals, and process goals. Read effectively.    Preview the text before reading it in detail.    Read actively: think about the text, practice active recall, and annotate. Win big on tests.    Learn as much as possible about the test itself and make a preparation plan.    Practice with previous test questions—from old tests, if possible.    During tests: read instructions carefully, keep track of time, and review answers.    Use the Hard Start Technique. Be a pro learner.    Be a metacognitive learner: understand the task, set goals and plan, learn, and monitor and adjust.    Learn from the past: evaluate what went well and where you can improve.

Develop a rapid cadence. Ideal running requires a cadence that may be much quicker than you’re used to. Shoot for 180 footfalls per minute. Developing the proper cadence will help you achieve more speed because it increases the number of push-offs per minute. It will also help prevent injury, as you avoid overstriding and placing impact force on your heel. To practice, get an electronic metronome (or download an app for this), set it for 90+ beats per minute, and time the pull of your left foot to the chirp of the metronome. Develop a proper forward lean. With core muscles slightly engaged to generate a bracing effect, the runner leans forward—from the ankles, not from the waist. Land underneath your center of gravity. MacKenzie drills his athletes to make contact with the ground as their midfoot or forefoot passes directly under their center of gravity, rather than having their heels strike out in front of the body. When runners become proficient at this, the pounding stops, and the movement of their legs begins to more closely resemble that of a spinning wheel. Keep contact time brief. “The runner skims over the ground with a slithering motion that does not make the pounding noise heard by the plodder who runs at one speed,” the legendary coach Percy Cerutty once said.7 MacKenzie drills runners to practice a foot pull that spends as little time as possible on the ground. His runners aim to touch down with a light sort of tap that creates little or no sound. The theory is that with less time spent on the ground, the foot has less time to get into the kind of trouble caused by the sheering forces of excessive inward foot rolling, known as “overpronation.” Pull with the hamstring. To create a rapid, piston-like running form, the CFE runner, after the light, quick impact of the foot, pulls the ankle and foot up with the hamstring. Imagine that you had to confine your running stride to the space of a phone booth—you would naturally develop an extremely quick, compact form to gain optimal efficiency. Practice this skill by standing barefoot and raising one leg by sliding your ankle up along the opposite leg. Perform up to 20 repetitions on each leg. Maintain proper posture and position. Proper posture, MacKenzie says, shifts the impact stress of running from the knees to larger muscles in the trunk, namely, the hips and hamstrings. The runner’s head remains up and the eyes focused down the road. With the core muscles engaged, power flows from the larger muscles through to the extremities. Practice proper position by standing with your body weight balanced on the ball of one foot. Keep the knee of your planted leg slightly bent and your lifted foot relaxed as you hold your ankle directly below your hip. In this position, your body is in proper alignment. Practice holding this position for up to 1 minute on each leg. Be patient. Choose one day a week for practicing form drills and technique. MacKenzie recommends wearing minimalist shoes to encourage proper form, but not without taking care of the other necessary work. A quick changeover from motion-control shoes to minimalist shoes is a recipe for tendon problems. Instead of making a rapid transition, ease into minimalist shoes by wearing them just one day per week, during skill work. Then slowly integrate them into your training runs as your feet and legs adapt. Your patience will pay off.

Children who have a wider range of instant heart response have a more efficient feedback system, and this increased efficiency helps them regulate their emotion state: their heart speed up more when they are excited, and slow down more when they are calm Conscious contemplation takes at least half a second, so anyone who even tries to think about how to return a serve will end up endlessly watching the ball fly by. Their goal is not necessarily to be first but to be just right. An unwanted message might lead us to make a decision too quickly, even if we do not realize it. The greatest comedians are masters of delay most of us could become better communicators without changing a word we say - just by saying some of those words a little bit faster The two most important elements of a relationship are chemistry and compatibility, and a photo won't help you with either Time-based theory of conflict, derived from Sun Tzu, in which the crucial insights for a fighter come in stages: first, observe the rapidly changing environment; second, orient yourself based on these observations, process the disorder, and understand when and how your opponent might become confused; third, decide what to do; and finally, act quickly at just the right moment, when your opponent is most vulnerable. active procrastination is smart: it simply means managing delay, putting of projects that really don't need to be done right away passive procrastination is dumb, equivalent to laziness. This group says proscrastination might be a good or bad, depending on how much effort we put into it.

it is essential to figure out what you need to know about your new organization and then to learn it as rapidly as you can. The more efficiently and effectively you learn, the more quickly you will close your window of vulnerability.

