Workspace Quotes

A good work culture and work environment is very crucial in helping your employees to put their best foot forward.

He said to the big fellow with the taffy hair, “Before we finish off this operation, I need to hit you up with some ideas.” At that moment, Cade noticed how physically similar Preston was to Merlin Olsen, the NFL great, actor, and all-round good man. He marveled at Preston, the man who couldn’t be happier, as he twirled his head from monitor to monitor, adjusting joysticks and pressing buttons in this claustrophobic workspace.

Oh!” This was said brightly, as if she was happy he had noticed. “I decided I needed my own workspace, instead of constantly infringing upon yours. So I had a few of the boys move a desk in here.” He stared at the petite, feminine, desk that was pushed against his. And wondered how the bloody hell she had managed to convince men who were terrified of him to move the desk inside his domain. “Absolutely not.” *** Two hours later, he was still scowling as she happily worked on . . . whatever the hell it was she was working on. Across from him. At her desk. How the hell . . . He remembered saying no. He remembered cursing. Threatening her unborn children. Then there was a sort of hazy period of smiles and calm words. Then she had touched the back of his hand with her naked fingers. And now, here he was with . . . her desk . . . pressed to his—surreptitiously watching her scratch her paper, the tip of her tongue poking from the side of her mouth as she worked.

When I am at work, that is my time to work. The workspace is not the appropriate arena for us to discuss your problems. When I am there I need to be left undisturbed to check what people are saying about me on Twitter.

Today, a staggering 93 percent of those who work in cubicles say that they would prefer a different workspace.

  “You’re a badass,” Indy compliments as soon as I step into our workspace. “But if you want to take a second to cry, I’ll cover you.” “Okay,” my voice breaks. “Maybe for just a second.

I replaced my lip with my thumb as my nervous chewing object. "I've taken over your workspace. Your hours. Your life." "You've taken over the very heart of me. Blah, blah. What do you want to do about it?" He tilted his head and drew his ribbon through his fingers. "No, I'll tell you what I want. I wa-" "I'm sorry!" "Do you hear me complaining, Crown? Do you actually know me to do anything I don't want to do?

The secret to our success is that we live in a world in which knowledge is all around us. It is in the things we make, in our bodies and workspaces, and in other people. We live in a community of knowledge.

One day, a bird slammed into my studio window. I was sitting on a yoga ball and tumbled backward in terror. Almost every residency I've had since, I've found at least one stunned bird sprawled on the ground outside my workspace. I learned: they never see the glass coming. They only see the reflection of the sky.

Will this job allow me to spend time on in-character activities like, for example, reading, strategizing, writing, and researching? Will I have a private workspace or be subject to the constant demands of an open office plan? If the job doesn’t give me enough restorative niches, will I have enough free time on evenings and weekends to grant them to myself?

A University of Exeter study showed that people who have control over their workspace design are happier at work, more motivated, healthier, and up to 32 percent more productive.

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When we tell ourselves that we have to do something, it feels like a chore. But when we see tidying as a creative endeavor that will spark joy in our workspace, we're happy to do it.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

In his version of the theory, information becomes conscious when certain “workspace” neurons broadcast it to many areas of the brain at once, making it simultaneously available for, say, language, memory, perceptual categorization, action planning, and so on. In other words, consciousness is “cerebral celebrity,” as the philosopher Daniel Dennett has described it, or “fame in the brain.

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Almost every residency I've had since, I've found at least one stunned bird sprawled on the ground outside my workspace. I learned: they never see the glass coming. They only see the reflection of the sky.

Us-two, we still endure longer work hours than our roles require today, for reasons of social control rather than productivity. It’s difficult to find the mental space to question systems of power when we’re working eight hours, then trying to lift heavy weights that don’t need lifting or pedaling bikes that go nowhere for an hour so we don’t die of a heart attack from being stuck for a third of our lives in a physically restrictive workspace

That’s because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

quite opposite to Descartes’s organ metaphor, our global neuronal workspace does not operate in an input-output manner, waiting to be stimulated before producing its outputs. On the contrary, even in full darkness, it ceaselessly broadcasts global patterns of neural activity, causing what William James called the “stream of consciousness”—an uninterrupted flow of loosely connected thoughts, primarily shaped by our current goals and only occasionally seeking information in the senses. René Descartes could not have imagined a machine of this sort, where intentions, thoughts, and plans continually pop up to shape our behavior. The outcome, I argue, is a “free-willing” machine that resolves Descartes’s challenge

TIDY UP YOUR WORKSPACE BEFORE YOU CALL IT A DAY. When you go to an office, you can leave your messy home, well, at home. Not so for remote workers. And this is a problem, because working in a messy space zaps your concentration. Research shows clutter can trigger the release of cortisol (the stress hormone). Messy homes are also linked to increased procrastination. Before you clock out each night, spend five minutes putting things away, organizing your papers, and removing dirty glasses. You’ll appreciate your efforts when you sit down to your desk the next morning.

