Getting stuffdone(mullooly)5 1-15
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productivity, GTD, slides I made for a talk I gave on how I have used many of the top productivity gurus' advice in my life.
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This presentation summarizes the Getting Things Done (GTD) productivity system and provides tips for improving personal and professional productivity. It recommends brain dumping all tasks, sorting them into next actions, projects, and waiting lists, and planning weekly to review tasks. Implementing GTD helps conserve energy, work on priorities, and gain a sense of mental freedom and accomplishment.
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Project Retrospectives are an important part of any software development process. The Principles Behind the Agile Manifesto state that, "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly." How can this be done? By taking the time to reflect and learn and proactively determine what should be done differently in the next iteration, release, or project. Linda's presentation will introduce techniques for project retrospectives, whether they are agile or not. The techniques help teams discover what they’re doing well so that successful practices can continue and identify what should be done differently to improve performance. Retrospectives are not finger pointing or blaming sessions, but rather a highly effective process in which teams reflect on the past to become more productive in the future. Linda will share her experiences with leading retrospectives of several kinds for dozens of projects—successful and unsuccessful, small and large, in academia and industry. Her lessons learned can be applied to any project to enable teams and organizations to become learning organizations.
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* “If my mind had a mind, I wouldn’t need
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* GTD® is the popular shorthand for
Getting Things Done®
* “…a powerful method to manage
commitments, information, and
communication.”
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This presentation summarizes the Getting Things Done (GTD) productivity system and provides tips for improving personal and professional productivity. It recommends brain dumping all tasks, sorting them into next actions, projects, and waiting lists, and planning weekly to review tasks. Implementing GTD helps conserve energy, work on priorities, and gain a sense of mental freedom and accomplishment.
The Power of Retrospection
Project Retrospectives are an important part of any software development process. The Principles Behind the Agile Manifesto state that, "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly." How can this be done? By taking the time to reflect and learn and proactively determine what should be done differently in the next iteration, release, or project. Linda's presentation will introduce techniques for project retrospectives, whether they are agile or not. The techniques help teams discover what they’re doing well so that successful practices can continue and identify what should be done differently to improve performance. Retrospectives are not finger pointing or blaming sessions, but rather a highly effective process in which teams reflect on the past to become more productive in the future. Linda will share her experiences with leading retrospectives of several kinds for dozens of projects—successful and unsuccessful, small and large, in academia and industry. Her lessons learned can be applied to any project to enable teams and organizations to become learning organizations.
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* “If my mind had a mind, I wouldn’t need
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Apply inductive analysis to commercial gain! Or to just doing solid research for the betterment of your product/process.
Ethnographic opportunity analysis sp15
The document discusses ethnographic observation and opportunity analysis. It provides guidance on conducting fieldwork to identify opportunities for innovation. Students are assigned to observe an existing service or product, document their observations, and suggest improvements based on their analysis. Examples of prior student projects are provided, and conducting observation without preconceptions is emphasized as key to finding unmet needs or opportunities.
Ethographic opportuntiy analysis sp13final
This document discusses ethnographic opportunity analysis for innovation. It provides context on innovation from thinkers like Einstein and Schumpeter. Schumpeter defined 5 types of business innovation: new goods/services, new production methods, new markets, new resources, and new organization types. The document advocates an inductive, observational approach called "analytic induction" to identify opportunities by closely observing how people actually use existing products and services, rather than relying on hypotheses. Students are assigned to conduct field observations and provide a one page report suggesting an innovation identified from closely describing a routine task. The goal is to understand user experiences in depth to find ways to improve or add value.
Ethographic opportuntiyanalysis2012(mullooly & delcore)
This document discusses ethnographic opportunity analysis and user-driven innovation. It provides an overview of Joseph Schumpeter's five types of innovation in business and examples. It emphasizes that ethnographic research is an inductive process that involves observing existing behaviors and uses to find opportunities for improvement, rather than starting with hypotheses. The document outlines an assignment for students to conduct observations of routine tasks/products/services, analyze their notes to identify innovation opportunities, and submit a one page pitch suggesting a potential improvement.
Ethnographic opportunity analysis 2012 (mullooly & delcore))
This document discusses ethnographic opportunity analysis and user-driven innovation. It provides an overview of innovation types according to Schumpeter and examples. It advocates an inductive, ethnographic approach to understanding user needs and identifying opportunities to improve products and services. The document concludes by outlining an assignment for students to conduct field observations and analysis to identify opportunities for innovation.
