ter, resulting in a beautiful pearl.

Without the irritation, there’s no pearl.

Carlos Castaneda, for example, in his several books, talks about the usefulness of “petty tyrants.” These are irritating people that the universe places on our path, forcing us to confront and to overcome our discomfort.

They’re a pain in the neck, no question about it. But they help us to learn self-cont

(For full, ironic effect, the title of this article should actually be sung to the tune that begins, “Have yourself a merry, little Christmas...”)

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The Oracle of Delphi is credited with having made the famous admonition to all seekers of wisdom, “Know thyself!”

It’s still great advice. Of course, when it comes to business and to achieving higher levels of productivity, it is essential to understand the conditions under which we work best.

And these are not always obvious to us.

For example, in a separate article, I mention that most salespeople perform better when they’re sitting in a “bullpen” arrangement, surrounded by other “pitchers,” rather than when they’re alone in private offices, with doors closed.

Before tipping the answer, ask a few salespeople which setting would bring out their best efforts, and they’ll say the quieter space, probably nine out of ten times. They like it more, but it doesn’t force them, if you will, to do what counts in making sales; to be outgoing, bold, and to speak a little louder than usual.

A tremendous amount of ink is spilled in books and articles with one aim—to help us to get along with everybody. But is this the only or the best path to individual or to collective productivity?

Not necessarily, according to a number of sources that you probably won’t find quoted in the Harvard Business Review. These off-the-radar folks contend that it’s good to have a little interpersonal friction, in the same way that the grain of sand irritates the oyster, resulting in a beautiful pearl.

Without the irritation, there’s no pearl.

Carlos Castaneda, for example, in his several books, talks about the usefulness of “petty tyrants.” These are irritating people that the universe places on our path, forcing us to confront and to overcome our discomfort.

They’re a pain in the neck, no question about it. But they help us to learn self-contr

ss and to achieving higher levels of productivity, it is essential to understand the conditions under which we work best.

And these are not always obvious to us.

For example, in a separate article, I mention that most salespeople perform better when they’re sitting in a “bullpen” arrangement, surrounded by other “pitchers,” rather than when they’re alone in private offices, with doors closed.

Before tipping the answer, ask a few salespeople which setting would bring out their best efforts, and they’ll say the quieter space, probably nine out of ten times. They like it more, but it doesn’t force them, if you will, to do what counts in making sales; to be outgoing, bold, and to speak a little louder than usual.

A tremendous amount of ink is spilled in books and articles with one aim—to help us to get along with everybody. But is this the only or the best path to individual or to collective productivity?

Not necessarily, according to a number of sources that you probably won’t find quoted in the Harvard Business Review. These off-the-radar folks contend that it’s good to have a little interpersonal friction, in the same way that the grain of sand irritates the oyster, resulting in a beautiful pearl.

Without the irritation, there’s no pearl.

Carlos Castaneda, for example, in his several books, talks about the usefulness of “petty tyrants.” These are irritating people that the universe places on our path, forcing us to confront and to overcome our discomfort.

They’re a pain in the neck, no question about it. But they help us to learn self-cont

sed.

Before tipping the answer, ask a few salespeople which setting would bring out their best efforts, and they’ll say the quieter space, probably nine out of ten times. They like it more, but it doesn’t force them, if you will, to do what counts in making sales; to be outgoing, bold, and to speak a little louder than usual.

A tremendous amount of ink is spilled in books and articles with one aim—to help us to get along with everybody. But is this the only or the best path to individual or to collective productivity?

Not necessarily, according to a number of sources that you probably won’t find quoted in the Harvard Business Review. These off-the-radar folks contend that it’s good to have a little interpersonal friction, in the same way that the grain of sand irritates the oyster, resulting in a beautiful pearl.

Without the irritation, there’s no pearl.

Carlos Castaneda, for example, in his several books, talks about the usefulness of “petty tyrants.” These are irritating people that the universe places on our path, forcing us to confront and to overcome our discomfort.

They’re a pain in the neck, no question about it. But they help us to learn self-cont

h one aim—to help us to get along with everybody. But is this the only or the best path to individual or to collective productivity?

Not necessarily, according to a number of sources that you probably won’t find quoted in the Harvard Business Review. These off-the-radar folks contend that it’s good to have a little interpersonal friction, in the same way that the grain of sand irritates the oyster, resulting in a beautiful pearl.

Without the irritation, there’s no pearl.

Carlos Castaneda, for example, in his several books, talks about the usefulness of “petty tyrants.” These are irritating people that the universe places on our path, forcing us to confront and to overcome our discomfort.

They’re a pain in the neck, no question about it. But they help us to learn self-cont

ter, resulting in a beautiful pearl.

Without the irritation, there’s no pearl.

Carlos Castaneda, for example, in his several books, talks about the usefulness of “petty tyrants.” These are irritating people that the universe places on our path, forcing us to confront and to overcome our discomfort.

They’re a pain in the neck, no question about it. But they help us to learn self-control, to rise above pettiness, and to even become warriors, according to Castaneda.

Gurdjieff, reputed to be a crazy-knowledge teacher, secretly paid irritating students to attend his school, so disciples would be forced to stay on their toes, and be compelled to make progress in self-development.

I write some of my best pieces and books when I’m sitting in a coffee shop, banging away on my laptop, surrounded by noisy people and nonstop distractions.

Every so often, someone will come up to me when I take a break and ask, with genuine perplexity, “How can you get anything done, here?”

Sometimes, the distractions actually HELP me to concentrate even harder on my ideas.

So, the next time you find yourself wishing for perfect peace and quiet, or for a cessation of the overbearing supervision you suffer at work, ask yourself, if these petty distractions went away, would I become more productive, or less?