The serious way to improve reading-- how well we comprehend a text and yes, speed and efficiency-- is this (apologies, Michael Pollan): Read. As much as possible. Mostly new stuff.

The vestibular system tells us about up and down and whether we are upright or not. It tells us where our heads and bodies are in relation to the earth’s surface. It sends sensory messages about balance and movement from the neck, eyes, and body to the CNS for processing and then helps generate muscle tone so we can move smoothly and efficiently. This sense tells us whether we are moving or standing still, and whether objects are moving or motionless in relation to our body. It also informs us what direction we are going in, and how fast we are going. This is extremely useful information should we need to make a fast getaway! Indeed, the fundamental functions of fight, flight, and foraging for food depend on accurate information from the vestibular system. Dr. Ayres writes that the “system has basic survival value at one of the most primitive levels, and such significance is reflected in its role in sensory integration.” The receptors for vestibular sensations are hair cells in the inner ear, which is like a “vestibule” for sensory messages to pass through. The inner-ear receptors work something like a carpenter’s level. They register every movement we make and every change in head position—even the most subtle. Some inner-ear structures receive information about where our head and body are in space when we are motionless, or move slowly, or tilt our head in any linear direction—forward, backward, or to the side. As an example of how this works, stand up in an ordinary biped, or two-footed, position. Now, close your eyes and tip your head way to the right. With your eyes closed, resume your upright posture. Open your eyes. Are you upright again, where you want to be? Your vestibular system did its job. Other structures in the inner ear receive information about the direction and speed of our head and body when we move rapidly in space, on the diagonal or in circles. Stand up and turn around in a circle or two. Do you feel a little dizzy? You should. Your vestibular system tells you instantly when you have had enough of this rotary stimulation. You will probably regain your balance in a moment. What stimulates these inner ear receptors? Gravity! According to Dr. Ayres, gravity is “the most constant and universal force in our lives.” It rules every move we make. Throughout evolution, we have been refining our responses to gravitational pull. Our ancient ancestors, the first fish, developed gravity receptors, on either side of their heads, for three purposes: 1) to keep upright, 2) to provide a sense of their own motions so they could move efficiently, and 3) to detect potentially threatening movements of other creatures through the vibrations of ripples in the water. Millions of years later, we still have gravity receptors to serve the same purposes—except now vibrations come through air rather than water.

Looking back, Ford didn’t lack for objectives or key results. But its goal-setting process was fatally flawed: “The specific, challenging goals were met (speed to market, fuel efficiency, and cost) at the expense of other important features that were not specified (safety, ethical behavior, and company reputation).

Forgetting Arch, forgetting tailors and backstreets and cats, Quincy lost herself in the magnificent architecture built to house even more magnificent machines. The train Quincy loved: its perfection of movement and speed and sound; its possibility and potential; its ability to efficiently transport the masses. It was here that Quincy always found the gears of her own mind worked loose, set back in place.

Sub-vocalization is the act of repeating words as we read them, and it greatly slows us down, both in reading and comprehension speed. Speaking needs added mental power, just as an extra process leads to additional RAM usage in a computer.  To be an efficient reader, you need to cut out the habit of repeating words as you read them, both aloud and in your mind. Repeating

Blitzscaling is a strategy and set of techniques for driving and managing extremely rapid growth that prioritize speed over efficiency in an environment of uncertainty.

growing, like a storm on the horizon, gathering, the echo of thunder distant but present. For whatever reason, it doesn’t affect me. I am certain that there is something out there, waiting for us. We press on, into the darkness, barreling at maximum speed, the three nuclear warheads on our ship armed and ready. I feel like Ahab hunting the white whale. I am a man possessed. When I launched into space aboard the Pax, my life was empty. I didn’t know Emma. My brother was a stranger to me. I had no family, no friends. Only Oscar. Now I have something to lose. Something to live for. Something to fight for. My time in space has changed me. When I left Earth the first time, I was still the rebel scientist the world had cast out. I felt like an outsider, a renegade. Now I have become a leader. I’ve learned to read people, to try to understand them. That was my mistake before. I trudged ahead with my vision of the world, believing the world would follow me. But the truth is, true leadership requires understanding those you lead, making the best choices for them, and most of all, convincing them when they don’t realize what’s best for them. Leadership is about moments like this, when the people you’re charged with protecting have doubts, when the odds are against you. Every morning, the crew gathers on the bridge. Oscar and Emma strap in on each side of me and we sit around the table and everyone gives their departmental updates. The ship is operating at peak efficiency. So is the crew. Except for the elephant in the room. “As you know,” I begin, “we are still on course for Ceres. We have not ordered the other ships in the Spartan fleet to alter course. The fact that the survey drones have found nothing, changes nothing. Our enemy is advanced. Sufficiently advanced to alter our drones and hide itself. With that said, we should discuss the possibility that there is, in fact, nothing out there on Ceres. We need to prepare for that eventuality.” Heinrich surveys the rest of the crew before speaking. “It could be a trap.” He’s always to the point. I like that about him. “Yes,” I reply, “it could be. The entity, or harvester, or whatever is out there, could be manufacturing the solar cells elsewhere—deeper in the solar system, or from another asteroid in the belt. It could be sending the solar cells to Ceres and then toward the sun, making them look as though they were manufactured on Ceres. There could be a massive bomb or attack drones waiting for us at Ceres.” “We could split our fleet,