The development of science
Science is a relatively new field that is around 400 years old, with its application to human thought being around 150 years old. The empirical tradition in science began in the 4th century BC with philosophers like Aristotle. In the 15th century, the needs of European adventurers and technologies like the compass motivated the development of systematic observations. The printing press was also invented in this century, increasing literacy. Galileo in the 16th century developed the practice of experimentation and empirical procedures, while Descartes used rationalism. Isaac Newton combined empirical observation and deduction to develop the scientific method and hypothetico-deductive model in the 17th century, establishing modern science. John Locke suggested applying Newton's approach to studying human behavior, but
Ethographic opportunity analysis 2011(delcore&mullooly)
In brief, here are the Steps:
–1. Find a routine, taken-for-granted task/service/product,
–2. “Hang out” and “thickly describe” it in a notebook,
–3. In a one page pitch, suggest some sort of innovation that will add value.
Culture theory review of theories
Kluckhohn argued that culture allows humans to organize and understand the world in different ways. Each culture has its own "design for living" that seems normal within that culture but may seem strange or "queer" to outsiders. He gave the example of a white teacher who misunderstood why her Navajo students were upset about a dance, because she did not understand their cultural precepts and norms. Kluckhohn's concept of "queer customs" illustrates the principle of cultural relativism, which states that cultural practices cannot be fully understood outside of their cultural context.
Taking notes
The document discusses several key aspects of collecting and analyzing qualitative data through fieldnotes in ethnographic research. It addresses what fieldnotes are, how they are written in the field on a daily basis from an emic or actor-oriented perspective to develop an in-depth understanding of social phenomena. It also examines the paradox of participant observation, strategies for writing fieldnotes, their descriptive and analytic nature, and the power of inscribing observations.
Culture theory review of theories
Kluckhohn argued that culture allows humans to organize and understand the world in different ways. Each culture has its own "design for living" that seems normal within that culture but may seem strange or "queer" to outsiders. He gave the example of a white teacher who misunderstood why her Navajo students were upset about a dance, because she did not understand their cultural precepts and norms. Kluckhohn's concept of "queer customs" illustrates the principle of cultural relativism, which states that cultural practices cannot be fully understood outside of their cultural context.
Flip flotsam
The document discusses the concept of bricolage from several perspectives. Bricolage refers to do-it-yourself construction or creation from a diverse range of available materials. A bricoleur is someone who collects various materials and information and combines them in creative, resourceful ways not originally intended. In cultural studies, bricolage describes how people acquire objects from different social groups to form new cultural identities, such as how subcultures like punk imbued everyday items with subversive new meanings.
Pick a theory
This document discusses the importance for researchers to be aware of their own theoretical biases when conducting ethnographic research on human subjects. Researchers are advised to identify whether their approach leans more towards looking at social structures or functions, or relying more on deduction or induction, so they can compensate for that bias. Ethnographic research involves real people, so researchers must be conscious of any biases in their approach to ensure ethical treatment of subjects.
Geertz
1. The document discusses Clifford Geertz's concept of "thick description" in anthropological analysis of culture. Geertz borrowed the term from philosopher Gilbert Ryle to describe developing an interpretation of a culture by examining both its symbols and patterns of behavior.
2. Thick description aims to develop an understanding of "what the natives think they are up to" in their cultural practices. It involves interpreting cultural phenomena like a wink, which has a different meaning depending on the context.
3. Geertz argues that culture cannot be studied separately from behaviors, and that anthropologists must analyze both the whole cultural context and specific parts, like laws, to develop a thick description that can interpret cultural symbols and meanings.
Method & Observation
This document provides guidance for an observation assignment. Students are asked to do a 15 minute observation using guides from Angrosino Chapter 4 or Bailey Chapter 6, exercise 2. They are reminded to take jotted notes rather than complete sentences to best remember the observation. The instructor will be out of town next week.
Flip Flotsam & Bricolodge
The document discusses the concept of bricolage, which refers to creative problem-solving using materials that are available rather than purpose-built. It is defined as do-it-yourself construction by trial and error rather than engineering. A bricoleur is someone who collects various resources and repurposes them in innovative ways. In cultural studies, bricolage describes how subcultures take objects from the dominant culture and imbue them with new, often subversive meanings to create alternative cultural identities.
Observation Activity
This document provides instructions for a qualitative observation assignment worth 20% of students' grades. Students must conduct a 15-minute observation and take detailed notes, either by hand or typed. They should expand their notes to 3-5 pages double spaced. The observation can focus on examples of spaces, actors, activities, objects, acts, events, time, goals, or feelings. Students are reminded to take objective observational notes of what they see rather than inserting summaries or interpretations. The goal is to practice the technique of observation without focusing on what the observations may mean.
Eating Xmas In The Kalahari
1) Anthropologist Richard Lee attempted to give an ox as a Christmas gift to the !Kung tribe in southwest Africa, but the tribe insulted and criticized the gift, saying the ox was too thin and old.
2) When the ox was slaughtered, Lee discovered it was actually fat, and the insults were a joke to humble and cool Lee's heart as part of their cultural traditions.
