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Doris Reeves-Lipscomb

Doctors Plan Database On Cancer Drugs, Showing Effectiveness And Cost : NPR - 0 views

www.npr.org/...showing-effectiveness-and-cost

networks doctors database cancer drugs womenslearningstudio

shared by Doris Reeves-Lipscomb on 24 Jul 15 - No Cached
  • Doris Reeves-Lipscomb on 24 Jul 15
     
    importance of networks of practitioners to band together to improve access to and quality of drugs for cancer patients.
Doris Reeves-Lipscomb

1.5 years of Email Dopamine Addiction | 8 Productivity Habits - 0 views

munchweb.com/addiction

dopamine email munchweb online_overload Munch blog womenslearningstudio

shared by Doris Reeves-Lipscomb on 12 Feb 14 - No Cached
  • Doris Reeves-Lipscomb on 12 Feb 14
     
    Excellent Blog post by Chris Munch, July 11, 2013 on stopping his dopamine addiction with graphic mainlining-technology image. Excerpt I have an addiction that cost at least 18 months of my life… This was not an addiction with drugs or alcohol, and in-comparison the 'high' was mundane, just avoiding life and responsibility. Months went by, lost to an addictive and bitter procrastination. Nobody was worried, on the surface I looked busy and hard working, yet around me life passed me by while I was infused in a dopamine haze. I'm a recovering addict to email, Skype, Facebook and so many little fun distractions online. My First Step to Recovery I lost about 1.5yrs of my life to email and chat. And then one day I read something which said turn off all auto-checking of email and IM notifications so that you won't get disturbed when you have work to do. I felt pretty dumb having spent the last couple of years doing the opposite, allowing myself to be constantly interrupted. After I made that little change things began to get better. That's when I realized I had an addiction. Even without the auto-alerts I found myself constantly being drawn in to see the latest unimportant message I had received.
Doris Reeves-Lipscomb

Recovering from information overload | McKinsey & Company - 0 views

www.mckinsey.com/...ring_from_information_overload

information overload online_overload McKinsey

shared by Doris Reeves-Lipscomb on 30 Jan 14 - No Cached
  • Drucker’s solutions for fragmented executives—reserve large blocks of time on your calendar, don’t answer the phone, and return calls in short bursts once or twice a day—sound remarkably like the ones offered up by today’s time- and information-management experts.2
  • Add to these challenges a torrent of e-mail, huge volumes of other information, and an expanding variety of means—from the ever-present telephone to blogs, tweets, and social networks—through which executives can connect with their organizations and customers, and you have a recipe for exhaustion. Many senior executives literally have two overlapping workdays: the one that is formally programmed in their diaries and the one “before, after, and in-between,” when they disjointedly attempt to grab spare moments with their laptops or smart phones, multitasking in a vain effort to keep pace with the information flowing toward them.
  • First, multitasking is a terrible coping mechanism.
  • ...21 more annotations...
  • econd, addressing information overload requires enormous self-discipline.
  • Third, since senior executives’ behavior sets the tone for the organization, they have a duty to set a better example.
  • Resetting the culture to healthier norms is a critical new responsibility for 21st-century executives.
  • What’s more, multitasking—interrupting one task with another—can sometimes be fun. Each vibration of our favorite high-tech e-mail device carries the promise of potential rewards. Checking it may provide a welcome distraction from more difficult and challenging tasks. It helps us feel, at least briefly, that we’ve accomplished something—even if only pruning our e-mail in-boxes. Unfortunately, current research indicates the opposite: multitasking unequivocally damages productivity.
  • he root of the problem is that our brain is best designed to focus on one task at a time
  • When we switch tasks, our brains must choose to do so, turn off the cognitive rules for the old task, and turn on the rules for the new one.
  • arely helps us solve the toughest problems we’re working on. More often than not, it’s procrastination in disguise.
  • the likelihood of creative thinking is higher when people focus on one activity for a significant part of the day and collaborate with just one other person.
  • survey of managers conducted by Reuters revealed that two-thirds of respondents believed that information overload had lessened job satisfaction and damaged their personal relationships. One-third even thought it had damaged their health.8
  • ome leaders now explicitly refuse to respond to any e-mail on which they are only cc’d, to filter out issues that others think require no action from them. Y
  • some combination of focusing, filtering, and forgetting.
  • Managing it may be as simple—and difficult—as switching off the input.
  • A good filtering strategy, therefore, is critical. It starts with giving up the fiction that leaders need to be on top of everything, which has taken hold as information of all types has become more readily and continuously accessible.
  • feeling connected provides something like a “dopamine squirt”—the neural effects follow the same pathways used by addictive drugs.9
  • giving our brains downtime to process new intellectual input is a critical element of learning and thinking creatively
  • Getting outside helps—recent research has found that people learn significantly better after a walk in nature compared with a walk in the city.
  • The strategies of focusing, filtering, and forgetting are also tougher to implement now because of the norms that have developed around 21st-century teamwork.
  • But there is a business responsibility to reset these norms, given how markedly information overload decreases the quality of learning and decision making. Multitasking is not heroic; it’s counterproductive. As the technological capacity for the transmission and storage of information continues to expand and quicken, the cognitive pressures on us will only increase. We are at risk of moving toward an ever less thoughtful and creative professional reality unless we stop now to redesign our working norms.
  • First, we need to acknowledge and reevaluate the mind-sets that attach us to our current patterns of behavior.
  • eaders need to become more ruthless than ever about stepping back from all but the areas that they alone must address.
  • eaders have to redesign working norms together with their teams.
Doris Reeves-Lipscomb

