randum blinkies ive made this week pt 1

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randum blinkies ive made this week pt 1

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Sooner or later, Europe was bound to break the American monopoly in the manufacture of new social theories and facts. Since the war the study of society has become an American industry, and though the sociologists have naturally been the biggest producers, a few historians, some glossy journalists, and a number of freelance thinkers have also made their contribution to the national effort. ⊠most of the new studies were little more than progress reports on the growth of American society. They claimed to be empirical and open-minded, but what they really did was to create a new style of observation that made their theories and insights look like facts. Some of these studies used the new style for cultural apologetics instead of analysis. Others seemed to be more critical, and many of them complained about the slickness of the culture. But their complaints were themselves so slick that they immediately became fashionable. The result of all these advances in social thought was that the thing criticized became indistinguishable from the criticism of it, and soon both became part of the same cultural package. ⊠⊠the value of ⊠an insight [such as "the rulers deceive the ruled"] depends on how it is ⊠developed. But [Elias] Canetti does not really develop the idea; what he does instead is to spin a web of ⊠associations and analogies. In [some] sense, he has written a poem. The trouble, however, is that it is a bad poem, far too long, cluttered up with home-made jargon, and much too pretentious. Its method is to convert truisms into metaphors, to state a fact as though it were a discovery, such as that âa soldier on duty acts only in accordance with commands,â or that war consists of one crowd fighting another, or that âin revolutionary periods executions are acceleratedâ; and then to give these inflated facts all kinds of historical resonance. Frequently, the idea itself is a bad metaphor: the most picturesque example is Canettiâs description of spermatozoa as a crowd, with one survivor. Sometimes the metaphor is purely verbal, as when Canetti says that in an inflation the âunit of money loses its identity.â Here we have just the opposite of what goes on in a good poem: instead of an original and concrete association that puts things in a new light or makes for a new experience, an ordinary observation is given âpoeticâ overtones, and made to sound more suggestive. And unlike good poetry which loses in paraphrase, some of Canettiâs inspired rhetoric might easily gain by a paraphrase.
William Phillips, 1963, reviewing Elias Canetti's Crowds and Power
You are doing enough.
âWork smarter, not harderâ - thatâs what weâre supposed to be doing according to every academic, CEO and motivational speaker. Highly effective people should be able to churn out high-quality work in the smallest possible amount of time. Sounds good in theory- if we could all get our work done more quickly, weâd have lots more free time to do things like see friends, travel and relax. Thatâs not happening though, is it? Weâre not working âsmarter, not harderâ, weâre working smarter and harder. Working efficiently just means more time for more work. Great, weâre all one notch closer to burnout.
Like the rest of the world, Iâve been taken in by all the blog posts and youtube videos about productivity. Iâve got a bullet journal, a google calendar and a studyblr. Most of the time, I enjoy the business of being productive- I like the satisfaction of ticking all the boxes on my to-do list; I like having things going on; I like being sociable. However, I recently came to a realisation- I canât do anything that I donât consider âproductiveâ.Â
Recently, Iâve been seeing a counsellor for the low self-esteem Iâve been suffering with since graduation. Since I left university for the summer Iâve not had a great deal to do except read and go to the gym. For a lot of people, this is the dream. For me, that means not having any goals to work towards, which means that I have a lot of time with me, myself, and my neuroses. As you can imagine, this tends to end with me stressing myself out for no good reason.
I told my counsellor about this and she asked me what I do for relaxation. I told her that I liked planning in my journal, reading and going to the gym. She pointed out that the only thing on that list that could be considered not goals-oriented was reading, to which I pointed out that, actually, Goodreads has âgame-ifiedâ reading too and now it's all about how many books you read in a year, and which books you are reading. My counsellorâs face turned to concern. Turns out, rather than making the most of my time and having a fulfilling life, Iâm instant gratification-ing myself to burnout. Iâm addicted to productivity.Â
Thanks to this, Iâm the perfect candidate for Blinkistâs targeted advertising. Blinkist is an app which claims that by using it you can read up to four non-fiction bestsellers a day. Curious, I clicked on one of these ads to see how it could possibly make such a huge claim. After all, Iâd probably be considered a heavy reader and Iâd struggle to get one book read in a day, and even then Iâd be skimming most of it. Turns out, Blinkist offers 20-minute text and audio summaries of everything from the hottest self-help reads to up-to-date tech tomes. So basically, you âreadâ four books a day by investing 80 minutes in what is essentially Sparknotes for assholes. Much like Sparknotes, the only gratification I imagine you can get out of this is avoiding office FOMO by being able to pretend you have read books you are apparently supposed to have read.* It really rubs me up the wrong way. Why canât we just enjoy reading, no matter how long it takes us? No one should be worried about how much they read unless it is literally their job to do that.Â
Last year, I juggled two (sometimes three) jobs, my final year at university, being school president, applying to my masters and a social life. At no point did it occur to me that I was doing enough, being sufficiently productive, or not wasting my time when I sat down to watch a movie. Objectively, someone doing a quarter of that is doing quite a lot. Iâve been thinking a lot about the mentality Iâve developed around productivity and now I can see that productivity is definitely damaging my mental health in quite a serious way which has hurt my confidence in my knowledge, abilities and even my physical health. Iâm doing enough. You probably are too.Â
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*or maybe to find out more about books youâre interested in reading in full- but thatâs not very cost effective, considering it costs more than an audible subscription.
Blinkist acts as your mini cheerleader by celebrating user streaks whenever you complete reading a book. Switching up the superlatives as you continue to progress through the app is a nice touch.