Most people don’t realize what a financial luxury privacy is. An individual bedroom, time alone, designated workspace: These things cost money. Angelique got to sleep in a shared family room, while probably doing homework on the kitchen table on a refurbished laptop after her brother had his turn.

When things are going well, they’ll go yeah, corporate jobs and software jobs are great! The financial growth, benefits, perks and the workspaces are the best! And when layoffs happen, the tables are turned. Instead, now they say, why become a consultant, you should have chosen a more ‘ever-green’ job.

A body of research is emerging that demonstrates a clear link between our surroundings and our mental health. For example, studies show that people with sunny workspaces sleep better and laugh more than their peers in dimly lit offices, and that flowers improve not only people’s moods but their memory as well.

When you carry conflict states around with you they can occupy and compete for your mental workspace and attentional resources. You’re so busy carrying that load that very few attentional resources remain to overcome automatic tendencies. Any salient thing will grab you—and keep you longer. So, if you’ve had a long and demanding day—say, you’re stressed, anxious, or preoccupied—you’re more likely to go for the bright shiny thing. You’ll grab the cookies instead of the carrots. You’ll click the flashing ad. You’ll spend the money you meant to save. You’ll spend something even more precious—your attention—in places you never intended to.

The change from the crowded, stifling hot, noisy confines of the workspace at Dayton to the open reaches of sea and sky on the Outer Banks could hardly have been greater or more welcome. They loved Kitty Hawk. “Every year adds to our comprehension of the wonders of this place,” wrote Orville to Katharine soon after arrival.

Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history

Seventy percent of US companies now use open-plan offices and hot desking in the hope that these free-form physical structures will provoke free-form thinking. This architectural determinism isn’t entirely convincing—there’s plenty of evidence that people find open workspaces noisy, distracting, and impersonal. Walking through several such workspaces recently, I couldn’t help but notice how hard everyone was working to simulate privacy. Plugged into headphones, surrounded by stacks of books and temporary dividers, defensiveness was more evident than openness. Architecture alone won’t change mindsets and tearing down physical walls won’t demolish the mental silos that trap thinking.

Introverts should ask themselves: Will this job allow me to spend time on in-character activities like, for example, reading, strategizing, writing, and researching? Will I have a private workspace or be subject to the constant demands of an open office plan? If the job doesn’t give me enough restorative niches, will I have enough free time on evenings and weekends to grant them to myself?

bonuses don't really motivate workers. Once they reach a certain baseline salary, money is no longer the main driver. They need something more. Reams have been written about the Millennial generation's hunter for impact and meaning at work. In one way, I think Millennials (and Generation Z) are not so different from the rest of us. They just voice the desires the rest of us have learned to keep quiet.

Similarly, at Microsoft, many employees enjoy their own private offices, yet they come with sliding doors, movable walls, and other features that allow occupants to decide when they want to collaborate and when they need private time to think. These kinds of diverse workspaces benefit introverts as well as extroverts, the systems design researcher Matt Davis told me, because they offer more spaces to retreat to than traditional open-plan offices.

top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Everything about the former colonial administrative offices made Holden sad. The drab, institutional green walls, the cluster of cubicles in the central workspace, the lack of windows or architectural flourishes. The Mormons had been planning to run the human race’s first extrasolar colony from a place that would have been equally at home as an accounting office. It felt anticlimactic. Hello, welcome to your centuries-long voyage to build a human settlement around another star! Here’s your cubicle. The space had been

It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn’t worked together. That’s because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Working Memory is the brain’s workspace, where you can hold and manipulate a handful of facts and figures in your head. The reason multiplying 36 by 42 in your head is so difficult is that your working memory has limits—and the older you get, the tighter your limits. That’s why mathematicians, musicians, and physicists tend to do their most important work when they’re young . . . and why once-simple tasks get progressively more difficult with age. This the type of memory, which facilitates multitasking and juggling life’s responsibilities, is the type of memory most healthy people want to optimize. Working memory plus creativity is the key to productivity.