3) Lee learned the !Kung tradition was to belittle gifts to show humility and prevent pride, and that for the !Kung, no gifts are ever fully selfless or generous due to elements of calculation and personal gain.
Exchange and Economics in Culture Ch7
This document provides an overview of economic systems and concepts discussed in Chapter 7 of an economics textbook. It defines key terms like economic behavior, productive resources, households, firms, and different systems of exchange including reciprocity, redistribution, and market exchange. It also summarizes the work of anthropologist Marcel Mauss on the social obligations created by gift-giving and discusses gift economies in small-scale societies.
Ethnographic Opportunity Analysis (Oct.5,2009)
The document discusses innovation in business and ethnographic opportunity analysis. It outlines Joseph Schumpeter's five types of innovation in business: introducing new goods or improving existing ones, new production methods, opening new markets, new sources of raw materials, and new types of business organization. It then discusses how to conduct ethnographic opportunity analysis through inductive observation of existing products/services to identify opportunities to improve the customer experience. Researchers are tasked with observing a routine task or service, thickly describing it, and suggesting an innovation that adds value in a one page pitch.
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Ethnographic opportunity analysis sp16 part1(mullooly)
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Ethographic opportuntiyanalysis2012(mullooly & delcore)
Ethnographic opportunity analysis 2012 (mullooly & delcore))
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Ethographic opportunity analysis 2011(delcore&mullooly)
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Chapter 2
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Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
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Getting stuffdone(mullooly)5 1-15
- 1. Getting Stuff Done: A Few Habits to Clear you Head and Save you Time James Mullooly PhD
- 2. Creativity I must create a system or be enslaved by another mans; I will not reason and compare: my business is to create. William Blake
- 3. Mindfulness Your mind is for having ideas, not holding them. David Allen, Getting Things Done
- 4. Simplicity Simplicity boils down to two steps: Identify the essential. Eliminate the rest. Leo Bobauta, Zen to Done
- 5. Guilt Free In most cases you are the one who confuses just doing the job with testing your worth. Replace 'I have to' with 'I choose to’. Neil A. Fiore The Now Habit
- 6. Proof of Concept-them Tim Ferris : The 4 Hour Work Week David Allen: Getting Things Done Niel Fiore: The Now Habit
- 7. Proof of Concept -me 5 kids 4 “Adventures” (i.e., challenging multi- year experiences (i.e., Jamaica, Peace Corps Mali, Egypt, NYC) 3 masters degrees 2 languages 1 PhD/Full Professorship
- 8. Prioritizing: The Big Rocks of Life Stephan Covey
- 9. Getting Things Done by David Allen • Collect • Process • Organize • Review • Do
- 10. Getting Things Done by David Allen • Collect • Process • Organize • Review • Do “Your mind is for having ideas, not holding them.” You need a “Trusted System” -In Box -A Mind Dump in Liberating -Keep your 8th Idea
- 11. Getting Things Done by David Allen • Collect • Process • Organize • Review • Do “Define your work or it will define you” 1. What is the outcome? e.g., “application sent” 2. What is the next action? e.g., print application
- 12. Getting Things Done by David Allen • Collect • Process • Organize • Review • Do Do – Now if under 2 minutes OR Delegate – Self Reminder to check it was done OR Defer – To Do List Schedule it, file to “Some Day Maybe”.
- 13. Getting Things Done by David Allen • Collect • Process • Organize • Review • Do “Your mind is for having ideas, not holding them.” -Keep a Daily To Do list -Review it Weekly
- 14. Getting Things Done by David Allen • Collect • Process • Organize • Review • Do Prioritize Last (not first) Organize by Context (@Home; @Computer; @ Stops; @Phone) Organize by Project (“Miscellaneous” = Procrastination) Organize by Task (sequential or non-sequential)
- 15. @Computer • Finished Tom’s Evaluation – Found notes I wrote – Turned notes into report – Sent it to Chair
- 16. @Stops • Rotate Saturn tires every 6-8k miles – Found Receipt from tire store – Got to tire store (2 hours needed) – Got it done
- 17. @Phone • Confirmed Doctor’s Appointment – Found the phone number – Called the Doctor’s Office – Confirmed the Appointment
- 20. Tips I Actually Use • Get ideas out of my head • Use an In Box (one place for all of it) • 3 MITs a Day (Most Important Tasks) • The Pomodoro Technique – Set a 15 minute timer; stay on task; record it. • If it takes less than 2 minutes, do it now. • Use calendar absolutely – Do the task by that day or never • Organize Tasks by Context @
- 21. Thanks
Editor's Notes
- Note cartds, pad of paper, pen,
- http://www.appleseeds.org/Big-Rocks_Covey.htm