Tuesday, 8 September 2015

Why Americans dress so casually - The Washington Post

Why Americans dress so casually - The Washington Post





Why Americans dress so casually

By Roberto A. Ferdman





Look around you, and you'll likely notice a sea of different outfits. You might see similar articles of clothing — even the same ones — worn by different people, but rarely do you find two pairings of tops, bottoms, shoes, and accessories that are exactly alike.


That wasn't always the case, said Deirdre Clemente, a historian of 20th century American culture at the University of Nevada, Las Vegas, whose research focuses on fashion and clothing. Americans were far more formal, and formulaic dressers, not all that long ago. Men wore suits, almost without fail — not just to work, but also at school. And women, for the most part, wore long dresses.



Clemente has written extensively about the evolution of American dress in the 1900s, a period that, she said, was marked, maybe more than anything else, by a single but powerful trend: As everyday fashion broke from tradition, it shed much of its socioeconomic implications — people no longer dress to feign wealth like they once did — and took on a new meaning.


The shift has, above all, led toward casualness in the way we dress. It can be seen on college campuses, in classrooms, where students attend in sweatpants, and in the workplace, where Silicon Valley busy bodies are outfitted with hoodies and T-shirts. That change, the change in how we dress here in America, has been brewing since the 1920s, and owes itself to the rise of specific articles of clothing. What's more, it underscores important shifts in the way we use and understand the shirts and pants we wear.


I spoke with Clemente to learn more about the origins of casual dress, and the staying power of the trend. The interview has been edited for length and clarity.


Let’s start by talking a bit about what you study. You’re a historian, and you focus on American culture as it pertains to fashion. Is that right?


I'm a cultural historian. I’m a 20th century expert, so don’t ask me anything about the Civil War. And my focus is clothing in fashion. So I’m a little bit of a business historian, a little bit of a historian of marketing, and a little bit of a historian of gender. When you kind of mix all of those things together, all those subsections of history, you get what I study.


So that scene from "The Devil Wears Prada," when Meryl Streep criticizes Anne Hathaway for believing she isn’t affected by fashion, it must resonate with you.


Well you know, it’s just so true. People say, "Oh well, you know, I don’t care about fashion." They go to the Gap, they go to Old Navy, and they all dress alike, they wear these uniforms. The thing that I really harp on is that, that in and of itself is a choice, it’s a personal choice, because there are many people who don’t do that. In buying those uniforms, you’re saying something about yourself, and about how you feel about clothing and culture. There is no such thing as an unaffected fashion choice. Anti-fashion is fashion, because it’s a reaction to the current visual culture, a negation of it.


How would you characterize the way Americans dress today? What’s the contemporary visual culture like now?


Well, I would certainly say that there are, above all, so many more choices than there have ever been before. There’s also a tendency like never before to alternate styles. People will one day dress very conservatively and then the next day wear something much more dramatic, much less formal.


There’s a clear trend toward individualization, as opposed to homogenization. There are so many different kinds of social and cultural personas that we can put on, and our clothes have become extremely emblematic of that. And the thing is, even if you don’t have a lot of money, you can now dress freely, individually.



You have written about how American dress, perhaps more than anything else, is characterized by how casual it is. What do you mean by that?


There’s this fashion theorist who wrote in the 1930s about how in capitalist societies, clothing serves as this way to jump in and out of socioeconomic class. Now, he was writing at a time when people were still really trying to jump up, and could feign wealth. You could buy a nice-looking suit and make it seem like you were a lot more wealthy than you actually were then. But in the second half of the 20th century, what we've seen is people doing just the opposite.


Americans have come to dress casually in a way that is very interesting as a historian. When you look back at old pictures of students, it's jarring. We used to dress so formally, just to go to class.
Are there points, chronologically, that stand out? Times that were particularly important for the migration toward less formal wear?


I think there are two key points in the 1920s. The 1920s were really important for this shift.
In the 1920s, when women really broke away from dresses and matchy matchy suits, and instead began to use sweater vests and other outfits, versatility entered the minds of buyers. At that point, people began to mix and match, wear more sweaters, more gored (which is a kind of skirt).
By the late 1920s, very few college men wore suits to class. The rise of the sports coat is an incredibly underlauded change in American culture. Because once boys started wearing sports coats instead of suits, men's outfits became more versatile, they moved away from ties, they wore all sorts of different things, like sweaters, with their jackets.


If so much of this was predicated on shifts that happened in the 1920s, was there nothing impactful that happened thereafter?


