Showing posts with label David Allen. Show all posts
Showing posts with label David Allen. Show all posts

Friday, March 27, 2009

The End of Politics: a review

I stumbled across Chris Dillow's blog (entitled Stumbling and Mumbling) after reading repeated references to managerialism in The Yorkshire Ranter and DSquared Digest.

A brief read of Dillow's blog suggests he is clearly too clever by half and, which is more, he knows that intelligence is irrelevant if you don't pay attention to empirical observations, or further are incapable of making accurate empirical observations.

Which leads into The End of Politics - Dillow's book.

Dillow's thesis is that, contrary to the standard caricature of being "all spin and no substance", New Labour does have a distinctive ideology.

This ideology holds that it should be possible to combine equality and economic efficiency, and that there is no trade-off between these two goals. Any problems that emerge can be dealt with through effective management.

Dillow calls this ideology managerialism. Managerialists believe that the job of government is to behave like managers of a company. Managerialists do not perceive the inherent trade-offs and conflicts of interest that are endemic to politics, and are indeed the reason for the existence of politics. Managerialists believe conflicts of interest can be resolved with good leadership and appeals to a well-defined national interest.

Managerialism is distinct from the scientific management of Frederick Winslow Taylor, which was concerned with organising resources effectively. Rather managerialism is the belief that there exists an abstract concept of "good management" that can be applied to every situation, regardless of the underlying organisational substrate.

Managerialists are obsessed with the idea that the world is new and constantly changing, thus simultaneously justifying managerialist action and ensuring that it is impossible to objectively test the efficacy of a managerialist policy because by the time it is implemented things will have changed.

Dillow also draws a link between Old and New Labour, describing how they are defined by their desire to achieve equality and economics efficiency simultaneously.

Dillow argues that there are trade-offs in politics that can't be managed away.

Further he argues that notions of "economic efficiency" or "equality" or even "rationality" are ambiguous and incoherent in and of themselves. He cites Newcomb's Problem to identify areas where traditional conceptions of rationality are limited.

Dillow shows that the arguments that globalisation have changed everything are false, and that concern over globalised capital and labour is as old as Adam Smith.

Instead, globalisation is used to justify New Labour's managerialist schemes.

Globalisation isn't necessarily irreversible, as the existence or non-existence of tariffs or immigration controls are at the whim of politicians.

Dillow shows that the evidence as to whether the national minimum wage destroys jobs is inconclusive, but taken as a whole, the research generally seems to indicate that the national minimum wage does destroy jobs but this is difficult to detect in aggregate economic data.

The attempts by the Beveridge-report inspired postwar settlement to achieve full employment lead to worker militancy and increased inflation, as workers campaigned successfully for higher and higher price rises in response to increased inflationary pressures that were in fact being caused by inflationary pay rises.

Dillow's arguments are a recurrent theme in what I've been reading. The Black Swan by Nassim Nicholas Taleb, The Origin of Wealth by Eric Beinhocker and now The End of Politics all have in common an empirically-supported belief that the powers of human rationality are more limited than we tend to assume. That centrally-planned projects often fail and that extensive government oversight of the economy is generally a bad thing.

So if the capacity of political leaders to manage things is inherently limited in all sorts of ways what is to be done?

The title The End of Politics is appropriate: Dillow pours flammable liquid over all the most cherished ideals of all politicians and sets everything alight.

Given the robust and thoroughly empirical nature of this book I am entirely persuaded by Dillow's arguments that most political projects are stillborn. There is never enough information for politicians to make good decisions, even if they were capable of doing so, or even had a clear idea about what qualifies as a "good" decision.

As an alternative to top-down managerialist politics Dillow argues in favour of the open society: that decision making should be as democratic as possible, simply because no centralised authority can possess all the necessary information to make good decisions.

Dillow believes hospitals should be run by doctors and nurses, and schools run by teachers, because no centralised manager in Whitehall can possibly predict "the facts on the ground."

He also suggests the intriguing idea of a citizens basic income as a way of partially solving the problem of welfare vs. working tax credits. It's an interesting idea, and one that appeals to the dilettante in me.

The basic lesson of The End of Politics is that in the complex world in which we live political and business leaders need to be more humble in the face of the inherent limitations of centrally directed institutions.

The best way to get anything done is to create the circumstances by which effective solutions can be evolved from the interactions and daily business of all the millions of people and machines in the world.