The peak of 'free' on the Internet - 0 views

mashable.com/...peak-free-internet

internet free fremium womenslearningstudio

shared by Doris Reeves-Lipscomb on 15 Jun 15 - No Cached
  • free things aren’t going anywhere anytime soon. There’s more free product online right now than at any other time in history. We’re talking Daily Show clips, Google Books and entire libraries of music and news from every corner of the globe backed by advertising. Free is bait. It's supposed to get you hooked. If you’ve played many mobile games, this pattern might be familiar. It’s called “freemium,” in which companies offer their apps at no cost and then charge for the good stuff once you’re addicted. (This model is also popular among drug dealers.)
  • Doris Reeves-Lipscomb on 15 Jun 15
     
    Mashable on internet has gone as far as it can with free news, entertainment, services, etc.
Doris Reeves-Lipscomb

Silicon Valley's Youth Problem - The New York Times - 0 views

www.nytimes.com/...con-valleys-youth-problem.html

technology Silicon Valley employment workforce entrepreneurship engineer NYT womenslearningstudio

shared by Doris Reeves-Lipscomb on 21 Aug 15 - No Cached
  • There are more platforms, more websites, more pat solutions to serious problems — here’s an app that can fix drug addiction! promote fiscal responsibility! advance childhood literacy!
  • The doors to start-up-dom have been thrown wide open. At Harvard, enrollment in the introductory computer-science course, CS50, has soared. Last semester, 39 percent of the students in the class were women, and 73 percent had never coded before.
  • I protested: “What about Facebook?” He looked at me, and I thought about it. No doubt, Facebook has changed the world. Facebook has made it easier to communicate, participate, pontificate, track down new contacts and vet romantic prospects. But in other moments, it has also made me nauseatingly jealous of my friends, even as I’m aware of its unreality. Everything on Facebook, like an Instagram photo, is experienced through a soft-glow filter. And for all the noise, the pinging notifications and flashing lights, you never really feel productive on Facebook.
  • ...9 more annotations...
  • Amazon Web Services (A.W.S.)
  • “But now, every start-up is A.W.S. only, so there are no servers to kick, no fabs to be near. You can work anywhere. The idea that all you need is your laptop and Wi-Fi, and you can be doing anything — that’s an A.W.S.-driven invention.” This same freedom from a physical location or, for that matter, physical products has led to new work structures.
  • Despite its breathtaking arrogance, the question resonates; it articulates concerns about tech being, if not ageist, then at least increasingly youth-fetishizing. “People have always recruited on the basis of ‘Not your dad’s company,’ ” Biswas said.
  • On a certain level, the old-guard-new-guard divide is both natural and inevitable. Young people like to be among young people; they like to work on products (consumer brands) that their friends use and in environments where they feel acutely the side effects of growth. Lisa and Jim’s responses to the question “Would you work for an old-guard company?” are studiously diplomatic — “Absolutely,” they say — but the fact remains that they chose, from a buffet of job options, fledgling companies in San Francisco.
  • Cool exists at the ineffable confluence of smart people, big money and compelling product.
  • Older engineers form a smaller percentage of employees at top new-guard companies, not because they don’t have the skills, but because they simply don’t want to. “Let’s face it,” Karl said, “for a 50-something to show up at a start-up where the average age is 29, there is a basic cultural disconnect that’s going on. I know people, mostly those who have stayed on the technical side, who’ve popped back into an 11-person company. But there’s a hesitation there.”
  • Getting these job offers depends almost exclusively on the candidate’s performance in a series of technical interviews, where you are asked, in front of frowning hiring managers, to whip up correct and efficient code. Moreover, a majority of questions seem to be pulled from undergraduate algorithms and data-structures textbooks,
  • “People want the enterprise tools they use at work to look and feel like the web apps they use at home.”
  • Some of us will continue to make the web products that have generated such vast wealth and changed the way we think, interact, protest. But hopefully, others among us will go to work on tech’s infrastructure, bringing the spirit of the new guard into the old.
  • Doris Reeves-Lipscomb on 21 Aug 15
     