Pants on women. You cannot talk about the rise of casual dress without talking about the rise of pants of women. You first saw it in elite women's schools, such as Wellesley and Vassar. Once women were wearing pants and even jeans on campus and to class, which happened starting in the 1930s, things really began to change. Even though it wasn't yet happening on co-ed campuses, because of the mix of genders, and formality that persisted around that, it was still a big deal.


World World II was also revolutionary for dress. The war brought about a whole culture of dress that didn't exist before. Women wore what they wanted, because it didn't matter — they were on their way to the victory garden — or because they were working at factories, where practicality was more important.


So in the aftermath of World War II, more casual outfits became commonplace?
Yes, although there was a slight backslide in the late 1940s, where we saw a bit of reluctance around it. In 1948, Christian Dior put out a new look in the United States, which featured long skirts that were tight-waisted. That was a Parisian couture influence, though, and it didn't stick. Women either weren't really buying it, or wearing it. It had about a two-year lifespan, and then the college girls migrated toward the freedom of articles like pants and less cumbersome dresses. They had experienced these, and they weren't going to go back to more uncomfortable clothing.
Then in the 1950s, you really start to see stay-at-home moms wearing casual wear in the house — shirts, pants, jeans, even T-shirts. And it really took off from there.


The only thing I will say is that there's still a bit of a gender hangover, where women are singled out for wearing clothing normally associated with men.


Like the boyfriend jean?
(Audible sigh). Yes.


There's something in women buying "men's clothing" that still irks a lot of people. I have been shocked at the e-mails I have gotten. People like to say that casual dress isn't about freedom, that it's about laziness. But that's hilarious, especially to me as a historian, because it simply isn't true.
There's something called collective selection. And what it is, is the idea that no longer is it the rich people telling the poor people how to dress, no longer is it that the poor people want to wear what the rich wear. Nowadays it's a group decision. Because class is so wishy washy today, since everyone thinks that they're middle class, the collective selection is what is acceptable in different scenarios — the office, the church, the classroom, etc. It's decided by the group.


What about the development of American fashion in comparison to that elsewhere? Have we gone further down the road of casual dress than other cultures?


Oh, I mean, absolutely. I think that American culture is now associated with casual dress on a global scale. On sort of the world stage, where American culture is so prominent, many countries emulate the way people in the United States dress, and that's almost inevitably more causally than the way people dress in those places. The version of casual elsewhere, in Europe especially, it just never gets as down and dirty as the American version. Their version of casual is still a scarf and a stylish leather jacket, whereas ours is a starter jacket and jeans.


The American love of sportswear and comfortable clothes has redefined the limits, and it's affecting the limits elsewhere too, since others emulate us.


Can I ask what might be an obvious question, at least to you. What makes something casual, and something else formal?


That's an obvious question, and an awesome question. The answer inevitably is tied to history. I can look at something and say "Oh, the history of that article of clothing is such and such, and that history is tied to wealth." Or, if you look at, say, the turtleneck, and understand that it comes from ski-wear, or flip flops, and realize that they were originally shower-wear, often used by servants, it changes the context in which you understand the clothing.


More broadly, and kind of simply, fit and fabric also tend to be a good indicators. The fit of casual clothes tends to be looser, and the fabric tends to be lighter, because there's less of it. There's also less covering of the skin in casual wear. When you think of formal attire, it mostly covers the vast majority of the body.


Also, the connotations of it, which, again, are rooted in history. That's the cool thing about clothing, which people don't realize. When someone is like 'those shoes are cool but I don't know if they're appropriate for this wedding,' their opinion is the product of years, even decades of understanding.
Even at the office, we've shed some of the more formal, traditional understandings of what's okay to wear. You mentioned Steve Jobs, but Silicon Valley as a whole is kind of redefining office wear, is it not?


They are absolutely the spearhead of business casual. They were the first people to do away with dress codes at the office.


But this isn't your typical business casual. Every time I see that phrase I look it up, and it's like khakis and a button down still. This is more like business CASUAL, or casual business, where casual is the emphasis.


Oh, I love that. It's this evolution of casual, and even of business causal. In the 1990s, it was derivative of business, and now it's derivative of casual. It's amazing for me to see.
Why does it bend toward casual?


I think we dress more casually because we can, because in American culture perennial appearance has become an expression of individuality and not social class to the degree that dressing up is dressing up the socioeconomic ladder. I think that we dress more casually because it’s a middle ground for Americans. I think it’s a way for, I mean look at the presidential candidates. Donald Trump has his own, albeit mediocre quality, shirt and tie line. I want to dress like everybody else. It’s all about standing out and yet fitting in.


