book.chapter Thought processes

Creating a personal organization system that resonates with your cognitive processes is essential. If you neglect to do this, you may inadvertently undermine your own efforts to progress. There are eleven foundational principles that can guide you in harmonizing your organizational methods with your thought patterns. Our lives are inundated with a plethora of items, all vying for our attention. Whether we are conscious of it or not, our focus is perpetually shifting from one thing to another, and yet another. We are constantly bombarded with information, so it is futile to attempt to register every detail that comes our way. Instead, it is advisable to structure your life in a manner that reduces cognitive overload. Douglas Merrill emphasizes that the challenge of organizing is intricately linked to the way our brains function. He asserts that he is not in the business of imposing rules, which are restrictive by nature, but rather in offering principles that serve as suggestions for new ideas, options, and tools. These principles are designed to assist you in crafting organizational systems that are tailored to your individual needs. One of the primary sources of mental exhaustion is the dilemma of deciding what to remember and what to discard. The human brain excels at noticing details but is notoriously poor at retention. Our alertness to our surroundings is a primal survival mechanism, and we are constantly vigilant, often without realizing it. When we take note of something, it is temporarily stored in our short-term memory. Without further action, these memories will be supplanted by new ones. Our short-term memory has the capacity to hold between five to nine items at any given moment. A crucial aspect of any organizational system is to devise strategies to efficiently transfer information from short-term to long-term storage, ensuring it is preserved in a secure and retrievable manner. By consistently implementing systems that facilitate this process, you will likely experience reduced stress, diminished mental strain, and an increase in productivity. The essence of any organizational system should be the swift relocation of information from short-term memory to a searchable database. This practice has been recognized by astute individuals for generations. Douglas Merrill recounts an anecdote about Albert Einstein, who, when asked for his phone number by a reporter, referred to a phone book rather than relying on memory. Although the veracity of the story is questionable, it humorously underscores the importance of externalizing information to concentrate on matters of significance. In contemporary society, there is a pervasive attempt to multitask, despite the fact that the human brain is not equipped for such endeavors. Multitasking hinders the brain's ability to process information into short-term memory, rendering it counterproductive. Cognitive scientists refer to the process of transferring information from short-term to long-term memory as "encoding," and the common method of repetition for this purpose is known as "rehearsal." However, to enhance organization, a more effective method is required, as rehearsal is slow and susceptible to various potential disruptions. It has been discovered that associating a narrative with information significantly increases the likelihood of later recollection. A compelling story serves as a mnemonic device, facilitating the retrieval of facts from long-term memory. This is because stories, unlike bare facts, are imbued with vivid imagery, action, characters, and emotions, which the brain is adept at recalling. Douglas Merrill points out that being organized necessitates arranging information in a meaningful sequence, which involves encoding and accurately recalling it. Since the brain prefers to process information in the form of narratives, embedding facts within stories is a crucial strategy for improving organization. If you can proactively consider how you intend to utilize a piece of information before attempting to encode it into your long-term memory, you can integrate that information into a suitable narrative. While it is not always possible to predict which stories will align with future circumstances, it is beneficial to remember that engaging stories facilitate subsequent recall and provide context, making it easier to retrieve the information later. In addition to the transitions between short-term and long-term memory that the human brain performs, it also has an aversion to an excess of choices. An overwhelming array of options, regardless of their magnitude, can lead us to revert to our default decisions, which may have been established years ago under different conditions. Douglas Merrill advocates for the development of organizational systems that compensate for our cognitive limitations. These systems should challenge our assumptions, emphasize the importance of filtering out the non-essential, and leverage the most suitable tools—be they paper-based or digital—to meet the dynamic demands of the modern world. He suggests that much of the information we traditionally attempt to memorize could be more efficiently stored on the Internet. Merrill also critiques the structure of our societal and work environments, which he deems inefficient. He questions the rationale behind the standard 40-hour workweek, which originated during the Industrial Revolution and is less relevant in non-factory settings today. He also challenges the traditional school calendar with its summer vacations, which were initially designed to accommodate agricultural needs. Furthermore, he reflects on the irony of cars, originally intended to provide freedom of movement, now often resulting in time lost to traffic congestion. Merrill posits that the concept of knowledge as power has evolved; in the past, possessing unique knowledge conferred a competitive edge, but in the current era, sharing knowledge is far more advantageous. The collective application of knowledge by a group of intelligent individuals can lead to remarkable achievements, as the power of knowledge is amplified through its dissemination. Each individual faces unique constraints that can hinder organization and success. These constraints may be physical, psychological, or societal. To improve organization, it is crucial to discern which constraints are actual and which are merely perceived. Recognizing the difference is vital to avoid expending effort on overcoming non-existent barriers or pursuing unattainable outcomes due to real constraints. However, identifying our true constraints can be challenging due to our proximity to the issues at hand, which can make it difficult to objectively assess our capabilities and environment. Seeking external perspectives can provide valuable insights into our actual constraints. Honest feedback can be obtained from various sources, including coworkers, supervisors, friends, mentors, and family members. Once you have identified your constraints, you must decide which ones to work around and which to accept. For instance, the immutable fact that each day has only 24 hours and each week has seven days is a definitive constraint on what you can accomplish. Stressing over these limitations can impair rational thinking and exacerbate challenges. Merrill warns against overemphasizing constraints, as doing so can stifle creativity and openness to new ideas, experiences, and outcomes. Instead, he advises weighing constraints against assets such as skills, resources, and available support, while considering the risks involved in disregarding a constraint. Often, fear is the most significant barrier and is best overcome. Goals are the counterpart to constraints. Having a clear destination provides a framework for organizing information and evaluating its relevance. Specific goals not only facilitate achievement but also enable progress measurement. Determining goals involves answering fundamental questions about what you wish to accomplish, why it is necessary, the consequences of not succeeding, and the actions required to achieve your objectives. Once your goals are established, flexibility in achieving them is beneficial. This adaptability allows for alternative approaches if the initial plan does not succeed. Additionally, taking a moment to reflect on your goals and constraints, and listening to your instincts, can provide clarity before embarking on your endeavors. Considerations such as the worthiness of the goal, potential delegation, and seeking assistance are important. Decision-making can be challenging, but strategies such as discussing ideas with trusted individuals, visualizing the realization of your goal, conducting research, and weighing pros and cons can aid in the process. Documenting your logic and revisiting it after some time can also help in refining your decisions and identifying overlooked aspects.