Latest / Logosofia no Dia a Dia / Mental Parking Spots: Systems vs. Improvisation
Transcript
- [Prompt] custom: One of the things about myself that may be obvious to anyone who's listened to these episodes is tha | Hosts: corn, herman [Response] Corn: Daniel sent us this one, and it's basically a confession wrapped in a question. He says he's a systems thinker — if there's a recurring task, his first instinct is to find an app for it. Car maintenance, tire pressure, home stuff. He'll go looking for a dedicated tool before he even considers just... And the thing he realized, which I think is the actual insight here, is that the app isn't really about the data. It's about creating a mental parking spot. A place to put the thought so it stops circling around in his head taking up space. Herman: That's a really precise way to put it. A mental parking spot. Corn: He says he has ADHD, and he only recently connected the dots — that the systems aren't a preference, they're a cognitive crutch. And then he contrasts that with people who just handle things on the fly, who'd look at his car maintenance app and say, why don't you just remember when you changed the oil? And that moment — when someone asks you that and you realize their brain is running completely different software — that's the thing I want to sit with. Herman: Because it's not just a quirk. It's not organized versus messy. It's a fundamental difference in how people manage cognitive load. And we're living through this weird moment where we've never had more tools for the systems thinkers — Notion, Obsidian, Todoist, a thousand specialized apps — and simultaneously there's this growing backlash against what people call productivity porn. The sense that we're spending more time maintaining the systems than actually doing the things. Corn: Which is exactly the tension Daniel's describing. He's not even sure being a systems thinker is a good thing. There's the setup time, the maintenance overhead, the question of whether you're building a tool or just building a distraction. And yet for him, and for a lot of people, going without the system isn't really an option. It's not about efficiency. It's about having somewhere to put the thought. Herman: The question he's really asking is: what does this divide tell us about personality and cognition? Why do some brains crave external structure while others find it suffocating? And is there a way to do systems thinking well without falling into the trap of systemizing for its own sake? Corn: That moment of realization — that not everyone's brain works this way — is actually the perfect entry point into a much deeper question about cognition and productivity. So let's get into the mechanics. Why do some brains instinctively reach for structure while others thrive on flexibility? The answer starts with a little-understood bottleneck in your head. Herman: Before we get to the bottleneck, I want to pin down what we actually mean by systems thinking in everyday life. Because it's easy to collapse this into "some people are organized and some aren't," and that's not what's happening here. Corn: Daniel's not describing a personality type. He's describing a reflex. The moment he identifies something as recurring, his brain doesn't say "I'll handle that when it comes up." It says "this needs a container. Herman: That reflexive move — identify a repeating task, build an external structure to manage it — that's what I'd call personal systems thinking. It's distinct from being organized. An organized person might have a tidy desk and a calendar they check. A systems thinker builds a database for their houseplants with watering schedules and light requirements and fertilizing history. Corn: I feel personally attacked, but continue. Herman: The point is, it's not about neatness or punctuality. It's about where you put the information. An organized improviser keeps things in their head and trusts their memory. A systems thinker offloads into external scaffolding — apps, spreadsheets, checklists, bullet journals. The information lives outside the brain by default. Corn: That's the key distinction Daniel's getting at. It's not organized versus messy. It's internal versus external. Some people's default storage is their own memory. Other people's default storage is a system they built. And neither approach is inherently superior — they just have completely different failure modes. Herman: Which brings us to the spectrum. On one end, the pure systems thinker — everything gets a process. On the other end, the pure improviser — they handle things as they come, trust their gut, rely on prospective memory, the ability to remember to do something at the right moment without an external prompt. Corn: Most people are somewhere in the middle. But the poles are useful because they reveal something about the underlying cognitive machinery. The extreme systems thinker isn't just being fussy, and the extreme improviser isn't being lazy. They're running different operating systems. Herman: The central question Daniel's prompt raises is: what is this, actually? Is