The Organized Mind: Thinking Straight in the Age of Information Overload

As the old saying goes, a man with one watch always knows what time it is; a man with two watches is never sure.

Multitasking has been found to increase the production of the stress hormone cortisol as well as the fight-or-flight hormone adrenaline, which can overstimulate your brain and cause mental fog or scrambled thinking. Multitasking creates a dopamine-addiction feedback loop, effectively rewarding the brain for losing focus and for constantly searching for external stimulation. To make matters worse, the prefrontal cortex has a novelty bias, meaning that its attention can be easily hijacked by something new—the proverbial shiny objects

The neurologist and writer Oliver Sacks goes one further: If you’re working on two completely separate projects, dedicate one desk or table or section of the house for each. Just stepping into a different space hits the reset

The most fundamental principle of the organized mind, the one most critical to keeping us from forgetting or losing things, is to shift the burden of organizing from our brains to the external world.

people who read literary fiction (as opposed to popular fiction or nonfiction) were better able to detect another person’s emotions, and the theory proposed was that literary fiction engages the reader in a process of decoding the characters’ thoughts and motives in a way that popular fiction and nonfiction, being less complex, do not.

No other species lives with regret over past events, or makes deliberate plans for future ones.

Make no mistake: E-mail, Facebook, and Twitter checking constitute a neural addiction.

The Roman philosopher Seneca the Younger (tutor to Nero) complained that his peers were wasting time and money accumulating too many books, admonishing that “the abundance of books is a distraction.” Instead, Seneca recommended focusing on a limited number of good books, to be read thoroughly and repeatedly.

It’s as though our brains are configured to make a certain number of decisions per day and once we reach that limit, we can’t make any more, regardless of how important they are.

In 1976, the average supermarket stocked 9,000 unique products; today that number has ballooned to 40,000 of them, yet the average person gets 80%–85% of their needs in only 150 different supermarket items. That means that we need to ignore 39,850 items in the store.

a close friend is someone with whom we can allow ourselves to enter the daydreaming attentional mode, with whom we can switch in and out of different modes of attention without feeling awkward.)

You’d think people would realize they’re bad at multitasking and would quit. But a cognitive illusion sets in, fueled in part by a dopamine-adrenaline feedback loop, in which multitaskers think they are doing great.

After you have prioritized and you start working, knowing that what you are doing is the most important thing for you to be doing at that moment is surprisingly powerful.

Wilson showed that the cognitive losses from multitasking are even greater than the cognitive losses from pot smoking.

the constant nagging in your mind of undone things pulls you out of the present—tethers you to a mind-set of the future so that you’re never fully in the moment and enjoying what’s now.

knowing that what you are doing is the most important thing for you to be doing at that moment is surprisingly powerful.

[Texting] discourages thoughtful discussion or any level of detail. And the addictive problems are compounded by texting's hyperimmediacy. E-mails take some time to work their way through the Internet, through switches and routers and servers, and they require that you take the step of explicitly opening them. Text messages magically appear on the screen of your phone and demand immediate attention from you. Add to that the social expectation that an unanswered text feels insulting to the sender, and you've got a recipe for addiction: You receive a text, and that activates your novelty centers. You respond and feel rewarded for having completed a task (even though that task was entirely unknown to you fifteen seconds earlier). Each of those delivers a shot of dopamine as your limbic system cries out "More! More! Give me more!

Neuroscientists have discovered that unproductivity and loss of drive can result from decision overload.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

Recent research in social psychology has shown that happy people are not people who have more; rather, they are people who are happy with what they already have. Happy people engage in satisficing all of the time, even if they don’t know it.

The amount of scientific information we’ve discovered in the last twenty years is more than all the discoveries up to that point, from the beginning of language.

We live in a world of illusions. We think we’re aware of everything going on around us. We look out and see an uninterrupted, complete picture of the visual world, composed of thousands of little detailed images. We may know that each of us has a blind spot, but we go on day to day blissfully unaware of where it actually is because our occipital cortex does such a good job of filling in the missing information and hence hiding it from us. Laboratory demonstrations of inattentional blindness (like the gorilla video of the last chapter) underscore how little of the world we actually perceive, in spite of the overwhelming feeling that we’re getting it all.

It turns out that having a best friend during adolescence is an important part of becoming a well-adjusted adult. Those without one are more likely to be bullied and marginalized and to carry these experiences into becoming disagreeable adults.

most fundamental principle of the organized mind, the one most critical to keeping us from forgetting or losing things, is to shift the burden of organizing from our brains to the external world.

But there is a critical point about differences between individuals that exerts arguably more influence on worker productivity than any other. The factor is locus of control, a fancy name for how people view their autonomy and agency in the world. People with an internal locus of control believe that they are responsible for (or at least can influence) their own fates and life outcomes. They may or may not feel they are leaders, but they feel that they are essentially in charge of their lives. Those with an external locus of control see themselves as relatively powerless pawns in some game played by others; they believe that other people, environmental forces, the weather, malevolent gods, the alignment of celestial bodies-- basically any and all external events-- exert the most influence on their lives.

Many families amass more objects than their houses can hold. The result is garages given over to old furniture and unused sports equipment, home offices cluttered with boxes of stuff that haven’t yet been taken to the garage. Three out of four Americans report their garages are too full to put a car into them. Women’s cortisol levels (the stress hormone) spike when confronted with such clutter (men’s, not so much). Elevated cortisol levels can lead to chronic cognitive impairment, fatigue, and suppression of the body’s immune system.

Thirty years ago, travel agents made our airline and rail reservations, salesclerks helped us find what we were looking for in stores, and professional typists or secretaries helped busy people with their correspondence. Now we do most of those things ourselves. The information age has off-loaded a great deal of the work previously done by people we could call information specialists onto all of the rest of us. We are doing the jobs of ten different people while still trying to keep up with our lives, our children and parents, our friends, our careers, our hobbies, and our favorite TV shows. It’s no wonder that sometimes one memory gets confounded with another, leading us to show up in the right place but on the wrong day, or to forget something as simple as where we last put our glasses or the remote.

In order to understand one person speaking to us, we need to process 60 bits of information per second.

It no longer makes sense for teachers to consider their primary function to be the transmission of information. As the New Yorker essayist Adam Gopnik put it, nowadays, by the time a professor explains the difference between elegy and eulogy, everyone in the class has already Googled it.

satisficing is a tool for not wasting time on things that are not your highest priority. For your high-priority endeavors, the old-fashioned pursuit of excellence remains the right strategy.