Corvallis sometimes thought back on the day, three decades ago, when Richard Forthrast had reached down and plucked him out of his programming job at Corporation 9592 and given him a new position, reporting directly to Richard. Corvallis had asked the usual questions about job title and job description. Richard had answered, simply, “Weird stuff.” When this proved unsatisfactory to the company’s ISO-compliant HR department, Richard had been forced to go downstairs and expand upon it. In a memorable, extemporaneous work of performance art in the middle of the HR department’s open-plan workspace, he had explained that work of a routine, predictable nature could and should be embodied in computer programs. If that proved too difficult, it should be outsourced to humans far away. If it was somehow too sensitive or complicated for outsourcing, then “you people” (meaning the employees of the HR department) needed to slice it and dice it into tasks that could be summed up in job descriptions and advertised on the open employment market. Floating above all of that, however, in a realm that was out of the scope of “you people,” was “weird stuff.” It was important that the company have people to work on “weird stuff.” As a matter of fact it was more important than anything else. But trying to explain “weird stuff” to “you people” was like explaining blue to someone who had been blind since birth, and so there was no point in even trying. About then, he’d been interrupted by a spate of urgent text messages from one of the company’s novelists, who had run aground on some desolate narrative shore and needed moral support, and so the discussion had gone no further. Someone had intervened and written a sufficiently vague job description for Corvallis and made up a job title that would make it possible for him to get the level of compensation he was expecting. So it had all worked out fine. And it made for a fun story to tell on the increasingly rare occasions when people were reminiscing about Dodge back in the old days. But the story was inconclusive in the sense that Dodge had been interrupted before he could really get to the essence of what “weird stuff” actually was and why it was so important. As time went on, however, Corvallis understood that this very inconclusiveness was really a fitting and proper part of the story.

The fact is, nobody would have known from looking. An outsider walking past my cubicle that morning would have seen a petite woman of thirty-four with long, light brown hair pulled back in a barrette, neat and orderly-looking. Closer inspection would have suggested a perfectionistic, polished exterior, a careful attention to detail: a young woman with well-manicured nails and black leggings and Italian shoes; a daily list of things to do sitting on the desk, written in perfect print, several items already neatly ticked off; a workspace so compulsively tidy that one of my staff writers used to say you could fly a plane over my desk and it would look like a map of the Midwest, everything at perfect right angles. Colleagues saw me as smart and introspective, a little reserved maybe, and a paragon of efficiency at work: organized, professional, productive.

If time and money were no object and I did not have to seek anyone’s permission, what kinds of experiences would my soul crave? Let’s apply this to the first four items in the Twelve Areas of Balance. Each of these four items relates to experiences: 1.​YOUR LOVE RELATIONSHIP. What does your ideal love relationship look like? Imagine it in all its facets: how you communicate, what you have in common, the activities you do together, what a day in your life together looks like, what holidays are like, what moral and ethical beliefs you share, what type of wild passionate sex you are having. 2.​YOUR FRIENDSHIPS. What experiences would you like to share with friends? Who are the friends you’d share these experiences with? What are your ideal friends like? Picture your social life in a perfect world—the people, the places, the conversation, the activities. What does the perfect weekend with your friends look like? 3.​YOUR ADVENTURES. Spend a few minutes thinking about people who’ve had what you consider to be amazing adventures. What did they do? Where did they go? How do you define adventure? What places have you always wanted to see? What adventurous things have you always wanted to do? What kinds of adventures would make your soul sing? 4.​YOUR ENVIRONMENT. In this amazing life of yours, what would your home look like? What would it feel like to come back to this place? Describe your favorite room—what would be in this wonderful space? What would be the most heavenly bed you can imagine sleeping in? What kind of car would you drive if you could have any car you wanted? Now imagine the perfect workspace: Describe where you could do your best work. When you go out, what kinds of restaurants and hotels would you love to visit?

The obvious costs of such a policy became apparent to me as I sat along the back wall of vault V22 at NSA headquarters with two of the more talented infrastructure analysts, whose workspace was decorated with a seven-foot-tall picture of Star Wars’ famous wookie, Chewbacca. I realized, as one of them was explaining to me the details of his targets’ security routines, that intercepted nudes were a kind of informal office currency, because his buddy kept spinning in his chair to interrupt us with a smile, saying, “Check her out,” to which my instructor would invariably reply “Bonus!” or “Nice!” The unspoken transactional rule seemed to be that if you found a naked photo or video of an attractive target—or someone in communication with a target—you had to show the rest of the boys, at least as long as there weren’t any women around. That was how you knew you could trust each other: you had shared in one another’s crimes.

