The Happy Body

This is a book about designing a happy body. And by happy body, I mean a body that is flexible, active, strong, and lean. Here are some of my notes on The Happy Body by Aniela and Jerzy Gregorek.

“If you keep your body happy, you wake up in the morning and you look forward to the day, eager to do everything. If you don’t keep your body happy, you gradually start to fear the day. Then you wake up tired and overwhelmed. Some of the things you want to do seem too much, so you start making excuses not to do them. That’s the first way to tell whether you’re keeping your body happy or not.”

On the other side is that you can also push yourself too hard. You want to be between doing too little and too much.

The goal of the happy body (program) is to achieve/keep youthfulness. I (of course) like this because it’s in line with my thoughts about longevity. They define the following qualities of youthfulness:

1. Flexibility
2. Strength
3. Speed
4. Leanness
5. Ideal Body Weight
6. Good Posture

I think there are also mental processes involved with being/feeling youthful, but of course that is not what this book focusses on.

Measurements

“You can’t improve what you can’t measure.”

For flexibility, they recognise three phases (which mirror the first three of the last list).

1. Develop range of motion (flexible)
2. Develop strength in the movement (strong)
3. Develop speed in the movement (fast)

One of the places where these factors combine really well is in Olympic weightlifting. And again they state that speed is the most important and will help enable the other two.

I measured my flexibility in June 2018 on the following exercises:

• The Table (fair)
• The Jackknife (poor)
• The Bow (very good)
• The Corkscrew (good)
• The Jerzy Squat (poor)

Strength is the ability of muscles to generate force. An experienced lifter has more fast-twitch muscles and a brain that communicates with them faster and with more intensity.

Men need to be able to press from behind the neck a weight equal to 58% of their body weight. And ideally Clean & Jerk 100% of their body weight.

For me (at 90kg) that would come down to:

• 52kg Overhead Squat Press
• 90kg Clean & Jerk

From Sugar Wod I see that my Shoulder Press is estimated at max of 56kg. But for Clean & Jerk I don’t have a score yet (it’s definitely not my body weight).

Speed is a very short chapter and comes down to that the quicker the Overhead Squat Press, the better.

For leanness, they state that men should aspire to 10% body fat, and 13% for women.

The ideal body weight is based on both the leanness and muscle you carry around (and bones, brains, etc of course). For me the ideals would be the following:

• 194 cm (6’4″)
• 90,7 kg (200 pounds)

My main goal at the moment is to shed a little bit of fat (lose weight in total) and then slowly also work to convert some of the rest to muscle (lose fat, gain muscle, same weight).

As the last point, posture should also be good. One way to measure that is to stand tall against a wall and raise your hands. If you can touch it with your fingers, elbow/arms, shoulders, butt, and heels then it’s excellent.

The Wisdom of Losing Weight

One must learn to limit, not stop, one’s consumption. Many people have trigger foods which they gravitate towards not only for the taste but also emotional and cultural conditioning. You must avoid your trigger foods totally. To lose weight, you have to change your lifestyle.

You don’t lose weight by dieting (you will lose muscle), working out too much (you’ll become sore and stop), dieting and endurance training (again reduces muscles), being anxious (you will use the wrong energy-system), chemical means (won’t work in the long-term), dehydrating (uhh duh), surgical means.

This is their recommendations:

1. Time your meals so that you eat every 3 hours (with energy for 2 hours)
2. Control the volume you eat (if you eat small portions each time, your stomach will adjust)
3. Eat nutritionally complete foods (but what would they think about Queal…)
4. Eat high-quality food (less processing is better)

I agree with the advice given. What I think I would like to do differently is think about a shorter time to eat it. But that might be difficult to do in combination with sports. So what I think will be a good schema is the following (the foods I still have to think about more):

• 6 am: small snack/meal before sports
• 10 am: meal 1
• 1 pm: meal 2
• 4 pm: meal 3
• 7 pm: meal 4

Recovery

Just as important as training is the recovery. The better the athlete, the more intense the training, and therefore the shorter the training. But he will need more time to recover. So use proper exercise, nutrition, and relaxation.

To find the right balance between your performance and your recovery.

For me that means that I should do better in the sleep and food department, to eat better and take more rest.

They recommend meditation, which I’m also a fan of.

