Three hundred years ago, 2 percent of the world's population lived in cities. Two hundred years ago, it was 10 percent. But the Industrial Revolution… - Peter Diamandis
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Three hundred years ago, 2 percent of the world's population lived in cities. Two hundred years ago, it was 10 percent. But the Industrial Revolution's steam-powered punch forever altered those numbers. Between 1870 and 1920, 11 million Americans left the country for the city. In Europe, 25 million more crossed an ocean to settle, predominantly, in US cities. By 1900, 40 percent of the United States had urbanized. By 1950, it was 50 percent. By the turn of the millennium, 80 percent.
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About
Peter Diamandis
Peter H. Diamandis (born May 20, 1961) is an American engineer, physician, and entrepreneur. He is best known as the founder and chairman of the XPRIZE Foundation, and the cofounder and executive chairman of Singularity University. He is also cofounder and former CEO of the Zero Gravity Corporation, cofounder and vice chairman of Space Adventures Ltd., founder and chairman of the Rocket Racing League, cofounder of the International Space University, cofounder of Planetary Resources, cofounder of Celularity, founder of Students for the Exploration and Development of Space, and vice chairman and cofounder of Human Longevity, Inc.
A week's worth of the New York Times contains more information than the average seventeenth-century citizen encountered in a lifetime.
A problem with the relative poverty measure is that it doesn't matter how much you earn in relation to your neighbors if that money can't buy what you need. The easy availability of goods and services is another critical factor in determining quality of life, but that availability varies tremendously according to one's geography.
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But in dozens and dozens of studies, Latham and Locke found that setting goals increased performance and productivity 11 to 25 percent.5 That's quite a boost. If an eight-hour day is our baseline, that's like getting two extra hours of work simply by building a mental frame (aka a goal) around the activity. But not every goal is the same. "We found that if you want the largest increase in motivation and productivity," says Latham, "then big goals lead to the best outcomes. Big goals significantly outperform small goals, medium-sized goals, and vague goals. It comes down to attention and persistence — which are two of the most important factors in determining performance. Big goals help focus attention, and they make us more persistent. The result is we're much more effective when we work, and much more willing to get up and try again when we fail."