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

A short while later, they were all covered in flour. "Anna, do you have to use so much flour?" her mother asked, waving a cloud of dust away from her face. "I hate when the cookies stick, Ma, you know that." Anna sifted more flour onto the wooden table that doubled as a workspace. She loved flour and she used it liberally, but it did make cleanup much harder. The bakery wasn't large and it wasn't bright; the windows were high up, just below the ceiling eaves. Anna had to squint to see her measurements. Spoons and pots hung on the walls, and the large wooden table stood in the middle of the room, where Anna and her mom baked bread, cinnamon rolls, and Anna's famous cookies. The majority of the bakery was taken up by the cast-iron stove. It was as beautiful as it was functional, and Anna was constantly tripping over it- or falling into it, hence the small burn marks on her forearms. Those also came from paddling the bread into and out of the oven. Her parents said she was the best at knowing when the temperature of the stove was just right for baking the softest bread. Maybe she was a little messy when she baked, but it didn't bother her.

But Holbrooke brought to every job he ever held a visionary quality that transcended practical considerations. He talked openly about changing the world. “If Richard calls you and asks you for something, just say yes,” Henry Kissinger said. “If you say no, you’ll eventually get to yes, but the journey will be very painful.” We all said yes. By the summer, Holbrooke had assembled his Ocean’s Eleven heist team—about thirty of us, from different disciplines and agencies, with and without government experience. In the Pakistani press, the colorful additions to the team were watched closely, and generally celebrated. Others took a dimmer view. “He got this strange band of characters around him. Don’t attribute that to me,” a senior military leader told me. “His efforts to bring into the State Department representatives from all of the agencies that had a kind of stake or contribution to our efforts, I thought was absolutely brilliant,” Hillary Clinton said, “and everybody else was fighting tooth and nail.” It was only later, when I worked in the wider State Department bureaucracy as Clinton’s director of global youth issues during the Arab Spring, that I realized how singular life was in the Office of the Special Representative for Afghanistan and Pakistan—quickly acronymed, like all things in government, to SRAP. The drab, low-ceilinged office space next to the cafeteria was about as far from the colorful open workspaces of Silicon Valley as you could imagine, but it had the feeling of a start-up.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

Begin by clearing off your desk or workspace so that you only have one task in front of you. If necessary, put everything on the floor or on the table behind you. Gather all the information, reports, details, papers, and work materials that you will require to complete the job. Have them at hand so you can reach them without getting up or moving. 54

Waiting for an experience elicits more happiness than waiting for a material good... When we spend money on experiences, those purchases are also more associated with our identity, connection and social behavior.

People who spend money on experiences instead of things are just happier all around.

While many futurists and business leaders believe that robots and automation are taking jobs from humans, I believe that it's the humans who are takin the jobs away from robots.

How it manifests: Open workspaces, whiteboard walls, brainstorming sessions, working together in one room even if they’re working on different things, regular check-ins, and valuing team goals and team decisions over those of individuals.

I present... the courtyard!" The curtain slid away to reveal a wall of glass. Several production workers slid the transparent panels along the tracks until the entire room opened up onto a massive outdoor kitchen. The contestants filed outside, stunned by the extravagance. It doubled the size of their workspace. Stovetops and grills were set into brick counters. Refrigerators were tucked safely under a canvas canopy. And best of all- most thrilling of all- was a lush, vibrant perennial border that surrounded the entire kitchen, filled with edible plants, herbs, and flowers. Bright orange nasturtiums nodded in the afternoon sunshine, tender peas twined about a chicken wire fence. Bees hovered over patches of fuzzy thyme. Sophia laughed out loud. This was utterly delightful. "Your dream come true, Miss Garden Fairy?" The Scot's thick arms crossed his chest. He looked utterly disinterested. "There are fully-stocked pantries inside, as well. But the outdoor facility takes advantage of our beautiful Vermont landscape. Edibles in the garden." Mr. Smith pointed to glass-fronted coolers. "Local cheeses and other dairy products." He sauntered over to the canopied area and the cameras followed him. Baskets of fresh produce lined the tables. "We locally farmed proteins, fruits, and vegetables. Honey. Maple syrup. Anything and everything you can imagine." He took a perfectly ripe strawberry from one of the boxes and popped it into his mouth.

the team structure works well for us because it is well-aligned with our culture, our technical architecture and platform, our product, and even our workspace.

