Sublime

The cure isn’t to be found in smarter task systems, but instead in a return to something simpler, and more human: regular conversation.

let’s return to my friend’s trailside quip: “Not everyone does deep work all the time.” Notice that this claim applies to Marshall: outside of long flights or train rides, he rarely sat for hours at a time thinking big thoughts about one thing. But he also avoided falling into a responsiveness trap. He didn’t run around putting out fires; he instea

if the work involves novelty, innovation, discernment, judgment, or care, then industrial management is a poor substitute for enrollment, skill, and leadership.

As I walk into offices, through factories and stores, I often find myself looking into the expressionless faces of people going through mechanical motions. They are people whose minds are stunned and slowly dying.

The inhabitant of the city is in touch with thousands of systems, but only peripherally with each. He knows how to operate the TV or the telephone, but their workings are hidden from him. Learning by primary experience is restricted to self-adjustment in the midst of packaged commodities. He feels less and less secure in doing his own thing. Cookin