Quotes About Adaptation

In a sense it might even be said that our failure is to form habits: for, after all, habit is relative to a stereotyped world, and meantime it is only the roughness of the eye that makes two persons, things, situations, seem alike.

Aléjate de vez en cuando de los temas que te preocupan, cambia de disco y deja que la mente se reorganice y adquiera una nueva perspectiva.

si el optimismo es rígido y desproporcionado deja de ser funcional.

Si no cambias, te cambian, ésa es la lógica del progreso. Si te quedas petrificado en la costumbre, la historia te pasa por encima. Está demostrado que los que se resisten al cambio suelen terminar aplastados por la contundencia de los hechos.

Este impulso a investigar que mueve a los individuos, ayuda a que el sistema conductual heredado se enriquezca y aumente el repertorio de recursos para afrontar peligros y preverlos. Es una forma de autoestimulación que desarrolla más  sustancia blanca del cerebro (mielinización) para que podamos aprender más y mejor. Explorar es curiosear y la curiosidad es uno de los factores que ha permitido la evolución y mantenimiento de la vida en el planeta.

Las emociones secundarias son aprendidas, mentales, y aunque algunas de ellas, bien administradas, puedan llegar a ser útiles, no parecen cumplir una función biológica adaptativa. Son defensivas o manifestaciones de un problema no resuelto, y casi siempre implican debilitamiento del yo: sufrimiento, ansiedad, depresión, ira y restricción-apego son algunas de las más significativas.

de lograr para cualquier persona, porque implica desprenderse de las expectativas y resignarse a que las cosas sigan su curso.

No temas revisar, cambiar o modificar tus metas, si ellas son fuente de sufrimiento. ¿De qué otro modo podrías acercarte a la felicidad?

Not being able to govern events, I govern myself, and if they will not adapt to me, I adapt to them. Montaigne, Of Presumption (1580)

We always feel as though we react to things in the world; in fact we react to things in ourselves. And sometimes changing ourselves will be more effective and sensible than trying to change the world.

Remember that you are an actor in a play of whatever kind the producer may choose. If a short one, short; if a long one, long. If he wants you to play a beggar, see that you act even this part naturally; or a cripple, or a ruler, or an ordinary citizen. Your task is to give a good performance of the part that you are assigned. To select the part belongs to someone else.

What brings us anywhere? You take one turn instead of another, you meet one woman instead of another, you have good health or you don't, luck vies with misfortune, you break down and arrive at Bellevue in your bathrobe on a Saturday morning or - what was his father's antique phrase - you pulled up your socks and got on with things. Your heart adapted to changing times. Your body did. Or it did not and you passed your days in a muffler of regret. And that was what they called intelligent design.

People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.

The factory of the future will have two employees a man and a dog. The man's job will be to feed the dog. The dog's job will be to prevent the man from touching any of the automated equipment.

Habitat for Humanity founder Millard Fuller, who said, "It's easier to act your way33 into a new way of thinking than to think your way into a new way of acting.

what the New York Times recently characterized22 as a perfect storm in which no one, whether blue-collar or white-collar and whatever level of expertise, can afford to stand pat. "The need to constantly adapt is the new reality for many workers" was the theme of the piece headlined "The Age of Adaptation." The story had a term for what is now required of many workers—serial mastery.

Through the years, companies from Polaroid (Why do we have to wait for the picture?) to Pixar (Can animation be cuddly?21) have started with questions. However, when it comes to questioning, companies are like people: They start out doing it, then gradually do it less and less. A hierarchy forms, a methodology is established, and rules are set; after that, what is there to question?

When you change one small thing32 and it works, it can help breed the confidence to change other things—including bigger ones.

The answer is, through questioning. Rather than run from a failure or try to forget it ever happened, hold it to the light and inquire, Why did the idea or effort fail? What if I could take what I've learned from this failure and try a revised approach? How might I do that?

in addition to asking what went wrong, you should also ask, In this failure, what went right? (Conversely, when you try out something and it seems to have succeeded, look for what went wrong or could have been better

In analyzing a series of setbacks, a key question to ask is Am I failing differently each time? "If you keep making the same68 mistakes again and again," the IDEO founder David Kelley has observed, "you aren't learning anything. If you keep making new and different mistakes, that means you are doing new things and learning new things.

Products come and go, leaders come and go, trends come and go," says Yamashita, "but through all of that, you need to know the answer to the question What is true about us, at our core?

A recent article in Fast Company pointed out that a11 number of today's leading companies—Nike, Apple, Netflix—have increasingly been finding success by moving outside their primary area of expertise. The article, with the provocative headline "Death to Core Competency," suggests that whatever a company's specialty product or service might be—whatever got you to where you are today—might not be the thing that gets you to the next level.

Then Grove posed an interesting question to his partner: If we were kicked out of the company, what do you think the new CEO would do? Grove and Moore reasoned that a new leader would feel no emotional attachment to the declining memory-chip business and would probably leave it behind. So they did likewise, shifting Intel's focus to microprocessors—which set the stage for remarkable growth in the years to follow.