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Know Where to Draw the Line for Enhanced Personal Productivity: Innovation versus Standardization

Know Where to Draw the Line for Enhanced Personal Productivity: Innovation versus Standardization
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One of the most powerful tools we can use to enhance personal productivity is to standardize tasks and processes. This is nothing new, yet it has become part of the much touted Toyota Production System as a way to reduce automobile manufacturing costs. A classic example from hundreds of years ago is the way that railways came up with a standard spacing or distance between the two parallel rails that make up a railway. Before they did, every railcar had to be unloaded and reloaded onto a railcar of a different gauge for each railway it traveled.

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However, too much standardization is also a bad thing. Henry Ford found this out when he refused to introduce new styles and colors when people started losing interest in his Model T cars that were produced by the millions in his day. He only made them in black at the time. Don’t try to come to a date with a standard agenda and present well-organized and detailed lists. How special do you make them feel when you book them in to a time slot? Or if you take them to the same restaurant all the time? Or if you picked up your date in one of Ford’s black Model Ts at the time?

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So, where do we draw the line? The answer for how much you should standardize is actually quite plain and simple: standardize as much as is practical so long as you and the other involved parties (customer, friends, etc.) derive greater value from the standardization than from a competing innovation. For a customer situation, if you have a standard, boring product, they might turn elsewhere for something more exciting. The same is true for a date. There are several areas or ways to standardize. A list of things that should probably be standardized for improved productivity are:

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  1. daily and weekly planning process,
  2. email and correspondence collection and response systems,
  3. sleep, exercise and eating times (your body loves these things),
  4. goal setting and reviews,
  5. business tools including software, notebooks, PDAs, etc. so that there isn’t tremendous waste in fiddling with these things to get them to work,
  6. daily chores list while finding ways to cover them more efficiently,
  7. rest and recreation times,
  8. preparation for any type of competition.

People who become overly preoccupied with the standardization aspects can become a real problem. Taking a family to a GTD productivity seminar on a vacation trip is probably not a great idea. Now, let’s take a look at what should be innovated for improved productivity. The following list of things should be handled with an innovative mindset:

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  1. reading (& audio and video) materials since limiting sources can cause stagnation,
  2. relationships – keep trying new things to keep them interesting and creative
  3. exercise routines themselves since doing the same exercises forever does less then changing the routine does,
  4. personal and professional networks because meeting new people in different areas can greatly broaden experiences and perspectives,
  5. fashion (overly standardizing this one can get you into trouble),
  6. vacations should be kept varied and interesting,
  7. recognition, appreciation and expressions of gratitude,
  8. places you take your dates or spouse to and the things you do.

The ways to determine the limits of how far you should go in standardizing are not always easy to know. We should be careful not to assume. Unchecked standardization might result in you seeing every office coffee mug with someone’s name on it and some there wearing the same suit every Wednesday. This would suggest your office experience is becoming a banal one. The person wearing the suit likely has no idea this is a problem and correctly assumes it to be a practical thing to do. Another example is the guy who brings home the roses every time he screws up doesn’t scream sincerity. There are some simple ways to find out where appropriate limits are such as:

  • asking someone familiar with a routine how it comes across. If handled right, people probably are not aware of it to begin with. For example, someone who always attends appointments on time by allowing an extra five minutes travel time will likely find no objection.
  • testing a new routine before fully implementing it.
  • develop a clear and preferably measurable indicator of success so that if something is working, it can be continued or discontinued.
  • decide if it adds value. If a standardized routine becomes a nightmare, it should be re-evaluated.

Whether you are manufacturing cars or picking up a date in one, know where the limits should be on standardizing versus innovating. Standardize wherever practical, but don’t go overboard or things won’t go well. Use this strategy to maximize productivity without losing spontaneity. Henry probably picked up his wife Clara in a black model T from time to time, but she married him before he invented it so it might not have mattered as much. However, showing up in a Model T to pick up a date today might be a great opener. Just know where to draw the line.