Nowadays, as professions become more and more specialised, it is important to hand control back to the professionals. Just as David Allen's Getting Things Done system was defined by Wired magazine as "Taylorism for the modern knowledge worker."

Just as the study of productivity has shifted emphasis from centrally-directed institutions to professional individuals Dillow argues that the response to increasing complexity in the world is to decentralise politics and business.

Both The End of Politics and The Origin of Wealth convey the message that economists and policy makers need to be more humble about the extent to which the economy can be controlled and that the best laid plans gang aft aglay.

Dillow advocates an open society and more genuinely democratic debate in which heterodox views and those who stand to lose out from policies are given a fair hearing. Political debate is likely to be fairer if things are done in the open.

My response to this book was initially fatalistic: if the world is so complex that we can never hope to control it, why bother attempting anything?

Dillow's answer is that government has a role in creating the circumstances in which innovation can take place. But it is not the role of government to attempt to change people or manipulate the economy, because it is incapable of doing so effectively.

In a broader context it is clear that our conception of human nature is changing and altering. We are coming to realise that we are not wholly rational, and even that rationalism itself is a canard.

Dillow has an excellent blog: Stumbling and Mumbling.

Monday, January 26, 2009

On decluttering

As I mentioned in my previous post, some of the key ideas I've been exposed to over the past few months have been to do with decluttering.

Bruce Sterling's Viridian philosophy has at it's root an understanding that material possessions, beyond the tools we use every day, are essentially a tedious distraction.

As Sterling says himself:

It may belong to you, but it does not belong with you. You weren't born with it. You won't be buried with it. It needs to be out of the space-time vicinity. You are not its archivist or quartermaster. Stop serving that unpaid role.

The bulk of the stuff around me right now consists of various kinds of data-storage. There is also a lot of junk.

There are also some tools.

Why don't I lose the junk?

Nassim Nicholas Taleb makes a similar point concerning information: we are exposed to all sorts of information on a daily basis. But only a vanishingly small fraction is of any use to us.

The human mind being what it is additional information clouds our judgement of mundane, day-to-day matters as well as distracting us from what is truly significant (whatever that might be).

And finally Getting Things Done from David Allen. This strikes me as the ultimate in decluttering: it is the removal of all the nagging jobs and chores that we hold in our minds all the time and the placing of them elsewhere for processing.

Yet more GTD thoughts

OK, here's the thing: I've been trying to get my head round the utility of Eston Bond's Moleskine system, which he says is based partly on GTD and partly on PigPog.

Here's a brief summary of how the Moleskine thing is meant to work:

  • Odd pages are numbered
  • Pages 1 - 4 are the contents of the project pages
  • Pages 5 - 123 are the inbox
  • Pages 124 - 189 are the projects
  • Pages 190 onwards are someday

The basic idea, which is taken from the processing component of GTD, is that you take all the things you need to without distinction or prejudice and write them down in the inbox section of this notebook.

Stuff that can be done within two minutes is immediately done. No ifs, no buts, no coconuts.

Stuff that requires a large number of discrete actions to be taken ("go on holiday to France" or "get a new part-time job") automatically becomes a project.

Projects are entered in the Projects section of the notebook.

All those things which you hope one day to do maybe but aren't really likely right now go into someday.

Inbox

Across each page in the inbox section the following is written:

Date | Task | Ref | Iteration | Project | Wait?

The date and task columns are fairly self-explanatory. The reference number is intended to indicate which page the task was previously entered in. The iteration is intended to indicate how many times the task has been moved forward in this manner.

If something has been upgraded to a project the project reference number is quoted in that column.

If something needs putting off for some reason then the Wait? column is marked.

My first problem is with the idea of moving tasks forward. If you're not waiting on something and not turning something into a project then why are you moving it forward?

Projects

The idea behind having a separate Projects section at the back of the notebook seems like a good idea initially: Projects need to be broken down into discrete units before they can be tackled.

But if the projects are all stuck at the back in the Projects section when do you process them?

And also: are you really going to enter discrete steps of projects in both the projects pages and in the inbox pages? Where's the utility of that?

Developing an alternative: WTD

Instead of Getting Things Done why not Write Things Down?

This works in essentially the same way except there are no iterations, references, maybes, or projects.

WTD would focus on discrete actions that need to be taken soon or at some time in the future.

The problem with WTD is it ignores the big picture: an entry like "Get a job" might remain for weeks whilst the lesser tasks that "Get a job" entails like "Write CV" and "Write covering letter" and "Buy stamps" are crossed out one by one.

