Produce as much as you consume project

In the spirit of this article I linked to the other day on Jimiyo, And a challenge from the unmarketing blog on twitter: “For one day this week, stop consuming info and create something.”

I’m going to try to set aside at least one day a week, (Saturdays) and possibly two (Wednesdays) in which I produce rather than consuming. I’m trying it today – not reading books, not watching TV, not reading on the internet. Just designing, photography, writing, knitting, singing, gardening, exercising. I sure shouldn’t be bored.

Wednesdays shouldn’t be too hard – we already spend the evenings in knitting class, and Wednesday mornings are one of my workout days, so it’s just being disciplined during the day that’s the key.

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links for 2010-04-05

  • I deliberately try not to fill my calendar. I choose not to say Yes to everything. For to do so would make me too busy, and I think, less effective at what my goals are. I always want to have some margin of my time in reserve, time I’m free to spend in any way I choose, including doing almost nothing at all. I’m free to take detours. I’m open to serendipity. Some of the best thinkers throughout history had some of their best thoughts while going for walks, playing cards with friends, little things things that generally would not be considered the hallmarks of busy people.
  • The Floating Market, inspired by Neil Gaiman from his best-selling book Neverwhere.
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Strategic Incompetence

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From the Wall Street Journal:

To learn something at the office can be difficult. But to refrain from learning something requires years of practice and refinement.
It’s an office skill that Steven Crawley finds indispensable. “The inability to grasp selective things can be very helpful in keeping your desk clear of unwanted clutter,” says the executive in HR, or what he calls “the dumping ground” of all unwanted office tasks. “I have developed a very agile selective memory across a wide range of nonvalue-added activities.”
The most memorable time he brandished his nonskill was when the president at an automotive-parts manufacturer asked Mr. Crawley to organize the company picnic. With a sensibility more dry than bubbly, he wasn’t crazy about party planning. So he began to milk his lack of picnic knowledge for all it wasn’t worth. He responded to any inquiries or suggestions with questions and comments such as “How do you do that?” or “What did you guys do in the past?” or even “Help me remember why we’re talking about this.”
Ultimately, responsibility for the picnic was reassigned. Mission unaccomplished. Says Mr. Crawley: “You’d be amazed at how much I don’t know about picnics.”
Strategic incompetence isn’t about having a strategy that fails, but a failure that succeeds. It almost always works to deflect work one doesn’t want to do — without ever having to admit it. For junior staffers, it’s a way of attaining power through powerlessness. For managers, it can juice their status by pretending to be incapable of lowly tasks.
In all cases, it’s a ritualistic charade. The only thing the person claiming not to understand really doesn’t understand: That the victim ultimately stuck with the work sees through the false incompetence.

The only time I do this is when Stephanie’s cat Lucy begs me to feed her when I walk into the upstairs bathroom. “I don’t know where the food is, Lucy.” I tell her every morning and evening.
Stephanie is frustrated by this sort of thing at her workplace, though, particularly with the males in her office who claim “not to know how” to make coffee after they’ve taken the last cup. “There’s nothing in your penis that blocks you from learning to make coffee” she says.

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