    Interesting article on the age divide between new guard (Stripe) and old guard companies (Cisco) and why that is so, Yiren Lu, March 12, 2014
Doris Reeves-Lipscomb

Privacy Versus The 'Tyranny Of The Algorithm' - 0 views

www.darkreading.com/...1317226

Higgins Dark_reading algorithm privacy womenslearningstudio

shared by Doris Reeves-Lipscomb on 27 Jul 15 - No Cached
  • A recent study looked at more than 500,000 tweets about depression, took 4,000 tweets that mentioned a diagnosis or medication, and followed those Twitter users in order to create an app that predicts suicide. This use of tweets crosses a line, Peel said. "This is far more intrusive" than standard data-gathering from social media.
  • Medical data is also valuable to criminals
  • Criminals are after electronic medical records, as well as prescriptions and insurance information to pay for their own medical expenses or to acquire prescription drugs illegally.
  • ...2 more annotations...
  • David Vladeck, former director of the Federal Trade Commission's Consumer Protection Bureau
  • It's what I call the tyranny of the algorithm," Vladeck said. "What happens on the Internet is driven by algorithms. There are ethical constraints that need to be debated."
  • Doris Reeves-Lipscomb on 27 Jul 15
     
    article by Kelly Jackson Higgins at Dark Reading.com on what's happening with the sale of online data collected legally, but not necessarily analyzed accurately or sold ethically. November 5, 2014
Doris Reeves-Lipscomb

5 Steps for Creating Healthy Habits | The Chopra Center - 0 views

www.chopra.com/...ps-for-creating-healthy-habits

habits chopra change self-development self-improvement womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 Mar 16 - No Cached
  • Step 1: Set Goals by Baselining Your Health
  • Step 3: Identify Harmful Patterns
  • Visualizing your desired outcome is a useful tool in your journey. “Seeing” yourself as you wish to be has helped smokers quit, obese people lose weight, and sports champions achieve their goals. In order to change the printout of the body, you must learn to rewrite the software of the mind.
  • ...5 more annotations...
  • Step 4: Make Steady Changes
  • One way to break that cycle is to reward ourselves in a different way. Instead of eating cake, we can go play a game or listen to music.
  • Some of the choices that trigger dopamine's release: eating sweet foods, taking drugs, having sex.
  • So begin with a victory you can define and which means something to you.
  • How long does it take to form a new habit? An average of 66 days, according to a 2009 study from University College, London. Repetition and giving yourself time to adjust are the main factors in forming a new behavior pattern.
  • Doris Reeves-Lipscomb on 02 Mar 16
     
    Deepak Chopra offers 5 steps for creating healthy habits
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