The modern market allows us to personalize that style. Casual is the sweet spot between looking like every middle class American and being an individual in the massive wash of options. This idea of the freedom to dress in a way that is meaningful to us as people, and to express various types of identity.


I know that you’re a historian, and traditionally look into the past, but I’m going to ask you to look into the future. Where is this trend toward casual dress taking us?


How about I make a prediction about a specific technology that’s been long overdue? I don’t know if it will happen, let alone sometime soon, but self-cleaning fabrics, I think that will be a thing. At the very least it should be.


I have to say, self-cleaning fabrics are about as casual as it gets.


Let’s just say I probably wouldn’t put my money in dry cleaning if I had some extra money to spare and wanted to invest in something. Those sorts of things are going to die out.


There was this very cool Italian futurist who in the 1930s made a prediction about what fashion would be like 100 years from then. His prediction was that everyone would dress in uniforms. But that’s the complete opposite of what has happened.  And I don’t think people will be dressing in uniforms anytime soon. Clothing will instead continue to be a way to project individuality and our own personal alliances to the broader culture.



http://www.washingtonpost.com/news/wonkblog/wp/2015/09/08/why-americans-dress-so-casually/?tid=sm_tw

Uber Wants To Conquer The World, But These Companies Are Fighting Back (Map) - Forbes

Uber Wants To Conquer The World, But These Companies Are Fighting Back (Map) - Forbes



Uber Wants To Conquer The World, But These Companies Are Fighting Back (Map)







By Liyan Chen and Ellen Huet



Ride-hailing apps are scrambling to grab market share as demographics shift and smartphones proliferate. The map above shows where already dominates — and where Uber is the Lyft to someone else’s Uber. Here are the companies that stand between Uber and its world domination in each continent:





ASIA:



China

Major: Didi Kuaidi

Minor: Uber, Yidao Yongche, Shenzhou Zhuanche, AA Carpool

Didi Kuaidi, Uber’s biggest rival, is a merger of China’s two biggest ride-hailing apps, Didi Dache and Kuaidi Dache. The company claims 6 million rides a day, six times that of Uber in China. The chart below shows share of private car ride orders in the first quarter of 2015.





India

Major: Olacabs

Minor: Uber, Meru

Uber’s entry forced larger players Ola and TaxiForSure to merge in March, amassing 80% market share and raising another $400 million from powerful backers like SoftBank and Tiger Global. 



Mobile analytics firm Quettra estimated the portion of smartphones in India with each app installed (shown in the bar chart below):





South Korea

Minor: KakaoTaxi, Uber, Limo Taxi, T-Map Taxi, Hailo, Easy Taxi, Baek Gisa

South Korea banned UberX and charged its CEO and senior executives of breaking transportation laws. South Korea’s popular messaging app Daum KaKao launched its own taxi-hailing service in March.





Japan

Minor: Line Taxi, Hailo, Uber

Japan’s most popular messaging app, LINE, launched its taxi service in early 2015.





Singapore, Malaysia, Vietnam, Thailand, Indonesia and the Philippines

Major: GrabTaxi

Minor: Uber, Easy Taxi

Singapore’s GrabTaxi, front-runner in six Southeast Asian markets, has joined the global anti-Uber alliance with $700 million in investments from Asian giants like SoftBank and Didi Kuaidi.







EUROPE:



U.K.

Major: Uber, Gett

Minor: Hailo, Addison Lee

Uber has infuriated cabbies, but Israel’s Gett has gained ground by targeting black-cab hailing.





France

Major: BlablaCar

Minor: Uber, Chaffeur-Prive, LeCab

BlaBlaCar focuses on long-distance carpooling and raised $100 million in 2014 to expand in Europe.





Spain

Major: MyTaxi, Hailo

Minor: Cabify

Uber has been protesting its ban in Spain since last December. Users have turned to legal taxi-hailing apps like Hailo and MyTaxi as well as Cabify.





Czech Republic

Minor: Uber, Liftago, Tick Tack Taxi, AAA

Prague became the first destination for Uber’s expansion in central and eastern Europe last August. Local rival Liftago already claims to have 10% of Prague drivers.





Germany

Major: Mytaxi Minor: Wundercar, Uber, BlablaCar, Blacklane

Germany’s Wundercar resembles Lyft in that it allows passengers to tip a driver. The government has put a stop to most profit-taking car-hailing services for now.





Sweden

Minor: Uber, Taxijakt

Sweden’s taxi industry and government welcomed competition from Uber.





