According to David Wallace-Wells in “The Uninhabitable Earth”
Absent a significant adjustment to how billions of humans conduct their lives, parts of the Earth will likely become close to uninhabitable, and other parts horrifically inhospitable, as soon as the end of this century.
Following up to “Lowering peak energy demand with a bank of lead-acid batteries in the basement“, see McKinsey report “Battery storage: The next disruptive technology in the power sector” by David Frankel and Amy Wagner.
Solar customers are paying for their own energy but not paying for the full reliability of being connected to the grid. The utilities’ response has been to design rates that reduce the incentive to install solar by moving to time-of-use pricing structures, implementing demand charges, or trying to reduce how much they pay customers for the electricity they produce that is exported to the grid.
However, in a low-cost storage environment, these rate structures are unlikely to be effective at mitigating load losses. This is because adding storage allows customers to shift solar generation away from exports to cover more of their own electricity needs; as a result, they continue to receive close to the full retail value of their solar generation. This presents a risk for widespread partial grid defection, in which customers choose to stay connected to the grid in order to have access to 24/7 reliability, but generate 80 to 90 percent of their own energy and use storage to optimize their solar for their own consumption.
The grid is a long-lived asset that is expensive to build and maintain. Fixed fees for grid access are unpopular with consumers, and regulators are therefore not particularly keen on them, either. However, imposing fixed fees could ensure that everyone who uses the grid pays for it. The volumetric or variable rate structure in general use today is a historical construct. People are used to paying for the energy they use. But as more and more customers generate their own energy, the access to the grid for reliability and market access becomes more valuable than the electrons themselves.
Utilities must radically change their grid-system planning approaches. […] Storage can be a unique tool in support of this. The straight economics of changing grid planning, with respect to return on capital, may not look different at first glance. But, because storage is more modular and can be moved more easily, the risk-adjusted value is likely to be much higher. That will enable utilities to adapt to uncertain needs at the circuit level and also to reduce the risk of overbuilding and stranded investments.
According to Steinar Brandslet
Of the 12 children who participated in the course that the researchers studied, 11 managed to stand on their own for more than 15 seconds by the end of the sessions. The 12th baby also managed to stand for a good 8 seconds. Instructor Snorri says this is a common experience.
“On average, the children were 4.3 months old when they learned to stand without support. The youngest was only 3.6 months old,” says Sigmundsson. He points out that once the babies learn to stand, they don’t forget how.
According to Nancy Bazilchuk
Management is a process in which an individual encourages a group to reach a common goal.
Most studies of different management styles show that managers who care about their employees and trust that the employees themselves know best how to do their job get the best results, says Martinsen.
But despite this, there are very few job advertisements that actually include these characteristics in the job description for an executive position, he said.
“Obviously, ‘We’re looking for a manager who is kind of nice’, is a little too soft,” he said.
Many company boards would prefer to hire a “result-oriented, focused leader”, but Martinsen says it’s a myth that this is the most effective management form for a company.
According to the University of Texas
The researchers found that participants with their phones in another room significantly outperformed those with their phones on the desk, and they also slightly outperformed those participants who had kept their phones in a pocket or bag.
The findings suggest that the mere presence of one’s smartphone reduces available cognitive capacity and impairs cognitive functioning, even though people feel they’re giving their full attention and focus to the task at hand.
it didn’t matter whether a person’s smartphone was turned on or off, or whether it was lying face up or face down on a desk. Having a smartphone within sight or within easy reach reduces a person’s ability to focus and perform tasks because part of their brain is actively working to not pick up or use the phone.
“It’s not that participants were distracted because they were getting notifications on their phones,” said Ward. “The mere presence of their smartphone was enough to reduce their cognitive capacity.”
In “If the average person in the room isn’t smarter than you, you’re in the wrong room“, I asked
a huge part of success is getting involved with smart, successful, big-thinking people, thereby raising your standards and learning from their example. But … the problem is, what’s in it for them?
Talented folks are not talented in all arenas. Regardless of how successful a particular person may be at certain things (i.e. business, basketball, design), there isn’t a person that can be one of the best at everything. Keeping this in mind, people looking to learn from others in a particular field need to identify what skills/talents can be shared with the “experts,” so they value the exchange of time, ideas and talents.
and I agreed
Yes. And, because intellectual diversity (of thinking styles, backgrounds, etc.) is as vital to social/scientific progress as genetic diversity is to evolutionary adaptability, you can probably optimize your value to the people you want to interact with by cultivating those aspects of yourself that are most authentically you.
