A consistent challenge in my development as a researcher has been: how to cultivate deep, stable concentration in the face of complex, ill-structured creative problems?

In roles oriented around operation and execution, I benefited enormously from standard “productivity” advice. Task managers and time-planning tools were essential. But now, task

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“Why is this so hard? Because you’re utterly habituated to steady progress—to completing things, to producing, to solving. When progress is subtle or slow, when there’s no clear way to proceed, you flinch away. You redirect your attention to something safer, to something you  can  do. You jump to implementation prematurely; you feel a compulsion

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