Russia

Major: Yandex

Minor: Uber, Gett

Russian search engine Yandex has a taxi-hailing app with a two-year head start on Uber.







NORTH AMERICA:



Canada

Major: Uber

Uber’s only real competitors are taxi companies with their own smartphone apps.





Mexico

Major: Uber

Minor: Cabify, Easy Taxi, Yaxi

In July Mexico City became the first Latin American city to pass regulations accommodating Uber ‘ s private car service (and smaller Cabify). But two weeks later cabbies rioted, attacking Uber drivers outside the airport.





United States

Major: Uber, Lyft

Minor players: Sidecar, Flywheel, Via, Curb

Everything Uber knows how to do it learned first in its home country, from winning over (or wearing down) regulators to lashing out at Lyft, its biggest U.S. rival.







SOUTH AMERICA:





Brazil

Major: Easy Taxi, Uber

Easy Taxi, born in Startup Weekend Rio in 2011 and backed by Germany’s Rocket Internet, has now expanded into 30 countries with a $77 million war chest.





Colombia

Major: Cabs

Minor: Uber, Easy Taxi

Uber entered in 2013, but local taxi unions fought back by calling massive strikes.







MIDDLE EAST AND AFRICA:





Nigeria, Kenya, South Africa

Minor: Easy Taxi, Maramoja (Kenya), Uber

While Uber is adapting for a demographic with low penetration of smartphone usage, Brazil’s Easy Taxi has gained an edge by better vetting local drivers in high-crime cities.







United Arab Emirates/Middle East





Major: Uber, Careem

Minor: Easy Taxi

Uber and Careem of Dubai both let users call private cars in large cities across the Middle East and Africa, while EasyTaxi lets users e-hail taxis.





Israel

Major: Gett

Minor: RideWith, Uber

Homegrown Gett has a strong grip on the market, while Uber is growing but still illegal. Recent surprise entrant is RideWith, an app made byGoogle's GOOGL +2.33% Waze.





Turkey

Minor: Uber, BiTaksi

Turkey’s market is relatively new–both Uber and local player BiTaksi launched last year, starting in tourist-heavy Istanbul.







OCEANIA:



Australia

Major: Cabcharge, Uber

Minor: Ingogo, GoCatch, RideBoom

Despite murky legal status, Uber has reportedly gained half a million passengers.





http://www.forbes.com/sites/liyanchen/2015/09/08/uber-wants-to-conquer-the-world-but-these-companies-are-fighting-back-map/?utm_campaign=Forbes&utm_source=TWITTER&utm_medium=social&utm_channel=Investing&linkId=16889702


World War Uber: Why The Ride-Hailing Giant Can't Conquer The Planet (Yet) - Forbes

World War Uber: Why The Ride-Hailing Giant Can't Conquer The Planet (Yet) - Forbes



World War Uber: Why The Ride-Hailing Giant Can't Conquer The Planet (Yet)



By Ellen Huet and Liyan Chen




Uber is used to getting what it wants, wherever it wants. In 60 countries the ride-hailing colossus has pursued an SUV-size take on Sun Tzu: slip into a market by surprise, quickly suffocate any competitors and — if this infuriates entrenched taxi lobbies and government officials — never, ever back down. Uber has overcome violent taxi protests, and dozens of places that once dubbed it “illegal” now have laws codifying its business model — even the mayor of New York caved under an Uber-led outcry in July.



But Uber is now facing opposition that’s not as easily rolled as a bunch of feckless, anticompetition governments. In the parts of the world, mostly Asia, where Uber is just getting going, the company and its pugilistic CEO, Travis Kalanick, are facing entrenched private competition on a scale it has never seen.



In India incumbents Ola Cabs and TaxiForSure welcomed Uber’s recent entry there by merging in March, giving themselves an 80% market share and then raising another $400 million from powerful backers like SoftBank and Tiger Global. In Southeast Asia Uber (which declined to make executives available for interviews) will have to contend with three-year-old GrabTaxi, which launched in Malaysia, shares two investors with Ola and now also operates across five nearby countries — Singapore, Thailand, Vietnam, the Philippines and Indonesia. In Latin America Easy Taxi says it is bigger than Uber.