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Better Than Before: Mastering the Habits of Our Everyday Lives
According to a Japanese saying, each person has three faces. The first is the face you show to the world â your public persona. The second is the private face you show to family and close friends. And the third is the one you hide even from yourself â those aspects of your personality and behavior that you deny and often refuse to examine.
The lesson is clear: you can only manage those aspects of yourself that you actually see and acknowledge. Whatever you donât see â your blind spots â are destined to shape your future in ways you canât control.
Blind spots become particularly problematic as you ascend the organizational hierarchy. When youâre not the boss, you have multiple sources of corrective feedback â colleagues and superiors can challenge you. But once you reach the top, the number of people willing to confront you about what youâre missing becomes smaller and smaller. The higher you go, the more isolated you become from honest feedback â even as the potential consequences of your blind spots grow more severe.
Why is that? Itâs because leadersâ blind spots donât stay contained at the executive level. Instead, they cascade throughout the entire organization, creating systemic flaws that can compromise decision-making, culture, and performance across all levels. A leader who canât see results in an organization that canât act.
Perspective-taking exercises require you to step into the shoes of different stakeholders â not just intellectually understanding their concerns, but genuinely attempting to experience situations from their viewpoint. This might involve asking, How would this decision feel to a new employee versus a twenty-year veteran? or, What would this change look like from our customersâ perspective versus that of our shareholders? The discipline of systematically considering multiple viewpoints reveals assumptions that leaders often take for granted.Â
Developing awareness doesnât stop with you. It can be developed throughout the whole culture of your organization, creating an environment that facilitates self-awareness among everyone. Begin by modeling vulnerability â openly discussing personal development goals and areas for improvement with your team.
Itâs important to implement systems that reward learning from mistakes, rather than punishing failure. After-action reviews should become regular practice â teams systematically examine what worked, what didnât, and what they learned regardless of whether outcomes were positive or negative. These sessions help to normalize a mindset of continuous improvement.
Every leader possesses a unique set of talents that represents their distinctive contribution to the world â as Csorba puts it, their âsuperpowerâ. Your goal in your professional development should be to discover your superpower and then learn to deploy it to its greatest effect. Self-awareness thus serves two purposes in leadership development â revealing limiting blind spots along with the combination of strengths that define you at your peak performance.
There are many kinds of leadership superpowers. Some leaders demonstrate exceptional empathy and emotional intelligence â a great capacity to understand and connect with others. Others excel at crisis management and composure, maintaining a bedrock of calm and decisive judgment during chaotic situations.
Some leaders excel at quickly learning and processing information. They can hoover up knowledge across multiple domains and quickly synthesize it, providing opportunities that others miss. Still others have a gift of discernment, allowing them to detect the truth and separate good information from illusions and misrepresentations.
The main takeaway of this Blink to Aware by Les Csorba is that exceptional leadership starts with unflinching self-awareness.
Your biggest career obstacles arenât external â theyâre the things about yourself you donât want to see. Instead of hiding behind excuses or defensiveness, embrace the discomfort of looking clearly at yourself, warts and all.
Actively seek structured feedback through 360 reviews, mentoring, and peer groups. Build reflection into your routine through journaling and decision reviews. And challenge your assumptions by considering what could go wrong and how different stakeholders perceive your decisions.
Remember, self-awareness serves two purposes: eliminating blind spots that derail you and discovering your unique superpower. Once you identify your distinctive strengths, ruthlessly focus on developing and deploying them while delegating everything else.
Ultimately, what leaders need most is the awareness to see the truth clearly and the courage to take action.
Gain a complete understanding of âAwareâ by Les Csorba from Blinkist. The âAwareâ book summary will give you access to a synopsis of key ide