Peter Paul Roosen and Tatsuya Nakagawa are co-founders of Atomica Creative Group , a specialized strategic product marketing firm. Through leading edge insight and research, sound strategic planning and effective project management, Atomica helps companies achieve greater success in bringing new products to market and in improving their existing businesses. They have co-authored Overcoming Inventoritis now available.

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Last Updated on September 17, 2018

Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

Are you one of those people who are always suffering setbacks? Does little ever seem to go right for you? Do you sometimes feel that the universe is out to get you? Do you wonder:

Why do I have bad luck?

Let me let you into a secret:

Your luck is no worse—and no better—than anyone else’s. It just feels that way. Better still, there are two simple things you can do which will reverse your feelings of being unlucky.

1. Stop believing that what happens in your life is down to the vagaries of luck, destiny, supernatural forces, malevolent other people, or anything else outside your self.

Psychologists call this “external locus of control.” It’s a kind of fatalism, where people believe that they can do little or nothing personally to change their lives.

Because of this, they either merely hope for the best, focus on trying to change their luck by various kinds of superstition, or submit passively to whatever comes—while complaining that it doesn’t match their hopes.

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Most successful people take the opposite view. They have “internal locus of control.” They believe that what happens in their life is nearly all down to them; and that even when chance events occur, what is important is not the event itself, but how you respond to it.

This makes them pro-active, engaged, ready to try new things, and keen to find the means to change whatever in their lives they don’t like.

They aren’t fatalistic and they don’t blame bad luck for what isn’t right in their world. They look for a way to make things better.

Are they luckier than the others? Of course not.

Luck is random—that’s what chance means—so they are just as likely to suffer setbacks as anyone else.

What’s different is their response. When things go wrong, they quickly look for ways to put them right. They don’t whine, pity themselves, or complain about “bad luck.” They try to learn from what happened to avoid or correct it next time and get on with living their life as best they can.

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No one is habitually luckier or unluckier than anyone else. It may seem so, over the short term (Random events often come in groups, just as random numbers often lie close together for several instances—which is why gamblers tend to see patterns where none exist).

When you take a longer perspective, random chance is just . . . random. Yet those who feel that they are less lucky, typically pay far more attention to short-term instances of bad luck, convincing themselves of the correctness of their belief.

Your locus of control isn’t genetic. You learned it somehow. If it isn’t working for you, change it.

2. Remember that whatever you pay attention to grows in your mind.

If you focus on what’s going wrong in your life—especially if you see it as “bad luck” you can do nothing about—it will seem blacker and more malevolent.

In a short time, you’ll become so convinced that everything is against you that you’ll notice more and more instances where this appears to be true. As a result, you will almost certainly stop trying, convinced that nothing you can do will improve your prospects.

Fatalism feeds on itself until people become passive “victims” of life’s blows. The “losers” in life are those who are convinced they will fail before they start anything; sure that their “bad luck” will ruin any prospects of success.

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They rarely notice that the true reasons for their failure are ignorance, laziness, lack of skill, lack of forethought, or just plain foolishness—all of which they could do something to correct, if only they would stop blaming other people or “bad luck” for their personal deficiencies.

Your attention is under your control. Send it where you want it to go. Starve the negative thoughts until they die.

To improve your fortune, first decide that what happens is nearly always down to you; then try focusing on what works and what turns out well, not the bad stuff.

Your “fate” really does depend on the choices that you make. When random events happen, as they always will, do you choose to try to turn them to your advantage or just complain about them?

Thomas Jefferson is said to have used these words:

“I’m a great believer in luck and I find the harder I work, the more I have of it.”

Ralph Waldo Emerson said:

“Shallow men believe in luck. Strong men believe in cause and effect.”

Your luck, in the end, is pretty much what you choose it to be.

Featured photo credit: LoboStudio Hamburg via unsplash.com

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