In China, already the world’s biggest market for ride-hailing apps, the two top incumbents also merged, in February, forming Didi Kuaidi, a combination of Didi Dache and Kuaidi Dache. The firm has a two-year head start, just raised $2 billion to the $1 billion Uber has earmarked for China and averages 6 million rides a day, six times Uber’s self-reported volume. Didi controls 99% of the taxi-hailing market and 78% of the private-car market by ride volume, according to a report from Analysys International. If it needs more capital, it can tap its investors Alibaba and Tencent, China’s two biggest Internet firms, plus SoftBank. “The competition from Uber is just a tiny wave in our progress,” says Didi CEO Cheng Wei.



Investors who have bid up Uber’s private market cap to an astonishing $50 billion are counting on overseas growth to make that valuation pencil out. They also like Uber’s technology advantage after hundreds of millions of rides. “These systems rely on algorithms — for routing, availability and matching, for fraud detection. We’ve been at this a lot longer than either of our competitors in [China and India]. That gives us advantages they don’t have,” says early Uber investor Bill Gurley of Benchmark.



But the rivals are veterans, too, and they’re forming a supergroup. Last month Didi and its backers at Tiger Global and SoftBank led a $350 million investment in GrabTaxi. Chinese people traveling to, say, Vietnam or Malaysia will soon be able to pull up their Didi app and call a GrabTaxi car, and GrabTaxi customers will do the same in China, akin to a mobile phone roaming-service partnership. “Our customers read Chinese, not English or Spanish, so they want to use a Chinese app to get access to other travel markets,” says Didi President Jean Liu, a former Goldman Sachs banker and daughter of Lenovo’s chairman.



“Everyone is solving the same problem,” says Dennis Wang, CEO of Easy Taxi, which operates in parts of Latin America, Africa and Asia. “Being able to do it locally and faster, for us that balances out the cash Uber has.”



Uber’s adventures in China are a microcosm of how its global expansion might unfold. Its growth, like China’s overall, has been meteoric. After only 18 months on the ground there, Uber counts five Chinese cities among its top ten worldwide by ride volume and says the country will likely produce more rides than the U.S. by year-end. Its legal status remains murky in most metro areas. Authorities in April and in May raided Uber’s offices in Guangzhou and Chengdu. The harassment comes despite an infusion of at least $200 million from the politically connected Chinese search engine Baidu and despite Uber’s decision to operate as a separate business entity called Uber China, run by Chinese managers.



Uber’s top priority in China, as in any new country, is wooing drivers. Both Uber and Didi have turned driver subsidies into blood sport, often paying them two or three times the fare. Drivers have figured out how to scam the system. In one scheme they buy phones that are hacked to have multiple phone numbers, which allows a driver to “ping” himself from a passenger account, hop in a car and collect the bonus. Uber has said its fake-ride rate is around 3%, but local media estimate the fraud rate at 30% to 40%. Didi says it has “almost no” fake orders. A Guangzhou driver named Liang said that Didi is stricter about banning drivers it suspects of fraud. Uber, he said, started cracking down in the last month.



Didi is focused now on tearing pages from Uber’s playbook. It started out in taxis, but now its private-car service makes up around half of its trips after debuting less than a year ago. Didi is testing a carpooling service called Hitch, a bus line and on-demand designated drivers. CEO Cheng is confident his company can keep Uber at bay. “China’s Internet competition is the most intense in the world,” he says, “and Didi Kuaidi is the winner that survived.”



After China and the U.S., India is the market Uber lusts after most. The cab wars there are in their early days — some 97% of Indians don’t even own cars. But to see what Uber is up against, just stand on a busy corner in the sultry coastal city of Chennai and count the number of OlaCabs that pass by. With a three-year head start, Ola has outrun Uber from the get-go. It says it has 80% of the market, is growing 30% to 40% month over month and provides some 750,000 rides per day in 250,000 vehicles, including private sedans, hatchbacks and three-wheeled tuktuks. Uber claims it gets 200,000 rides a day but says it is also growing 40% and has 35% market share. Ola got a lot bigger in March, paying $200 million for rival TaxiForSure. Ola raised $400 million in April at a rumored $2.5 billion valuation.



Ola’s driver base is loyal. Before Kalanick even learned how to spell Chhattisgarh, Ola struck deals with auto manufacturers and India’s largest bank to arrange installment loan programs so that drivers could buy cars and work off the loans by driving for Ola. “We devised the world’s first driver-repayment system,” says Ola senior director of marketing Anand Subramanian. Ola started selling motorized rickshaw rides in November 2014. Uber followed. Ola created a digital wallet to pay for rides in September 2014. Uber followed. Uber has tried to undercut Ola on price by giving bonuses to drivers, just as it does in China. Ola has never considered that as an option. You get higher-quality drivers, says Subramanian, by giving incentives based on earning five-star-rated rides or giving a certain number of rides per day. “This makes customers want to come back.”
More nascent markets were staked out early by Brazil’s Easy Taxi, which was founded in Rio de Janeiro in June 2011, months before Uber began its international expansion. Easy Taxi is now up to 6 million rides a month, with 400,000 drivers in 30 countries. In Southeast Asia, where fare-haggling is a tradition, Easy Taxi pioneered the ability for passengers to up their bid in the app to attract drivers during rush hour, a mirror-image of Uber’s surge pricing.



