Sublime

Duhigg, Charles. 2014. The Power of Habit: Why We Do What We Do in Life and Business.

Drucker preached this idea of knowledge worker autonomy throughout his long career. As late as 1999, he still emphasized its importance: [Knowledge work] demands that we impose the responsibility for their productivity on the individual knowledge workers themselves. Knowledge workers have to manage themselves. They have to have autonomy.

First, they provide employees with what I call “Goldilocks tasks”—challenges that are not too hot and not too cold, neither overly difficult nor overly simple.

“self-determination theory (SDT).”

In this new economy, three groups will have a particular advantage: those who can work well and creatively with intelligent machines, those who are the best at what they do, and those with access to capital.

The conventional view of economic behavior is that the two most important activities are producing and consuming. But today, much of what we do also seems to involve moving. That is, we’re moving other people to part with resources—whether something tangible like cash or intangible like effort or attention—so

In this book, you will learn the six essential aptitudes—what I call “the six senses”—on which professional success and personal satisfaction increasingly will depend. Design. Story. Symphony. Empathy. Play. Meaning.

Greylock partner venture capitalist James Slavet, in a recent article for Forbes.com, called “flow state percentage” — defined as the amount of time employees spend in flow — the “most important management metric for building great innovation teams.”