One company I know took the art of using cubicles to kill motivation to a higher level. They found out that employees had all kinds of personal mementoes on their desks, so the management redid the cubicles and made them 20 percent smaller, with less space for anything personal, but more space for more people. Another company came up with an even more brilliant idea that nobody could “own” their own cubicle, designing the system such that those who showed up to work earliest in the morning could claim the ones closest the windows. None of the cubicles has anything but a desk, a place to connect a computer, and a chair. No one could establish a sense of connection to their workspace. Ultimately, by setting the atmosphere this way, the company communicated to the employees that they are valued only for their direct productivity and that they are easily replaceable.

The walls were painted a robin's-egg blue. Antique wood-and-glass display cases had mottled milk chocolate-brown marble countertops. Antique iron-and-glass stands would make the future little cakes (under their glass domes) pop up and down on the counter like jaunty hats. From the top of the left wall of the bakery, Gavin had hung a canvas curtain and arranged a display area in front of it. Both the curtain and display would change each month- as would, of course, the colors and flavors we showcased. The idea was to sell not only cakes, but also cake stands, serving pieces, plates, paper napkins, and other goodies, so once your little cakes got home, they'd look as good as they did in my bakery. One-stop shopping. On the right, Gavin had arranged a seating area with dark bentwood chairs and cafe tables. It looked like a tea salon in Paris. I sighed with delight. But I wanted to see where I would spend most of my time. The work and storage areas were screened off in the back, although I would have been happy to show off my two Vulcan convection-ovens-on-wheels and the big stainless steel worktable with the cool marble slab at one end for chocolate work. The calm milk-chocolate plaster walls, stainless steel, and white marble made the workspace look like a shrine to the cake baker's art.

Have you ever tidied madly, only to find that all too soon your home or workspace is cluttered again? If so, let me share with you the secret of success. Start by discarding. Then organize your space, thoroughly, completely, in one go.

Chefs have a particular system for accomplishing this daunting feat. It’s called mise en place, a culinary philosophy used in restaurants around the world. Developed in France starting in the late 1800s, mise en place is a step-by-step process for producing high-quality food efficiently. Chefs can never afford to stop the whole kitchen just so they can clean up. They learn to keep their workspace clean and organized in the flow of the meals they are preparing.

I know you like to keep a clean workspace,” she says. “Tools and everything.

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I’ve always wanted a co-author. I found us a workspace. Come find me on my deck.’ So. I’m here about the workspace.

The goal of critical therapy is not just analysis or the adaptation and accommodation of the individual to oppressive systems and relationships. The goal is liberation, and in the process, we help to create more collaborative relationships, workspace, and environments and ultimately a more democratic society.

We’re all busy, all the time.' He’s raising his voice. 'People think it’s all [A.I.'d] now and I sit in my workspace all day reading books and jerking off but it all just makes more work. Everything that was meant to lighten the load makes more work, it just makes more shit for you to deal with.

This is like getting everything ready to prepare a complete meal. You set all the ingredients out on the counter in front of you and then begin putting the meal together, one step at a time. Begin by clearing off your desk or workspace so that you have only one task in front of you. If necessary, put everything else on the floor or on a table behind you. Gather all the information, reports, details, papers, and work materials that you will require to complete the job. Have them at hand so you can reach them without getting up or moving around. Be sure that you have all the writing materials, log-in information, access codes, e-mail addresses, and everything else you need to start working and continue working until the job is done. Set up your work area so that it is comfortable, attractive, and conducive to working for long periods.