Wang, Easy Taxi’s 32-year-old co-CEO, wishes Uber luck at waging price war in Latin America. “Taxis here are supercheap, and there are a ton of them, so service is fast,” he says. He’s investing in places such as Saudi Arabia, Kenya and Nigeria, where Uber has dipped its toes but the market is still for the taking. “We know how Uber operates and how to position our brand to fight.”



Uber made winning America look easy. The road out has more bumps.



http://www.forbes.com/sites/ellenhuet/2015/09/07/world-war-uber-why-the-ride-hailing-company-cant-conquer-the-planet-yet/

America Wants You to Feel Ashamed About Procrastinating. Don't. | The New Republic

America Wants You to Feel Ashamed About Procrastinating. Don't. | The New Republic





America Wants You to Feel Ashamed About Procrastinating. Don't.



By Jonathan Malesic  





Americans have always told themselves they have a lot of work to do: first, to tame the continent, and later, to build a world safe for democracy or to get filthy rich. Those who don’t contribute to this national, God-given mission, and instead shirk their responsibilities, deserve whatever fate befalls them—sickness, impoverishment, death. For there is no honor in procrastination. 



I couldn’t disagree more, despite the great risk this admission brings to my future employment—and perhaps even the fate of my immortal soul. 



Puritan theology, after all, considered procrastination a sin. Jonathan Edwards preached in the early 1700s that those who delay doing good works “flatter themselves that they shall see another day, and then another, and trust to that, until finally most of them are swallowed up in hell, to lament their folly to all eternity, in the lake that burneth with fire and brimstone.” Think about that the next time your gutters need cleaning. 



Prim Americans during the industrial age believed procrastination stunted economic and moral growth. In his 1901 book Up from Slavery, the African American educator Booker T. Washington procrastishamed “a young man, who had attended some high school, sitting down in a one-room cabin, with grease on his clothing, filth all around him, and weeds in the yard and garden, engaged in studying a French grammar.” Because the young man was doing something frivolous when there was real work to be done, Washington said that this scene was “one of the saddest things” he had seen in the rural post-Reconstruction South. 



We still moralize about procrastination, but now we do it scientifically.

We still moralize about procrastination, but now we do it scientifically. Classical economists assume that everyone wants to maximize productivity and minimize waste, and so they are baffled by people who understand the cost of delaying a task, like studying or filing income taxes, and nevertheless put it off. Why, these economists ask, is the present so much more valuable than the future? 



Psychologists argue that procrastination expresses self-doubt, the original sin of the therapeutic post-Protestant age. We delay our work because we fear failure. To the future-oriented striver, the consequences of doing so are dire. Joseph Ferrari’s 2010 book, Still Procrastinating? The No-Regrets Guide to Getting Things Done, warns that the “self-sabotaging tendencies” that lie behind procrastination “can prevent you from reaching your full potential.”



To all these meritocrats, procrastination is an obstacle to all worthy ends (success! purpose! mindfulness!) and must be overcome. But procrastination isn’t a failure of morals, reason, or self-confidence at all. It’s actually a healthy response to unhealthy conditions, a sane means of coping with a more collective societal failure.



 As believers in the centuries-old myth of the self-made, entrepreneurial hero, Americans think of procrastination in individualistic terms, as an inner struggle between duty and temptation rather than as the result of broader societal forces. But if procrastination really is an individual matter, then why has it become a bigger “problem” in the postindustrial, digital age?



In a much-cited article from 2007, the psychologist Piers Steel writes that “problems associated with procrastination and lack of self-control appear to be increasing,” as studies reveal much higher percentages of Americans who self-described as procrastinators in 2007, compared with in 1978. Steel expects such problems only to grow more acute as jobs “become more unstructured or at least self-structured” and “availability of temptation” increases online. Steel further points out that we don’t only procrastinate in our work; last-minute Christmas shopping increased fivefold in the 1990s. 



Are we changing—becoming less disciplined and more distractible over the past few decades? Or could it be that we only think procrastination is bad because we have internalized problems with the way our economy operates? 