One place you wouldn’t expect rest is in the exercises themselves. That is what they also recommend/recognize and in each exercise, there is rest in the activity. That is in step 3, 1) inhaling, 2) moving while holding the breath, 3) exhaling.

Designing the Happy Body

Now it’s the challenge to go from the current to the ideal body composition. With their clients they found the following to be possible:

• Losing fat: 1% of ideal body weight per week
• Gaining fat: 1% of ideal body weight per week
• Losing muscle: 2% of ideal body weight per week
• Gaining muscle: 0,2% of ideal body weight per week

For me, currently (26 July 2018) that would mean it would take:

• Losing fat: 7 weeks (from 15,5kg to 9,07kg, at 0,907kg per week)
• Gaining muscle: 24 weeks (based on total weight with the ideal fat amount, from 86,3 back to 90,7 with 0,181kg per week)

The Power of Habit

The Power of Habit: Why We Do What We Do in Life and Business by Charles Duhigg is one of the finest examples of research applicable to daily life. It is not a motivational/transformational/inspirational book with unlimited quotes by the great men of the world. It, however, most probably will change your life for the better in more significant ways than any (or most) self-help books can. Duhigg takes us on a journey into the mechanics of habits, the cue-habit-reward-craving feedback loop, and explains how habits affect groups and societies in general. It is one of the rare must reads featured on this site!

Habits are formed by four simple mechanisms. It all starts with a cue, for instance getting out of bed. What follows is a habit; eating your breakfast or brushing your teeth. And the habit ends with a reward, a full stomach, and fresh minty teeth. Of course, this habit has not formed without a feedback loop. The feedback loop states that habits are formed by a craving, you will expect the reward before you execute the habit. In the case of eating your breakfast or brushing your teeth, you will know in advance the pleasant feeling of a full stomach and fresh minty teeth.

In The Power of Habit, Duhigg relies heavily on real-life examples to get his (scientifically solid) points across. To show that the mechanics of habits are automatic he builds on the story of Eugene Pauly, a man who through an accident has lost the ability to consciously remember new things. The book explains how he is not able to draw a map of his house, but through habits has learned to flawlessly navigate his house. One finding that is implicitly mentioned throughout the book is that habits are more than brushing your teeth every day, most of our behaviour is automatic (because our brains are lazy).

You are now asking yourself; but how can I change a habit I am not particularly fond of? Duhigg states that habits rarely die out (that is why you remember how to swim when you have not been in the water for over a year). He proposes that you should change the routine, the actual behaviour, but keep the same cue and reward. This is what the AA does, it identifies the cues and rewards why a person drinks (which is rarely to get drunk). Reasons for drinking could be an escape, companionship, and emotional release. This is what the AA offers, regular meetings and a buddy that replace the routines but keep the same cues and rewards.

Further on in the book, the power of habits is taken to the societal level. A habit to help your close friends (strong ties) is one of the underlying causes why the Montgomery bus boycott was the start of the end of segregation. A habit to adhere to the norms of the social group you belong to have helped spread the boycott. And habits are what formed the new identity of the people involved in the change. Habits, therefore, have the power to change not only individuals but whole societies.

Other topics in the book discuss how Target knows that you are pregnant before you have told anyone, how Tony Dungy made his team the Super Bowl champions, and how keystone habits have transformed Alcoa into one of the most profitable and safe companies in the world. One notable tip from the book to end with is the argument for small wins. Duhigg describes that you can create small habits that you can easily succeed in every day. Doing a few exercises every morning, reading your goals out loud, having breakfast, or writing down your achievements each day are only but a few examples. I will no longer keep you occupied with this review and would like to encourage you to read (or listen) to The Power of Habit as soon as possible!

Also see Triggers.

The Book:

The Power of Habit: Why We Do What We Do In Life And Business – ISBN-10: 1400069289 | ISBN-13: 978-1400069286

More on The Power of Habits:

http://charlesduhigg.com/the-power-of-habit/ – Charles Duhigg’s official website

http://www.brainpickings.org/index.php/2012/03/05/the-power-of-habit/ – Review of The Power of Habit

http://www.psychologytoday.com/blog/dont-delay/201204/the-power-habit – Article on habits

http://www.oregonlive.com/books/index.ssf/2012/03/the_power_of_habit_review_neur.html– Review of The Power of Habit

http://www.hyperink.com/Detailed-Summary-And-Analysis-b1813a12 – Summary of The Power of Habit

http://zenhabits.net/habitses/ – Habits according to ZenHabits

The Effective Executive

“Plans are only good intentions unless they immediately degenerate into hard work.”  – Peter F. Drucker

Lessons learned: Time is our most limited resource. Search for strength, not the absence of weakness. Do the first things first.