systems thinking a personality trait? A cognitive style? Or a compensation strategy — something you develop because your brain needs the scaffolding to function? Corn: The answer, which I think is the interesting part, is yes. All three, and they interact. For Daniel, the ADHD piece makes it partly compensatory — the external system is doing work his working memory struggles with. But there's also a personality dimension. Plenty of people with ADHD don't become systems thinkers. They develop other strategies, or they white-knuckle it. The fact that Daniel's brain reaches for an app rather than, say, a sticky note or just anxiety — that's temperament. Herman: Then there's the cognitive style layer. Some people, regardless of whether they have ADHD, simply prefer to think through external structures. They find it clarifying to see information organized spatially. The system isn't just a memory aid — it's how they think. Building the database is part of understanding the domain. Corn: When Daniel asks whether being a systems thinker is even a good thing, the answer depends on which of those three is driving the bus. If it's pure cognitive style, the overhead might be worth it because the system is genuinely how you make sense of things. If it's compensation, you might be overbuilding — creating systems for things a neurotypical brain would handle without scaffolding, and paying the maintenance tax for no real gain. Herman: If it's identity — "I'm the organized one, this is who I am" — you might be systemizing things that don't need systems just to reinforce the self-concept. Which is where the productivity porn backlash comes from. People spending two hours setting up a meal planning system for a task they could have just... Corn: Here's the thing. For someone whose brain needs the parking spot, that two hours isn't wasted. It's functional. The system isn't about efficiency — it's about making the task possible at all. And that's the tension we need to trace through the rest of this. When is the system serving you, and when are you serving the system? Herman: Let's talk about the working memory bottleneck, because that's where the neurological rubber meets the road. There's a model that's been the standard framework for decades — Alan Baddeley's working memory model. It breaks working memory into a few components. The phonological loop handles verbal information — that little voice in your head rehearsing a phone number. The visuospatial sketchpad handles images and spatial relationships. And then the central executive, which is the boss — it directs attention, switches between tasks, and decides what gets processed. Corn: The central executive has a capacity limit. This is the famous "four items" thing. Herman: Roughly four chunks of information at a time. Some research puts it at three to five depending on complexity. The point is, it's tiny. When you exceed that limit, things start dropping. You walk into a room and forget why. You're mid-sentence and lose the thread. That's not a character flaw — it's your central executive hitting its ceiling and dropping the least-anchored item. Corn: When Daniel installs a car maintenance app, what he's actually doing is offloading the "holding" function. The app stores the information so his central executive doesn't have to keep it suspended in working memory alongside everything else he's juggling. Herman: This is where the distinction between storage and processing becomes critical. The central executive isn't just a shelf — it's also the processor. Every chunk of information it's holding is a chunk it can't use for actual thinking. Offload the storage, and you free up processing capacity. That's not a preference. That's cognitive architecture. Corn: Which means a systems thinker isn't someone who likes apps. A systems thinker is someone whose brain has learned, consciously or not, that external scaffolding directly improves their cognitive performance. The app is a prosthetic. Herman: For someone with ADHD, that prosthetic isn't a luxury. Research consistently shows that individuals with ADHD have about fifteen to twenty percent reduced working memory capacity under conditions of distraction. Not in a quiet lab — under real-world conditions, with notifications and background noise and a dozen competing demands. That's where the gap opens up. Corn: Daniel's car app isn't about needing to know exactly when he changed the oil. It's about creating a designated cognitive container for "car stuff" so those thoughts aren't floating around demanding attention from a central executive that's already running near capacity. Herman: The app provides what you might call a mental placeholder. The brain doesn't have to keep the car in working memory because it knows the car has a home. There's a parking spot for it. And once that's established, the cognitive load drops significantly. Corn: This is why the "why don't you just remember?" question feels so alien to a systems thinker. Because for them, "just remembering" isn't a neutral act. It's an active cognitive burden. Every item they're "just remembering" is consuming a chunk of that four-item capacity. The improviser's brain handles this differently — we'll get to that — but the systems thinker's brain treats unanchored information as a persistent tax. Herman: That tax compounds. It's not just the oil change date. It's the oil change date plus the tire rotation schedule plus the registration renewal plus the weird noise the brakes made last Tuesday. Suddenly your central executive is running at ninety percent capacity just managing car thoughts, and you haven't even started your actual workday. Corn: The system isn't about organization. It's about liberation. Each item you offload is processing power you get back. Herman: Here's where it gets complicated. Building the system itself feels good. There's a dopamine hit that comes from creating structure, from imposing order on chaos. You open a new app, you set up the categories, you log your first few entries, and your brain goes, yes, this is control, this is mastery. Corn: Which is the trap Daniel's hinting at when he says he's not sure being a systems thinker is even a good thing. The system-building provides immediate reward — the satisfaction of structure, the feeling of being on top of things. But the actual benefit, easier task completion, is delayed. You haven't done the tasks yet. You've just built a beautiful container for them. Herman: There's research that quantifies this. A twenty twenty-three study on what researchers called productivity theater found that knowledge workers spend an average of two point one hours per week just maintaining their productivity systems. Updating task lists, migrating notes between apps, reorganizing project boards. That's over a hundred hours a year spent feeding the system. Corn: For someone with ADHD, the dopamine loop is especially potent. The act of building the system provides the immediate reward that the brain craves, while the actual work the system is supposed to support — which might be tedious or anxiety-provoking — stays safely in the future. You can spend an entire afternoon setting up the perfect meal planning database and feel productive, even though you haven't planned a single meal. Herman: Systemizing as procrastination. It's one of the most seductive traps in productivity culture because it feels indistinguishable from productive work. You're busy. You're making decisions. You're organizing information. But the thing you're organizing information about remains undone. Corn: The very thing that makes systems valuable for the ADHD brain — the immediate dopamine reward of building structure — is also the thing that can turn them into a time sink. The system becomes the activity. Herman: Now let's flip this around, because the improviser's brain is doing something completely different, and it's not worse — it's just optimized for different conditions. Improvisers rely heavily on prospective memory. That's the ability to remember to do something at the appropriate moment without an external prompt. You're driving past the auto shop and your brain goes, oh right, oil change. Corn: Which to a systems thinker sounds like magic. Herman: It's not magic. It's a different cognitive operating system. The improviser's brain is constantly pattern-matching against the environment. The auto shop triggers the oil change thought because the association is strong enough. The calendar date triggers the birthday reminder. The system isn't external. It's embedded in the brain's associative network. Corn: This works beautifully for certain kinds of tasks. Novel problems, creative work, anything where the parameters keep shifting. If you're a chef working without recipes, you're not being disorganized. You're relying on embodied knowledge and real-time sensory feedback. A rigid system would actually get in the way because it can't adapt fast enough to what's happening in the moment. Herman: The improviser's advantage is flexibility. When a task is low-frequency and high-variability — something you don't do often and that changes each time you do it — a system can be worse than useless. It locks you into a structure that might not fit the current situation. The improviser handles each instance as it comes, drawing on pattern recognition rather than a checklist. Corn: The downside, of course, is volume. Prospective memory is great for a manageable number of open loops. But when the number of things you're supposed to remember exceeds what your associative network can reliably trigger, things fall through the cracks. The improviser's failure pattern is forgetting. The systems thinker's failure pattern is overbuilding. Herman: Here's where it gets tricky. Understanding why we build systems is one thing — understanding what those systems do to us, and what they cost us, is another entirely. Because every system, no matter how elegant, comes with a tax. You have to feed it. Corn: The maintenance overhead. Updating entries, migrating data when an app changes its format, learning new interfaces when the developer decides to redesign everything. For the neurotypical improviser, this tax is baffling. They look at someone logging tire pressure into an app and think, you just spent thirty seconds entering data for a task that took ten seconds to do. The math doesn't work. Herman: For them, it doesn't. Because they weren't carrying the cognitive burden in the first place. The improviser's brain already handled the tire pressure thought and moved on. The system looks like pure overhead. Corn: For the systems thinker, the tax is invisible because the return isn't in the data. It's in the offloading. The thirty seconds spent logging the tire pressure bought you hours of not having "tire pressure" floating around in your working memory. That trade makes perfect sense if your brain treats unanchored information as a persistent drain. If it doesn't, the trade looks insane. Herman: This is why arguments about productivity systems get so heated. Both sides are evaluating the cost-benefit using completely different currencies. The improviser is counting minutes. The systems thinker is counting cognitive load. They're not even having the same conversation. Corn: Which brings us to the tooling trap. Because we're living in an app economy that has figured out exactly how to sell systems to systems thinkers. There's an app for car maintenance, an app for home inventory, an app for meal planning, an app for gift tracking. Each one promises to be the perfect container for a specific category of thought. Herman: Each one is a separate cognitive container with its own maintenance burden. Its own notification settings, its own update schedule, its own interface quirks, its own subscription fee. The illusion is that specialization equals efficiency. But what actually happens is the system tax multiplies. You're not maintaining one system anymore. You're maintaining seven. Corn: Daniel mentioned the car maintenance app specifically, and I'd bet if we looked at his phone there are at least five other niche productivity apps sitting next to it. Each one made perfect sense to install. Each one solved a real problem. But together, they've created a new problem: system fragmentation. Herman: The research bears this out. The optimal strategy for most people isn't a dozen specialized tools. It's one flexible system. Plain text files. A single database. A bullet journal. Something where the overhead is centralized and the learning curve is paid once. Corn: The bullet journal is actually the perfect example here, because it was designed by someone who understood exactly this problem from the inside. Ryder Carroll created it specifically to manage his ADHD. He needed structure — collections, rapid logging, a way to capture thoughts before they evaporated. But he also needed flexibility, because a rigid system with predefined categories would break the moment his attention shifted to something new. Herman: The genius of the bullet journal is that it's a system designed by a systems thinker who understood the overhead problem. You don't maintain separate notebooks for separate domains. Everything goes in one place. The structure emerges from how you use it, not from a template someone else designed. And the migration step — where you review unfinished items and consciously decide whether to carry them forward — that's built-in system pruning. You're forced to ask, do I actually still care about this? Corn: Which is the question most apps never ask you. They just keep holding onto everything forever, accumulating entries you'll never look at again, quietly increasing the cognitive weight of the system itself. Herman: Then there's the identity dimension. Because at some point, "I'm a systems thinker" stops being a description and starts being a story you tell about yourself. I'm the organized one. I'm the person who has an app for everything. And that identity can be liberating — it gives you permission to lean into your strengths instead of trying to be someone you're not. Corn: It can also be limiting. If being a systems thinker is who you are, then not building a system for something feels like a failure of identity. You find yourself creating a meal planning database not because you need one, but because the person you've decided you are would create one. The system becomes identity maintenance rather than cognitive support. Herman: For Daniel, the ADHD piece adds another layer. His realization that the system-building is partly compensation, not just personality, opens a door. It lets him ask, which of my systems are serving my brain's needs, and which ones am I maintaining because I've decided this is what organized people do? Corn: That's an uncomfortable question. Because some of those identity-reinforcing systems might be pure overhead. The car maintenance app is probably earning its keep. The home inventory spreadsheet with serial numbers and purchase dates for every appliance? Maybe less so. Herman: The discomfort gets amplified when a system fails. Because when a systems thinker loses access to their scaffolding, they don't just lose data. They lose the cognitive placeholder. The Notion-to-Obsidian migration trend peaked in early twenty twenty-five, and the user forums were fascinating. Something like seventy-three percent of migration-related anxiety wasn't about data loss. It was about losing the thinking structure. People described it as feeling like a room in their mind had been demolished. Corn: That's visceral. And it makes perfect sense. If your car app disappears or changes its pricing model or corrupts its database, you haven't just lost the record of when you changed the oil. You've lost the parking spot. The car thoughts that had been peacefully stored in their designated container are suddenly homeless, floating around in working memory again, demanding attention you don't have to give. Herman: This is why systems thinkers experience disproportionate distress from tool changes. The improviser switches apps and thinks, annoying, I'll have to re-enter some data. The systems thinker faces the same switch and feels genuine cognitive disruption. Their external scaffolding has been kicked out from under them. Corn: The app companies don't understand this at all. They think they're selling data management. They're actually selling cognitive real estate. When you change the floor plan, people who've built their thinking into your structure experience it as a violation. Herman: Which brings us to what I think is the real meta-skill here. The thing that separates effective systems thinkers from people drowning in their own productivity infrastructure. It's knowing when to systemize and when to improvise. Herman: High-frequency, low-variability tasks — tire pressure checks, medication schedules, recurring bills — those are perfect candidates for systems. The parameters don't change much, and the cost of forgetting is high. You want a reliable external prompt for those. Corn: Low-frequency, high-variability tasks — creative projects, novel problems, anything where each instance looks different from the last — those benefit from improvisation. A rigid system for brainstorming creative ideas is just a creativity killer with extra steps. Herman: The skill is recognizing which is which. And most people get this backwards. They build elaborate systems for the novel, exciting projects — the ones that are inherently motivating and hard to forget — while leaving the boring, repetitive tasks to memory. Which is exactly the opposite of what the cognitive architecture would suggest. Corn: Given all this — the cognitive benefits, the hidden costs, the identity traps — what do we actually do with this knowledge? Let me give you a few concrete things to try. Herman: I want to frame these right. This isn't "here's how to fix your broken brain." It's "here's how to work with the brain you actually have." Whether you're a systems thinker, an improviser, or somewhere in the messy middle. Corn: First: audit your systems for cognitive ROI. For each system you maintain — every app, every spreadsheet, every notebook — ask one question. What would I lose if this disappeared tomorrow? Herman: Be honest about the answer. If what you'd lose is peace of mind, or a place to put a thought, that's valid. That's real. But recognize it for what it is — cognitive offloading, not data management. The system is earning its keep by being a parking spot, not by being an accurate database. Corn: If the answer is "I'd forget something critical" — medication schedules, tax documents, the fact that my roof has a leak that needs fixing before winter — then the system is essential. Back it up. But if the answer is "honestly, I'd just stop thinking about it entirely and nothing bad would happen," delete the system. It's overhead with no return. You're maintaining a parking lot nobody parks in. Herman: Second: match system complexity to task variability. High-variability tasks — brainstorming, project ideation — need flexible systems. Tags, search, plain text, a single running document. You want to be able to find things without being locked into a structure that made sense last week but doesn't fit this week's problem. Corn: Low-variability tasks — tire pressure, medication refills, quarterly tax payments — need structured systems. Forms, templates, databases with fixed fields. You want the information in a predictable location every single time, because the task itself is predictable. The most common failure is forcing creativity into a template. Someone builds an elaborate Notion dashboard for their novel with character sheets and plot timelines, and then they never actually write the novel because the system is suffocating the thing it was supposed to support. Herman: Third: build redundancy for critical functions. If a system is essential, have a low-tech backup. A notebook page. A recurring calendar reminder. A photo on your phone. Something that costs nothing to maintain but prevents the catastrophic failure of a single cognitive scaffold. This is especially important for medication tracking and financial records. The backup doesn't need to be elegant. It just needs to exist. Corn: Fourth, which I think is the hardest: embrace your cognitive style without being limited by it. If you're a systems thinker, build systems. That's how your brain works. But periodically prune them. Once every few months, look at what you're maintaining and ask, is this still serving me, or am I serving it? Herman: If you're an improviser, don't let anyone convince you that you need a second brain and a productivity stack and a life operating system. You don't. But do identify the two or three high-stakes tasks where forgetting would hurt you, and build the smallest possible scaffolding for those. Corn: The goal isn't to change who you are. It's to work with your brain's natural tendencies while avoiding their failure pattern. A systems thinker who never prunes drowns in maintenance overhead. An improviser who refuses all structure eventually drops a ball that matters. Herman: For Daniel specifically — the ADHD piece means the pruning question is especially important. Some of his systems are doing genuine cognitive work, creating parking spots that free up his central executive. Those are worth the tax. Others might be identity-reinforcing habits dressed up as productivity. The only way to tell the difference is to ask the uncomfortable question: what actually breaks if I stop maintaining this? Corn: If the honest answer is "nothing breaks, I just feel less like the kind of person I've decided I am," that's useful information. It doesn't mean you have to delete the system. But it means you're maintaining it for identity, not cognition. And that's a choice you should make consciously rather than automatically. Herman: Here's the question I keep turning over. We're in this moment where AI assistants are getting good at proactive task management. Not just responding to commands, but noticing patterns and suggesting systems before you even ask. And I wonder whether that changes the entire calculus we've been discussing. Corn: If an AI can serve as a universal cognitive scaffold — one system that handles the offloading for everything — does the individual need to build personal systems at all? Or does the AI just become the parking spot? Herman: That's the optimistic version. You stop maintaining seven different apps and just... talk to something that handles the scaffolding for you. The cognitive benefit without the maintenance tax. Corn: The pessimistic version is that you're not eliminating the dependency problem. You're concentrating it. If losing your car maintenance app feels like losing a parking spot, what does it feel like when the AI that holds every parking spot you own changes its behavior, or its pricing, or just goes away? Herman: That's not hypothetical. We've already seen platform dependencies create exactly this kind of vulnerability. The AI-as-scaffold model just raises the stakes. You're not outsourcing memory for car stuff anymore. You're outsourcing the entire cognitive offloading function. If that breaks, you don't lose one system. You lose the -system. Corn: Which means the question Daniel's prompt raises — "am I building a system or am I building a place to put a thought?" — that question gets even more important when the system is something you didn't build and don't fully control. Herman: The best -system — the thing that's more valuable than any app or methodology — is knowing why you use it. Understanding what the system is actually doing for your brain. Is it offloading working memory? Is it reinforcing identity? Is it providing a dopamine hit that keeps you engaged with tasks you'd otherwise avoid? Corn: Because if you don't know the answer to that, you can't evaluate whether an AI scaffold is actually helping or just creating a dependency you don't understand. Herman: I think that's the real takeaway from everything we've covered. The cognitive mechanisms behind your productivity habits matter more than the habits themselves. You can switch from Notion to Obsidian to bullet journals to AI assistants, but if you never ask what function the system is serving, you're just rearranging furniture in a room you haven't looked at. Corn: Next time you reach for a new app or template, pause and ask: am I building a system, or am I building a place to put a thought? Herman: The answer might surprise you. And even if it doesn't, asking the question is worth more than any productivity advice anyone could give you. Corn: Now: Hilbert's daily fun fact. Hilbert: The largest known quipu — a pre-Columbian Andean recording device made of knotted cords — contains over one thousand five hundred individual pendant strings and was used for census accounting by the Inca Empire. The knots encoded numerical data in a base-ten positional system, making quipus the closest thing the Americas had to a written accounting ledger before European contact. Corn:...right. Herman: The Inca had spreadsheets made of string. Corn: This has been My Weird Prompts. Thanks to our producer Hilbert Flumingtop. If you enjoyed this episode, tell someone who's spent an entire weekend setting up a Notion dashboard they'll never use. We're at my weird prompts dot com. I'm Corn. Herman: I'm Herman Poppleberry. Go audit your systems.