As the labor force shrinks but the amount of work that (supposedly) needs doing remains the same, work is compressing to occupy more of the time and space of a smaller number of workers. A typical worker may only spend eight hours at the office, but because so much of her work is as portable as her brain (and tablet), she can give attention to it at any time or place: while riding on wifi-enabled public transit, on the couch just before bed, or in the bathroom.



Furthermore, as postindustrial work becomes more abstract, the link between productivity and reward grows more tenuous. If it’s hard to tell whether a worker is doing a good or bad job, or if productivity does not depend on individual effort, or if the work is not really productive even at its best moments, then there is no rational reason to try to produce more. The worker who completes tasks ahead of schedule may in fact just be assigned more work.



What if people don’t want to be more productive, or don’t want to fulfill their potential, and what if they’re right not to? We hold productivity up as a supreme virtue now, but there have always been other things worth aiming for: pleasure, wisdom, or holiness, to name a few. What if the disutility of work—its boredom, constraint, and physical discomfort—weighs heavier in the balance than productivity? If you know you’re going to be paid the same whether or not you work diligently, then you may as well minimize the time you spend on tedium.



Procrastination is not a failure of will; it is instead a rational way to safeguard self and sanity against work’s expansion.

Procrastination, then, is not a failure of will; it is instead a rational way to safeguard self and sanity against work’s expansion. In the absence of other limits, like a reasonable workload or a strong union contract, procrastination forces work into a corner, bounded by self-preservation and a deadline. Procrastination protects leisure, however diminished by guilt, against the tide of work’s domination of our lives.



The challenge is not to stop procrastinating; it is to procrastinate well and without guilt. Clicking through listicles is better than nothing, but it doesn’t qualify as the true leisure that the German Catholic philosopher Josef Pieper claimed was “the basis of culture.” Writing in the aftermath of World War II, Pieper feared that capitalism and communism alike would impose regimes of “total work” on their societies and thereby turn human beings into mere functionaries. Leisure, encompassing all that cannot be monetized, from the arts to worship, must be our priority.



The young man whom Booker T. Washington scolded, the one who read French and had a messy yard, is a model for better living through procrastination. He perhaps knew that you could spend a lifetime weeding and never be done. Thorns and thistles are a fact of the world, and pulling up the tallest of them just reveals smaller ones, creating more work with diminishing returns. Cultivating the intellect will offer greater rewards.



So unless you are a firefighter (or the restaurant chef preparing my meal), you could probably stand to procrastinate better. Give it a try this week. Find something you would genuinely rather do than your work, something that will engage and gratify your mind. (Pieper, betraying his occupational and religious biases, recommended contemplation.) Do it at your desk, if you can get away with it.



Once you’re done, and while you’re still feeling good, take on the task you had put off. At the end of the day, declare it finished. Then go home.





Jonathan Malesic teaches theology at King’s College in Wilkes-Barre, Pennsylvania

Monday, 7 September 2015

Duck Army







Simple does it! The "Duck Army" video goes viral depicting rubber pelicans complain in unison about their hard life as rubber soft dog toys...

Sunday, 6 September 2015

I am browsing [The 1 Most Impressive Job Interview Question to Ask | Dave Kerpen | LinkedIn]. Have a look at it! https://www.linkedin.com/pulse/1-most-impressive-job-interview-question-ask-dave-kerpen?trk=tod-posts-post1-ptlt

Here are our favorites:

1. What can I help to clarify that would make hiring me an easy decision? —Dan Pickett, cofounder of Launch Academy

2. How do you see this position evolving in the next three years? —Jared Brown, cofounder of Hubstaff

3. What's the most frustrating part of working here? —Avery Fisher, president of Remedify

4. Who's your ideal candidate and how can I make myself more like them? —Phil Laboon, president of Eyeflow Internet Marketing

5. How did you get your start? —Jayna Cooke, CEO of EVENTup

6. What keeps you up at night? —Kofi Kankam, CEO of Admit.me
7. What concerns/reservations do you have about me for this position? —John Berkowitz, cofounder and Chief Revenue Officer of Yodle

8. How will the work I'll be doing contribute to the organization's mission? —Dave Kerpen, founder and CEO of Likeable Local.

Saturday, 5 September 2015

15 Free Online Learning Sites Every Entrepreneur Should Visit

15 Free Online Learning Sites Every Entrepreneur Should Visit



15 Free Online Learning Sites Every Entrepreneur Should Visit





Being a successful entrepreneur means you have to wear a lot of hats, especially when your company is just starting out and you don’t have enough employees to cover all the areas you need.



