Each draws on different moods, states of mind, and brainwaves, Benson says, and we tend to excel at some and suck at others.
These processes don’t happen sequentially; they’re simultaneous. If your workflow is a startup, its organization is flat: Each mode is strongest when the others are strongest, and neglecting one hurts the others.
And it’s the slog that’s getting things done.
An inquiry into human schlepping
Paul Graham is Silicon Valley’s godfather who defines what makes a startup a startup (growth) and what a founder really is: an economic research scientist. Part of that research is schlepping.
“One of the many things we do at Y Combinator is teach hackers about the inevitability of schleps,” he writes in a recent post. “(They) are not merely inevitable, but pretty much what business consists of.”
We don’t like schleps, Graham says, and that dislike provokes an unconscious blindness. We are, unknown to ourselves, pulling away from doing hard stuff (like seeing your friend in Queens).
But because everyone’s scared of the schlep, the toils are doubly valuable.