According to Alex Soojung-Kim Pang in an excerpt from his book “REST: Why You Get More Done When You Work Less“
For all the attention the Berlin conservatory study has received, this part of the top students’ experiences—their sleep patterns, their attention to leisure, their cultivation of deliberate rest as a necessary complement of demanding, deliberate practice—goes unmentioned. In Outliers, Malcolm Gladwell focuses on the number of hours exceptional performers practice and says nothing about the fact that those students also slept an hour more, on average, than their less-accomplished peers, or that they took naps and long breaks.
This is not to say that Gladwell misread Ericsson’s study; he just glossed over that part. And he has lots of company. Everybody speed-reads through the discussion of sleep and leisure and argues about the 10,000 hours.
This illustrates a blind spot that scientists, scholars, and almost all of us share: a tendency to focus on focused work, to assume that the road to greater creativity is paved by life hacks, propped up by eccentric habits, or smoothed by Adderall or LSD. Those who research world-class performance focus only on what students do in the gym or track or practice room. Everybody focuses on the most obvious, measurable forms of work and tries to make those more effective and more productive. They don’t ask whether there are other ways to improve performance, and improve your life.
This is how we’ve come to believe that world-class performance comes after 10,000 hours of practice. But that’s wrong. It comes after 10,000 hours of deliberate practice, 12,500 hours of deliberate rest, and 30,000 hours of sleep.
[Following up to “The Priorities of Beethoven“.] According to Jeff McMahan in his remembrance of Derek Parfit.
When the ventilator tube was removed and he could again speak, he immediately began to discuss with me the ideas and arguments on which he had been working when I had to rush him to the emergency room. […] The next day […] the graduate student whose thesis Parfit was scheduled to examine, came for a visit, during which Parfit delightedly insisted on discussing the thesis with him for several hours. A nurse, having noticed how many visitors Parfit had had, exclaimed, “Jesus Christ had only 12 disciples – but look at you! You’re clearly a very important man. What do you do?” “I work,” Parfit replied with a smile, “on what matters.”
The one exception to his monomaniacal commitment to his philosophy was his architectural photography, samples of which appear on the covers of his four books. But he gave that up many years ago when he came to fear that he might not live long enough to complete his remaining work in philosophy.
There are many anecdotes about the ways in which Parfit simplified his life to take as little time as possible away from his work. He ate only twice a day, with almost no variation in what he had at each meal. He ate cold food only, mostly fruits and vegetables without any preparation. Even when he could have had freshly ground coffee with only a minute’s additional preparation, he drank instant coffee, often with water straight from the tap. He sometimes kept a book open on the chest-of-drawers so that he could read while putting on his socks. His speed in reading was phenomenal, in part because his power of concentration was prodigious. Wanting to preserve his mental and physical capacities, he took an hour every evening during his last decade to get vigorous exercise on a stationary bicycle, but never without reading philosophy (or occasionally physics) while furiously pedalling.
According to Paul Sagar in “The last hollow laugh: Since Francis Fukuyama proclaimed ‘The End of History’ 25 years ago, he has been much maligned. His work now seems prophetic”
Throughout his analysis, Fukuyama insisted on the centrality of thymos (the Greek for ‘spiritedness’), or recognition, to human psychology: what Thomas Hobbes called pride, and Jean-Jacques Rousseau labelled amour propre. This denotes the need to be liked and respected by other people, and to have that recognition outwardly affirmed – if necessary, extracting it by force. Some human beings, Fukuyama thought, are always going to be inherently competitive and greedy for recognition. Some will therefore always vie to be thought of as the best – and others will resent them for that, and vie back. This has the potential to cause a lot of trouble. Human beings demand respect, and if they don’t feel that they are getting it, they break things – and people – in response.
Fukuyama thought, human beings didn’t just exhibit thymos, but also what he termed ‘megalothymia’: a desire not just for respect and proportionate recognition, but a need to disproportionately dominate over others in ostentatious and spectacular ways.
There was every chance that the last men (and women) would be deeply discontented with their historically unprecedented ease and luxury, because it failed to feed megalothymia. If the last men went this way, they would become bored by what Fukuyama called ‘masterless slavery – the life of rational consumption’. The spread of egalitarian values that went along with secular democratic politics would open up spaces of severe resentment – especially, we might now postulate, among those who had lost their traditional places at the top of social hierarchies, and felt cheated of the recognition that they believed they were owed.