Driving University: Listen to audio books or financial news radio while stuck in traffic. Traffic nuisances transformed to education. Exercise University: Absorb books, podcasts, and magazines while exercising at the gym. In between sets, on the treadmill, or on the stationary bike, exercise is transformed to education. Waiting University: Bring something to read with you when you anticipate a painful wait: Airports, doctor’s offices, and your state’s brutal motor vehicle department. Don’t sit there and twiddle your thumbs—learn! Toilet University: Never throne without reading something of educational value. Extend your “sit time” (even after you finish) with the intent of learning something new, every single day. Toilet University is the best place to change your oil, since it occurs daily and the time expenditure cannot be avoided. This means the return on your time investment is infinite! Toilet time transformed to education. Jobbing University: If you can, read during work downtimes. During my dead-job employment (driving limos, pizza delivery) I enjoyed significant “wait times” between jobs. While I waited for passengers, pizzas, and flower orders, I read. I didn’t sit around playing pocket-poker; no, I read. If you can exploit dead time during your job, you are getting paid to learn. Dead-end jobs transformed to education. TV-Time University: Can’t wean yourself off the TV? No problem; put a television near your workspace and simultaneously work your Fastlane plan while the TV does its thing. While watching countless reruns of Star Trek, boldly going where no man has gone before, I simultaneously learned how to program websites. In fact, as I write this, I am watching the New Orleans Saints pummel the New England Patriots on Monday Night Football. Gridiron gluttony transformed to work and education.

No writer ever knows enough words but he doesn’t have to try to use all that he does know. Tests would show that I had an enormous vocabulary and through the years it must have grown, but I never had a desire to display it in the way that John Updike or William Buckley or William Safire do to such lovely and often surprising effect. They use words with such spectacular results; I try, not always successfully, to follow the pattern of Ernest Hemingway who achieved a striking style with short familiar words. I want to avoid calling attention to mine, judging them to be most effective as ancillaries to a sentence with a strong syntax. My approach has been more like that of Somerset Maugham, who late in life confessed that when he first thought of becoming a writer he started a small notebook in which he jotted down words that seemed unusually beautiful or exotic, such as chalcedony, for as a novice he believed that good writing consisted of liberally sprinkling his text with such words. But years later, when he was a successful writer, he chanced to review his list and found that he had never used even one of his beautiful collection. Good writing, for most of us, consists of trying to use ordinary words to achieve extraordinary results. I struggle to find the right word and keep always at hand the largest dictionary my workspace can hold, and I do believe I consult it at least six or seven times each working day, for English is a language that can never be mastered.* [*Even though I have studied English for decades I am constantly surprised to find new definitions I have not known: ‘panoply’ meaning ‘a full set of armor’, ‘calendar’ meaning ‘a printed index to a jumbled group of related manuscripts or papers’. —Chapter IX “Intellectual Equipment”, page 306

Tissue gas was an embalmer’s worst nightmare - a highly infectious form of bacteria that thrived on dead tissue and released a noxious gas inside the body. Smell was usually the easiest way to detect it, but sometimes, as with this body, the smell was buried under other chemicals, and the only way to identify it was the ‘skin-slip’ Mom had found on the back, where interior gas bubbles separated the skin from the muscle. The gas itself was bad enough, because the stink would soon become so foul it would be all but impossible to cover up; that didn’t reflect well on us when people showed up for the viewing. Even worse than the gas though, were the bacteria that made it. Once they got into your workspace, you might never get them out again. If we didn’t put a stop to this right now, every body we embalmed would catch the same bacteria from our tools and table. It could destroy the entire business.

The general-purpose system consists of a workspace and a set of mental operations called executive functions that are carried out on information held in the workspace. Although only a limited amount of information can be retained at any one time, the workspace can hold on to and interrelate information of different types from different specialized systems (the way something looks, sounds, and smells can be associated with its location in external space and with its name). This ability to integrate information across systems allows for abstract representation of objects and events. It is especially well-developed in humans, and is likely to contribute to the uniqueness in human cognition.

Modify your workspace, even quickly and inexpensively, to wake up people’s minds and trigger innovative thought.

Little Turtle was a very cramped workspace that could’ve been designed by Frank Lloyd Wright.

Essentials:   Child-size table Child-sized chairs, one for each of your children and at least one or two more for guests A low bookcase or cubicle. Your child should be able to easily see and reach anything on top of this piece of furniture. IKEA is a fantastic place to pick up things like this! Age appropriate items for chosen Montessori activities. A more detailed list of activities and supplies will be provided later in the book. Several rubber storage containers or other storage devices. These do not need to remain in your schooling area; in fact it is recommended that they be removed. You will want to give your child a limited choice of several activities in their workspace, and have the supplies accessible to them. You will likely have many activities that you want to try or a supply of materials that do not fit the current activity choices. Since too many choices and too much clutter will over-stimulate the young mind, you will want a place to store your materials until they are ready to be rotated into use.   Helpful Items:   Extra bins, baskets and trays. Colorful, realistic, stimulating decorations for the area. A work rug.

