Human body is a complex system, and Total optimisation of a complex system is oxymoron.
Manage your expectations instead of time: ‣, ‣.
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https://www.morebeyond.co.za/facing-the-scary-but-exciting-boundary-between-competence-and-incompetence Sometimes we need to take a step back. Ron Heifetz talks about getting a “balcony view” — as long as we are part of the frenetic pace on the dance floor, we cannot gain perspective. Slowing down is very hard to do when we face volatility and uncertainty. When our context is speeding up, the pressure to keep up seems irresistible; but what I have seen over and over again in the organisations I work with is that leaders who prioritise thinking and reflection time are the ones that navigate the turbulence best.
https://blog.samaltman.com/hard-startups Be willing to make a very long-term commitment to what you’re doing. Most people aren’t, which is part of the reason they pick “easy” startups. In a world of compounding advantages where most people are operating on a 3 year timeframe and you’re operating on a 10 year timeframe, you’ll have a very large edge.
https://medium.com/10x-curiosity/tunnel-vision-slack-and-controlling-the-clock-b1283f92cb40
When people are juggling a lot of problems, they give up trying to solve them all. They adopt tunnel vision. There’s no long-term planning; there’s no strategic prioritization of issues… People who are tunneling can’t engage in systems thinking. They can’t prevent problems; they just react.
It’s a terrible trap: If you can’t systematically solve problems, it dooms you to stay in an endless cycle of reaction. Tunneling begets more tunneling.