To become an effective executive one has to look no further, The Effective Executive by Peter F. Drucker is a timeless masterpiece that perfectly describes the key components to becoming an effective executive. The first lesson may be the most important, that anyone can become an effective executive. Becoming one is not reserved for the few people who seem to have a tendency to lead, it is a skill that can be learned to anyone willing to learn it. Throughout his seminal book, Drucker uses plain language and simple & elegant rules of thumb to learn these skills to you – the reader. He ends the book with the conclusion that everyone should learn effectiveness, the book is highly recommended.

After explaining why effectiveness can be learned (and stating that it has little to do with intelligence or knowledge), the book focuses on time. Here Drucker proposes three steps to effective time management:

1. Record time
2. Manage time
3. Consolidate time

The first states that we should record our time (or let your secretary do it for you). You will be surprised to find out where you are spending your time and how much of your agenda is dictated by others. Time is our most unique resource and managing it is, therefore, the second step. Think of where you can best spend your time (urgency versus importance – Eisenhower Matrix) and which activities you can best eliminate. Step three is to consolidate time, to set aside large, continuous, and uninterrupted units of time. This allows you to study a problem, to go through a large document, to work on a presentation – i.e. to really think! Using these three steps you can make sure that every minute counts!

“Management is doing things right; leadership is doing the right things.” – Peter F. Drucker

Latter chapters are concerned with contributing to the right things. The first question you need to ask yourself is “Where can I contribute?”, where it is that you can be the most effective. In working with other people you have to ask where they can best contribute, i.e. “What are my colleagues’ strengths?”. In the fifth chapter Drucker explains a lesson (repeated endlessly by management guru’s and alike), to put the first things first. As an executive you will be asked to make decisions, this is, in essence, the thing that separates you from ‘non-executives’. The book offers you five elements of effective decision making:

1. See that the problem is generic and can be solved by a principle
2. Defining the specifications the problem needs to satisfy, the boundary conditions
3. Before thinking about compromises, adaptations, etc., think first of what is right
4. Build into the decision the actions needed to carry it out
5. Test the validity and effectiveness of the decision with feedback

After reading The Effective Executive you should be convinced that effectiveness can be learned. Although the lessons are simple and the examples seem to speak for themselves, applying them will prove to be difficult. This is not because of any hidden complexity, it is because of the ‘lazy’ nature of us humans. Recording your time is as easy as it gets, sticking to it for months and analysing it, very difficult to maintain (see Triggers). Whilst The Effective Executive lacks advice in this area (try The Power of Habit) it does deliver what it promises. If you are serious about becoming an effective executive, this should be next on your list!

The Book:

The Effective Executive – Peter F. Drucker – ISBN-10: 0060833459 – ISBN-13: 978-0060833459

More on The Effective Executive

http://www.enlight8.com/8-lessons-on-effectiveness-from-peter-druckers-effective-executive/ – Lessons from The Effective Executive

http://hbr.org/2004/06/what-makes-an-effective-executive/ar/1 – HBR article by Peter F. Drucker

https://www.goodreads.com/work/quotes/46992-the-effective-executive-the-definitive-guide-to-getting-the-right-thing – Quotes from The Effective Executive

Being Mortal

Atul Gawande once again uses his skill to beautifully explain and improve the world around us. This time it isn’t checklists, it’s about the process of the end of our lives. He combines stories of his family and patients, together with sweeping insights and critiques of our current medical system. Here are my thoughts:

• People who age want to age well, not only keep their health. But the latter is what our systems are built for, and although that is good, it forgets that older people are … well … people. And they want to be treated that way, not only as a body that needs to be kept alive. So talk about living, not focus only on dying.
• Stories of defiance and staying in control of their journey (and story) is what resonates with many older people. This should give us pause and consider what would be best for them (and us later on). Maybe that is not keeping us alive with tubes to the end. Maybe that is living a good life until the end.
• This also means that less medicine may be a better solution for many. More medicine, in most cases, doesn’t correlate with more healthy days/years.
• And discussing death (or end of life) is one of the best ways to improve that time on earth. In other words, when talking seriously about this, you can’t (always, but sometimes) expect to live longer, but the last years will be happier and more meaningful.
• For doctors, the incentives are also sometimes wrong. They get paid for doing surgery, not for talking with patients. I hope that with the coming age of AI, we will make more time and room for these talks as machines take over more and more of the cutting work.

• There is a tension between autonomy and safety. As children of ageing parents, you want safety (like you would want for your child), but (like your children) your parents want autonomy. We’re asking ourselves ‘Is this a place where I would leave mom and feel good about it? (safety)’ instead of ‘Is this a place where mom would be happy? (autonomy)’. This reminds me of the book Drive, where the three motivations of humans are laid out: autonomy, mastery, purpose.
• The need for safety comes from a good place. It’s love and dedication. But that is just what can get in the way of letting someone live a life worth living (even if that is a bit more dangerous).
• People want/need a purpose to live. Gawande also calls this loyalty or transcendence (also coined as an extra layer on top of Maslov’s pyramid). It’s caring for something bigger than yourself, for the future, for others.
• One way this is encouraged is with animals and plants. In a few different experiments, time and time again they show that bringing in animals has a positive effect on the lives of the elderly residents. It also lowers medicine use (by more than half) and anecdotal evidence even indicated that it helped people go back to unassisted living.

• Another interesting point in the book is the behaviour of doctors. Gawande speaks of their optimism and hope they provide for their patients. But in many cases, this is just a way to not have the hard conversations. It’s recommending that people do another experimental treatment that will only cause extra suffering for that 1% chance that it prolongs their life.
• This problem is even worse with patients they know better. The doctors are misleading themselves and their patients. Discussing a fantasy is easier than having the hard conversation. Gawande argues that we should all have those hard conversations, probably earlier than we want!

• Being mortal takes courage. Courage on two levels. It’s about getting the knowledge, confronting yourself with the facts. And to act on that knowledge.
• That is the power of hard conversations.

• We evaluate our experiences on two levels. One level is the experiencing self. The other level is the remembering self.
• The second ones only remembers the peak and the end (the peak-end rule).
• The way we remember is therefore vastly different from the way we experience life.
• This ties in to the great book, Thinking: Fast and Slow by Daniel Kahneman.

“In the end, people don’t view their life as merely the average of all its moments—which, after all, is mostly nothing much plus some sleep. For human beings, life is meaningful because it is a story. A story has a sense of a whole, and its arc is determined by the significant moments, the ones where something happens. Measurements of people’s minute-by-minute levels of pleasure and pain miss this fundamental aspect of human existence. A seemingly happy life maybe empty. A seemingly difficult life may be devoted to a great cause. We have purposes larger than ourselves.”

“A few conclusions become clear when we understand this: that our most cruel failure in how we treat the sick and the aged is the failure to recognize that they have priorities beyond merely being safe and living longer; that the chance to shape one’s story is essential to sustaining meaning in life; that we have the opportunity to refashion our institutions, our culture, and our conversations in ways that transform the possibilities for the last chapters of everyone’s lives.”

Video review: https://www.youtube.com/watch?v=3tWagD0cOIY

New York Time review: https://www.nytimes.com/2014/11/09/books/review/atul-gawande-being-mortal-review.html

The Quark and the Jaguar

TBD

Deep Simplicity

Summary: explaining difficult concepts in an easy way. Great source of information. Underlying of big things are simple algorithms

Over the past two decades, no field of scientific inquiry has had a more striking impact across a wide array of disciplines–from biology to physics, computing to meteorology–than that known as chaos and complexity, the study of complex systems. Now astrophysicist John Gribbin draws on his expertise to explore, in prose that communicates not only the wonder but the substance of cutting-edge science, the principles behind chaos and complexity. He reveals the remarkable ways these two revolutionary theories have been applied over the last twenty years to explain all sorts of phenomena–from weather patterns to mass extinctions.

Grounding these paradigm-shifting ideas in their historical context, Gribbin also traces their development from Newton to Darwin to Lorenz, Prigogine, and Lovelock, demonstrating how–far from overturning all that has gone before–chaos and complexity are the triumphant extensions of simple scientific laws. Ultimately, Gribbin illustrates how chaos and complexity permeate the universe on every scale, governing the evolution of life and galaxies alike.