Through practical life exercises, your child will gain confidence, self-sufficiency and the ability to properly interact with others in their world. The focus of practical life activities should be how to care for themselves and their environment, as well as safely maneuvering through it. Think along the lines of proper hand washing, dressing oneself, opening a door, carrying scissors, watering a plant, taking care of their workspace, etiquette, etc. We will later discuss a few specific activities for practical life, however you will be presented with countless opportunities throughout the day that require no planning, but rather a keen eye to acknowledge them as they occur.

If you have more than one child in your Montessori home school each child is not allowed to intrude upon the work of another. This means no sharing of work, no interrupting of work, no interfering with another’s workspace, etc. Your child needs to learn respect for another’s process and space. If a young child is especially excited about their own activity it can be difficult to get them to temporarily contain their excitement. However, this is a vital lesson to teach. We cannot interfere with another’s work because we are excited about our own. Each child must respect the other’s work.

Another company came up with an even more brilliant idea --- that nobody could own their own cubicle -- designing the system such that those who showed up to work earliest in the morning could claim the ones closest to the windows. None of the cubicles had anything but a desk, a place to connect a computer, and a chair. No one could establish a sense of connection to their workspace. Ultimately, by setting the atmosphere this way, the company communicated to the employees that they are valued only for their direct productivity and that they are easily replaceable.

Following her usual custom when visiting the Institute’s artists, Inez entered the waterdancer’s workspace without going through the formality of sounding the chime to request entry. She agreed in principle that the artists should consider their workspaces to be places of inviolable privacy but liked to think of the Institute as a community whose creativity flowed and merged without boundaries and borders — as a garden of activity cross-fertilized and nourished through free interaction among all the Institute’s inhabitants. She

One probably should not form opinions about people based on the cleanliness of their workspace, but she promptly liked this Telnola more than Ms. Klume. Of

witness.” Olivia reached over to straighten a row of chocolate boxes on the workspace in front of her. “I got there after everything had happened. I didn’t see a thing. The police took us back to the police station and once they figured out that I didn’t know anything that could help them, they drove me home.” She shook her head. “That was the only time I’d ever seen Dayna until last Thursday afternoon.

Rockstar environments develop out of trust, autonomy, and responsibility. They’re a result of giving people the privacy, workspace, and tools they deserve. Great environments show respect for the people who do the work and how they do it.

Engagement is that optional effort that employees (or volunteers) add beyond just following instructions.

Both intuition and a growing body of research underscore the reality that sharing a workspace with a large number of coworkers is incredibly distracting—creating an environment that thwarts attempts to think seriously. In a 2013 article summarizing recent research on this topic, Bloomberg Businessweek went so far as to call for an end to the “tyranny of the open-plan office.” And yet, these open office designs are not embraced haphazardly.

The professors at MIT—some of the most innovative technologists in the world—wanted nothing to do with an open-office-style workspace. They instead demanded the ability to close themselves off. This combination of soundproofed offices connected to large common areas yields a hub-and-spoke architecture of innovation in which both serendipitous encounter and isolated deep thinking are supported.

the individual’s scoreboard should be a physical artifact in the workspace that displays the individual’s current deep work hour count.

whether in London’s ornate arcades or Rio’s fractious favelas, whether in the high-rises of Hong Kong or the dusty workspaces of Dharavi, our culture, our prosperity, and our freedom are all ultimately gifts of people living, working, and thinking together—the ultimate triumph of the city.

One unexpected finding is that there is a clear relationship between years of experience and happiness at work. In short, older workers tend to be less satisfied. For example, a one‐year increase in years of experience is associated with a 0.6‐point decrease in overall employee satisfaction, after controlling for all other factors. This might reflect learning about the quality of work environments over time. Or perhaps workers become more jaded with their employer as they progress throughout their career.1

career website Glassdoor. On its blog Mario Nuñez posted an article titled “Does Money Buy Happiness? The Link Between Salary and Employee Satisfaction,” which revealed something quite surprising.

In the New Testament, however, altars are holy routines, regiments, and activities that a believer observes (as underpinned by God’s instruction) and galvanises with strong consecration to make more room for the indwelling presence of the Spirit to saturate them and for the manifest presence of God to saturate their workspace. This requires discipline. A believer without discipline is not a profitable disciple of Jesus Christ. For instance, God could instruct a believer to pray for a certain amount of time and at a specific time in the day for their office, place of business etc.