These examples do not show that theoretical knowledge is worthless. Quite the reverse. A conceptual framework is vital even for the most practical men going about their business. In many circumstances, new theories have led to direct technological breakthroughs (such as the atom bomb emerging from the Theory of Relativity). The real issue here is speed. Theoretical change is itself driven by a feedback mechanism, as we noted in chapter 3: science learns from failure. But when a theory fails, like say when the Unilever mathematicians failed in their attempt to create an efficient nozzle design, it takes time to come up with a new, all-encompassing theory. To gain practical knowledge, however, you just need to try a different-sized aperture. Tinkering, tweaking, learning from practical mistakes: all have speed on their side. Theoretical leaps, while prodigious, are far less frequent.

But prioritizing speed over efficiency—even in the face of uncertainty—is especially important when your business model depends on having lots of members and getting feedback from them. If you get in early and start getting that feedback and your competitors don’t, then you’re on the path to success. In any business where scale really matters, getting in early and doing it fast can make the difference.

The bottom line is this: a brain that can ping-pong information with maximal speed and efficiency is considered “mature,” and since myelin speeds up signal transmission, it is a fair yardstick of maturity.

As someone who progressed from typing 30 words per minute (wpm) to 140 wpm, I have witnessed firsthand how a faster typing speed can improve the quality of life. Faster typists save time, work efficiently, and deliver on their creative and intellectual potential. Indeed, the skill of typing is an especially tremendous asset for students, writers, programmers, translators, white collar workers, and people who otherwise spend a substantial amount of time online.

Acumen. Efficiency. Precision. Speed. Effectiveness. Accuracy. All these and more are things we think of as characteristically German. Here’s another one: dying.

Zero in on your Area of Innovation (AOI). What’s your “thing”? What is your company known for? Is it speedy delivery or fast response times? Do you have a commitment to excellence that is unparalleled in your industry? Or are you the cheapest date around? Take a few minutes to figure out your AOI. And remember, you can’t be all things to all people. You can only be one thing to a group of important people—your best clients. Where do you really innovate—quality, speed/efficiency or price? Now that you know where you innovate, answer this question: How could you take this AOI to a level of innovation that is rarely, or better yet, never seen in the industry?

A durable, high-powered blender is well worth the investment. I make many of my smoothies, dressings, soups, and desserts with a blender. Since I use whole-food ingredients such as vegetables, fruits, nuts, seeds, and dried fruit, it is important that the machine have enough power and speed to efficiently process these ingredients to the desired smooth consistency. Inexpensive models will not provide a smooth, creamy texture, and their motors tend to burn out after a month or two of daily use.

Though we couldn’t see how to explain these results mathematically, an intuitive explanation suggested itself: The shortcuts were providing high-speed communication channels, enabling mutual influence to spread swiftly throughout the population. Of course, the same effect could have been achieved by connecting every oscillator directly to every other, but at a much greater cost in wiring. The small-world architecture apparently fostered global coordination more efficiently.

I believe that Mormon would have us understand that the path to the Savior is more circuitous and scenic than one might expect. In 3–4 Nephi, coming to Christ is what happens when the disciple focuses on other things. We make progress on the road not by speeding as quickly and efficiently as we can to our destination but by stopping to help others who have broken down along the way and by taking detours to search for those who are lost or stranded...Mormon’s focus on other-centeredness and outward-orientation invites the disciple to see salvation less as a goal that can be sought out for its own sake and more as a byproduct of trying to love and serve others. It is the accumulation of small and simple things made great by God.