In fact, this problem highlights a problem with the whole GTD philosophy as I see it: there are always some things that you need to do that you just do without needing to write them down and remember.

I will certainly do some more research into GTD (like buying the book [aha! I knew there was a catch!]), but in the meantime I'll explore my own needs a little further.

Furthering WTD: where's the utility?

Taking WTD as a starting point: what can I do to further my productivity?

Looking at the list of things I've created it strikes me that any stuff (the GTD generic term for "Things You Have to Do/Take Care Of/Deal With") can occupy any one of the following categories:

  1. Stuff I need to do (e.g. "Get a job")
  2. Stuff I don't need to do but would like to do (e.g. "Learn to program with Python")
  3. Stuff I should do but probably won't (e.g. "Organise files")
  4. Stuff I need to do and will do anyway (e.g. "Brush teeth")

As I see it the value in any productivity system lies in it's ability to encourage you to deal with all these categories of stuff.

All the extraneous stuff about references and iterations is all very well but I doubt it actually increases your productivity.

So, I'm going to dump the Moleskine in favour of a smaller and cheaper notebook (also one with diary functionality and maps and a pencil).

I'm also going to do some further research into GTD: I've only really touched the surface and I need to read the book.

I agree with this guy.

I think for my own happiness and peace of mind maintaining an elaborate system of references and iterations is less effective than having an ad-hoc scrawlbook.

And inevitably the ideas of GTD put my in mind both of Taleb's dictum to avoid information overload, and Sterling's thoughts on the Viridian design movement.

Taleb advocates information decluttering, Sterling advocates physical decluttering, and Allen advocates mental decluttering.

Friday, January 23, 2009

A new peace with GTD

I have a problem.

I am currently 20 years old.

I am fortunate to be healthy, live in a Western liberal democracy, and not to have too many pressing concerns on my time.

Despite this I have a number of problems that I've been struggling to articulate for most of my life.

These problems are specified below. If you, the reader, are a prospective employer I exhort you to be aware that I am defining these problems that I might solve them and make myself a better person.

Here they are:

  1. I am passive.
  2. I will default to inaction if there is no clear alternative.
  3. My attention span is short.
  4. I am easily distracted.
  5. I have difficulty organising and optimising my life.
  6. My memory lets me down sometimes.


OK. So now they're out in the open - where do I go from here?

The answer that most readily springs to mind is to adopt the Getting Things Done lifestyle.

A discussion of GTD and it's founder, David Allen, can be found in this article on Wired Magazine.

As ever with the cultish fringe there is a suspiciously religious element to GTD that I'm, wary of. Not to mention the vast variety of tie-in products and money spinning items associated with it.

Fortunately there seem to be no end of easy, cheap implementations of the basic philosophy, including a rather splendid Moleskine-based project described in detail here.

However I have just taken the time to write down all the things I need to do. In no particular order and with no distinction made between their being big or small or important or unimportant.

This simple act has proven to be very cathartic. For the first time in a very long while (in fact, since I was on holiday in the summer) my mind seems calm and at peace.

All those nagging little tasks are still there. But now they are stored elsewhere and I can concentrate on getting things done.

I intend tomorrow to purchase a Moleskine notebook and begin living with GTD.

Watch this space.

Thursday, January 22, 2009

Procrastination and Anticrastination

An interesting study here concerning procrastination:

The findings, reported in Psychological Science, a journal of the Association for Psychological Science, were very clear.

Even though all of the students were being paid upon completion, those who thought about the questions abstractly were much more likely to procrastinate--and in fact some never got around to the assignment at all.

By contrast, those who were focused on the how, when and where of doing the task e-mailed their responses much sooner, suggesting that they hopped right on the assignment rather than delaying it.

The authors note that "merely thinking about the task in more concrete, specific terms makes it feel like it should be completed sooner and thus reducing procrastination."

They conclude that these results have important implications for teachers and managers who may want their students and employees starting on projects sooner. In addition, these findings are also relevant for those of us resolving to have better time management skills in the New Year!

This idea of focusing on the real and specific rather than the abstract and general is similar to the ideas of productivity guru David Allen, detailed in this profile in Wired:

Items on next-action lists should be described as concretely as possible. Breaking down stuff into physical actions, Allen says, is the key to getting things done.

I've certainly found Allen's ideas useful in getting things done. I now keep a diary and focus on doing things now rather than later.

[via Paul Raven]