You look stunning, Lucy.” My chest tightened, and I blushed, unable to hold his gaze. “Thank you.” Releasing my hand, he tipped my chin up like he had that night in my workspace, and I felt my body reacting similarly. “I mean it. You’re a vision in that dress. A goddess.

A workspace with minimal distractions A daily walk (many would write in the morning, stop for lunch and a stroll, spend an hour or two answering letters, and knock off work by two or three in the afternoon) A clear dividing line between important work and busywork Limited social lives1

If you really desire workplace change, such as a promotion or a job, you have to clear your physical energetic field of everyone or everything in the way. Start by decluttering, throwing away everything at home or at work that no longer describes who you are. Toss that old paperwork and applications for jobs you didn’t get. Ready to move forward? To attract workplace prosperity? Put red or purple objects in the southeast corner of your workspace.

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the workspace an overwrought diorama of consultant-crafted mindfulness buzzword fuckery.

In an article published in the New Yorker titled “Better All the Time,” James Suroweicki writes: “Japanese firms emphasized what came to be known as ‘lean production,’ relentlessly looking to remove waste of all kinds from the production process, down to redesigning workspaces, so workers didn’t have to waste time twisting and turning to reach their tools. The result was that Japanese factories were more efficient and Japanese products were more reliable than American ones. In 1974, service calls for American-made color televisions were five times as

Most of the time if you need me, I’m in the fridge area. Even today I’m actually guarding the fridge most of the time, I set up my workspace right in front of the fridge, at both my home and my studio, so that if anyone needs to fucking get to it, that person needs to see me first.

I’m so busy I hardly notice,’ he said, somewhat disingenuously. One couldn’t help but be impressed by such a workspace, and she suspected he was still pretty pleased with himself no matter how many times he entered it.

We made no exceptions for the fact that this was Hollywood. We used the Bar Raiser process to hire each member of the Studios team, and they would have to get accustomed to our frugal ways, including working in small, shared offices or open workspaces, a base salary capped at $160K, no cash bonus program, and riding in coach, not first class. This made for some hard conversations.

Nonrhythmic sensory stimuli (NRSS) are calming, gentle, nonthreatening movements found in nature, such as ripples on a pool of water, grass swaying, or leaves moving in a breeze, which can aid psychological restoration and reduce eyestrain from computers. The movement catches our eye every so often and allows us a moment of effortless attention on something in the distance. This is particularly beneficial if we refocus our vision every 20 minutes, for 20 seconds, on something 20 feet away (this is known as the 20x20x20 rule). Adding some greenery to your workspace can help with this. Try placing a leafy plant next to an open window for gentle movement in a breeze.

One recent study, conducted in a British government agency that switched from enclosed offices to an open-plan workspace, found that the heightened imperative to engage in self-presentation in such settings fell most heavily on women, for whom appearance is considered especially important.) When people are relieved of the cognitive load imposed by their environment, they immediately become more creative, neuroscientist Moshe Bar has found.

From the veteran bestsellers down to the writers who are preparing their manuscript for agent queries, everyone approaches their workspace wondering how the hell they managed to get something good onto the page the day before, because today it feels impossible. Until they start to write.

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The 3D printer is cranking up. It hisses slightly, dissipating heat from the hard vacuum chamber in its supercooled workspace. Deep in its guts it creates coherent atom beams, from a bunch of Bose-Einstein condensates hovering on the edge of absolute zero. By superimposing interference patterns on them, it generates an atomic hologram, building a perfect replica of some original artifact, right down to the atomic level—there are no clunky moving nanotechnology parts to break or overheat or mutate. Something is going to come out of the printer in half an hour, something cloned off its original right down to the individual quantum states of its component atomic nuclei. The cat, seemingly oblivious, shuffles closer to the warm air exhaust ducts.

If you tend to … procrastinate jump from one activity to another without finishing any have trouble keeping workspaces or homes neat and organized forget to do things you’ve promised find yourself chronically running late lose your cool when people don’t behave the way you think they should struggle to come up with Plan B when things don’t go the way you thought they would fritter away your time when you know there’s work to be done

In the preceding discipline, I argued that for an individual focused on deep work, hours spent working deeply should be the lead measure. It follows, therefore, that the individual’s scoreboard should be a physical artifact in the workspace that displays the individual’s current deep work hour count.