The trick to speed reading is not merely to see more words in a shorter space of time, but to become more efficient at reading. It is all well and good to scan your eyes over, say, 500 words per minute, but not much use if the meaning of those words does not sink in at such a pace.

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She sometimes thought of her mind as bearing a certain resemblance to the post office, a complex system that sorted and conveyed packets of information with speed and efficiency. But at the moment her most prized asset was more comparable to an automobile, a machine liable to break down every few miles and strand the hapless motorist by the side of the road.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

ACCELERATE YOUR LEARNING—CHECKLIST How effective are you at learning about new organizations? Do you sometimes fall prey to the action imperative? To coming in with “the” answer? If so, how will you avoid doing this? What is your learning agenda? Based on what you know now, compose a list of questions to guide your early inquiries. If you have begun to form hypotheses about what is going on, what are they, and how will you test them? Given the questions you want to answer, who is likely to provide you with the most useful insights? How might you increase the efficiency of your learning process? What are some structured ways you might extract more insight for your investment of time and energy? What support is available to accelerate your learning, and how might you best leverage it? Given your answers to the previous questions, start to create your learning plan.

There are two methods of delivering a blow. First is a boxing-like movement, and the second is the traditional karate strike. While equal in force, the boxing-style strike has a greater range and is easier to execute. The boxing-style strike uses gravity and shift of weight to support the strike, while the traditional karate-style strike uses a sudden tightening of your body’s muscles to deliver a short blow. The longer range of the boxing blow facilitates greater acceleration to a higher speed and is more efficient in creating a knockout effect. The traditional karate-style strike is more suitable for breaking boards of wood, but the composition of wood fibers is quite different from the human body's protective tissues. The traditional straight karate strike takes longer to execute and requires slight preparation. Since even a split second is of the essence and the force used is more efficient with the boxing style, it has won popularity in the martial arts field. From the split second you decide to move your body and deliver the strike, all you need is to aim at the opponent’s chin. You then need to accelerate your arm to maximum speed, and maintain that speed as your fist lodges in your opponent’s face. The opponent’s skull will then shake the brain and nerves to a concussion. The ancient Olympics had fighting sports. Sparta is believed to have had boxing around 500 BC. Spartans used boxing to strengthen their fighters’ resilience. Boxing matches were not held since Spartans feared that it would lead to internal competitions, which could reduce the morale of the losers. Sparta did not want low morale on the battlefield. For many years the question of Bodhidharma’s existence has been a matter of controversy among historians. A legend prevails that the evolution of karate began around 5 BC when Bodhidharma arrived to the Shaolin temple in China from India, and taught Zen Buddhism. He introduced a set of exercises designed to strengthen the mind and body. This marked the roots of Shaolin-style temple boxing. This type of Chinese boxing, also called kung fu, concentrates on full-body energy blows and improving acrobatic level. Indian breathing techniques are incorporated, providing control of the muscles of the whole body while striking. This promotes self-resistance that helps achieve balance and force when striking and kicking. Krav Maga shows that it is not the most efficient approach. It is certainly forceful, but cannot be mastered quickly enough, and also does not promote a natural and fast reach to the opponent's pressure points, nor does it adhere to the principle of reaction time.