Learning the new skills necessary to start a new business can be expensive, but fortunately the initiative for free, high-quality, educational resources online has only continued to grow in the past few years. Below are some of the resources available to learn more about marketing, entrepreneurship, business management and more.



1. CodeAcademy

This great resource offers free interactive programming sessions to help you learn programming languages such as HTML, CSS, Javascript and PHP. You can save your progress as you go with a free account. Learning to code can help entrepreneurs fix bugs if they don’t have a developer, or even go down the road of building their own website or products (such as apps).



2. HubSpot Academy

The free certification program offers courses on inbound marketing, including website optimization, landing pages and lead nurturing. These skills are a must for business owners as they try to grow their business and online presence.



3. Moz

If you want to learn search-engine optimization to make sure your website is as visible as possible, check out this treasure trove of resources from SEO leader, Moz. Besides having the free Moz Academy, there are also webinars (live and recorded), and beginner’s guides to SEO, social media and link building.



4. LearnVest

The most successful entrepreneurs know how to manage their money both on a business and personal side. In addition to having extremely affordable finance classes, LearnVest also offers some of its classes for free, such as “Building Better Money Habits” and “How to Budget.”



5. Niche consultant courses

The Internet has made for a coaching boom, which is extremely helpful to entrepreneurs who want to learn how to start or better a business in a specific niche. Some great coaches and organizations that routinely have free courses and ebooks on building a business include Natalie MacNeil and MyOwnBusiness. Try searching “niche keyword” + “business course” to find one most applicable to you.



6. edX

This free site currently has over 300 courses on a variety of topics, including “Financial Analysis and Decision Making” and “Entrepreneurship 101: Who is your customer?” These courses not only cover business in general, but can also you help learn more skills that are applicable to your industry, such as big data or environmental conservation.



7. Khan Academy

This free learning resource was created to give everyone access to education in math, science, art, technology and more. There are over 100,000 interactive exercises to put your education to practical use. Even though many of the courses are geared toward high school students, there are several courses that would be good for anyone to have a refresher on, such as taxes and accounting.



8. MIT Open Courseware

These are actual courses taught at MIT and offered for free on the sitefor viewing and reading at your discretion. The school put together anentrepreneurship page that lists available courses that are beneficial to new business owners. Courses include “Early State Capital” and “The Software Business.”



9. Kutztown University of Pennsylvania

This university has almost 100 free on-demand college courses that are extremely applicable to entrepreneurs, including ones that cover business planning, operations and management and small-business tax.



10. Coursera

Much like MIT’s Open Courseware, this site has 114 educational partners that provide free courses to almost 10 million users. One benefit toCoursera is that there are very specific courses that fit perfectly into particular niches, such as “Data Management for Clinical Research” from Vanderbilt University and “Innovation for Entrepreneurs: From Idea to Marketplace” from the University of Maryland. Its wide network of partners allows for a greater selection.



11. OpenCulture

This site isn’t an educational platform on its own, but rather collects and shares free resources from around the web. Its list of 150 free online business courses is a great resource because it offers classes from iTunes U and other lessons on video and audio. The site also has lists of free audiobooks, certificate courses and other online courses.



12. YouTube

It’s probably unsurprising to most users that YouTube is one of the world’s largest search engines, as there are literally videos on just about anything you can imagine. From TED talks to recorded presentations on building a business, it’s a great free resource on just about any topic.



13. Alison

This platform offers free online courses from some of the most well-known names on the internet today, including Google, Microsoft, and Macmillan. With over 4 million users and over 600 courses already, it covers topics such as economic literacy, personal development and business/enterprise skills.



14. Saylor

The Saylor Foundation offers tuition-free courses and also works with accredited colleges and universities to offer affordable credentials. Its course offerings are similar to what you’d see when working toward a bachelor’s degree.



15. Podcasts

Even though it’s not an official course, podcasts are an amazing (and easily digestible) way to become a better entrepreneur. Podcasts can be listened to via streaming on your computer (if that certain podcast offers it) or via iTunes for iOS and apps such as Podcast Republic for Android. Podcasts such as Entrepreneur of Fire already garner thousands of listeners every episode and are a great way to learn the most up-to-date information and strategies possible. Another good list of entrepreneur podcasts include Think Entrepreneurship's.



Whether you learn best by audio, video or text, this list of 15 learning resources for entrepreneurs can help you learn more about building a business, accounting and getting customers.



http://www.entrepreneur.com/article/238908