However, like focus, Duhigg’s research found that as people drive to create measurable goals, we might miss larger growth opportunities.

We have all heard of SMART goals (specific, measurable, achievable, realistic, and time-bound). Goal-setting and decision-making (Chapters 4 and 6) are intertwined for engineering managers. The author illustrates this point with a touching story of a little baby's survival within the intensive care unit of a busy hospital. Instead, using tools such as mental models, we can frame a challenging situation into variables and conditions we do understand thus, better addressing risk. Airplane pilots were so focused on understanding data from their instruments that they were unable to identify signs of an imminent crash.

Letting focus become tunnel vision can be dangerous, as the author illustrates with a tragic example. Diverse teams thrive with open dialogue and generate more creative solutions to engineering problems.Ĭhapter 3 discusses focus as a way to improve productivity. True team diversity must include elements of work experience, educational background, and industry participation. Of course, diversity is far more than demographics. Duhigg’s research reinforces the role of diversity in building successful and productive teams. Engineering managers are already aware of team dynamics leading to success, or not, in any project. These choices helped build confidence and self-efficacy so that graduates of basic training developed necessary mechanical, emotional, and team skills to become successful Marines. So, a new training program forced recruits to make small decisions. New recruits were less confident and less motivated than in the past. Duhigg shares a story from the Marine Corps.

In Chapter 1, we learn that taking control of even the smallest detail can make the difference between motivating decisions to take control of our situation or being a passive bystander. Smarter, Faster, Better is an easy book to read, and each principle is illustrated by engaging stories, narratives, and examples.įirst, the author teaches self-motivation is key to productivity. Moreover, we demand that our teams also increase productivity as companies continually seek to do more with less.īut how, you might ask, do we improve the productivity of people? Charles Duhigg's recent book, Smarter, Faster, Better, offers several tips that engineering managers can readily apply to improve our own personal and professional productivity. Equipment operation and movement of materials must be efficient and without waste.

US$18.00 (paperback).Īmong other tasks, engineering managers are charged with improving productivity. Smarter, Faster, Better: The Transformative Power of Real Productivity by Charles Duhigg.

Smarter faster better book review