The goal of leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

Their owners returned to Philadelphia each fall, leaving the resort a ghost town. Samuel Richards realized that mass-oriented facilities had to be developed before Atlantic City could become a major resort and a permanent community. From Richards’ perspective, more working-class visitors from Philadelphia were needed to spur growth. These visitors would only come if railroad fares cost less. For several years Samuel Richards tried, without success, to sell his ideas to the other shareholders of the Camden-Atlantic Railroad. He believed that greater profits could be made by reducing fares, which would increase the volume of patrons. A majority of the board of directors disagreed. Finally in 1875, Richards lost patience with his fellow directors. Together with three allies, Richards resigned from the board of directors of the Camden-Atlantic Railroad and formed a second railway company of his own. Richards’ railroad was to be an efficient and cheaper narrow gauge line. The roadbed for the narrow gauge was easier to build than that of the first railroad. It had a 3½-foot gauge instead of the standard 4 feet 8½ inches, so labor and material would cost less. The prospect of a second railroad into Atlantic City divided the town. Jonathan Pitney had died six years earlier, but his dream of an exclusive watering hole persisted. Many didn’t want to see the type of development that Samuel Richards was encouraging, nor did they want to rub elbows with the working class of Philadelphia. A heated debate raged for months. Most of the residents were content with their island remaining a sleepy little beach village and wanted nothing to do with Philadelphia’s blue-collar tourists. But their opinions were irrelevant to Samuel Richards. As he had done 24 years earlier, Richards went to the state legislature and obtained another railroad charter. The Philadelphia-Atlantic City Railway Company was chartered in March 1876. The directors of the Camden-Atlantic were bitter at the loss of their monopoly and put every possible obstacle in Richards’ path. When he began construction in April 1877—simultaneously from both ends—the Camden-Atlantic directors refused to allow the construction machinery to be transported over its tracks or its cars to be used for shipment of supplies. The Baldwin Locomotive Works was forced to send its construction engine by water, around Cape May and up the seacoast; railroad ties were brought in by ships from Baltimore. Richards permitted nothing to stand in his way. He was determined to have his train running that summer. Construction was at a fever pitch, with crews of laborers working double shifts seven days a week. Fifty-four miles of railroad were completed in just 90 days. With the exception of rail lines built during a war, there had never been a railroad constructed at such speed. The first train of the Philadelphia-Atlantic City Railway Company arrived in the resort on July 7, 1877. Prior to Richards’ railroad,

[Aza Raskin] designed something that distinctly changed how the web works. It's called 'infinite scroll.' Older readers will remember that it used to be that the internet was divided into pages, and when you got to the bottom of one page, you had to decide to click a button to get to the next page. It was an active choice. It gave you a moment to pause and ask: Do I want to carry on looking at this? Aza designed the code that means you don't have to ask that question any more. ...It downloads a chunk of status updates for your to read through ...when you get to the bottom, it will automatically load another chunk for your to flick through. ...'At the outset, it looks like a really good invention,' he told me. He believed he was making life easier for everyone. He had been taught that increased speed and efficiency of access were always advances. his invention quickly spread all over the internet ...But then Aza watched as the people around him changed. They seemed to be unable to pull themselves away from their devices, flicking through and through and through, thanks in part to the code he had designed. He found himself infinitely scrolling through what he often realised afterwards was crap, and he wondered if he was making good use of his life. ...Aza sat down and did a calculation. At a conservative estimate, infinite scroll makes you spend 50 percent more of your time on sites like Twitter. (For many people, Aza believes, it's vastly more.) Sticking with this low-ball percentage, Aza wanted to know what it meant, in practice, if billions of people were spending 50 percent more time on a string of social media sites. When he was done, he stared at the sums. Every day, as a direct result of his invention, the combined total of 200,000 more total human lifetimes - every moment from birth to death - is now spent scrolling through a screen. These hours would otherwise have been spent on some other activity. When he described this to me, he sounded a little stunned. That time is 'just completely gone. It's like their entire life - poof. That time, which could have been used for solving climate change, for spending time with their family, for strengthening social bonds. For whatever is it that makes their life well-lived. It's just...' He trailed off.

True efficiency is not about speed; it’s about spending more time with what truly matters.

With Slow Running there isn’t a schedule - you can run a bit further when you feel ready, but you must absolutely never push yourself. By all means follow a training program for a specific event, or just to increase your speed or fitness, but try to remember the natural lessons you will pick up through Slow Running so you continue to run efficiently and easily without injuring yourself.

The goal of digital leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

Any effect you are seeking from aerobic activity can be achieved more safely and efficiently with high-intensity strength training. Remember, your cardiovascular system supports your muscular system, not the other way around. An elevated heart rate means nothing by itself. Being nervous before a full combat equipment nighttime High Altitude Low Opening (HALO) formation jump always sent my heart rate skyrocketing, but it didn’t make my belt any looser. And even if you insisted on measuring the efficacy of an exercise by an increase in heart rate, I dare you to get it up higher than with my “Stappers.” So there we have it: Interval strength training is superior to aerobic activity in burning fat, as well as building strength, speed, power, and even cardiovascular endurance. All this in far less time than tedious “cardio” sessions.

First, on a multicultural team, you can save time by having as few people in the group work across cultures as possible. For example, if you are building a global team that includes small groups of participants from four countries, choose one or two people from each country—the most internationally experienced of the bunch—to do most of the cross-cultural collaborating. Meanwhile, you can leave the others to work in the local way that is most natural to them. That way, you can have the innovation from the combination of cultures, while avoiding the inefficiency that comes with the clash of cultures. Second, think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans.