Group items tagged

Giving yourself permission not to know everything will make you relax

preconceptions

binary choice: I could teach about what I already knew, or I could teach about what I would like to learn

My expertise has always been my ignorance, my admission and acceptance of not knowing. My work comes from questions, not from answers.

The focus on bravado and competition in our society has helped breed into us the idea that it is impolitic, or at least impolite, to say, "I don't understand."

Understanding should be thought of as a continuum from data to wisdom

at this end of the spectrum, understanding gets increasingly personal until it is so intimate that it cannot truly be shared with others

"One of the best ways of communicating knowledge is through stories, because good stories are richly textured with details, allowing the narrative to convey a stable ground on which to build the experience."

Without context, information cannot exist, and the context in question must relate not only to the data's environment (where it came from, why it's being communicated, how it's arranged, etc.), but also from the context and intent of the person interpreting it.

rganization creates, or at least, shapes meaning

Technology forms a near-disastrous distraction from real information and knowledge issues.

complexity

education is so notoriously difficult: because one cannot count on one person's knowledge to transfer to another

This is what education should be about, but too often it is only focused on information—and worse, data—simply because those are the only forms that are easy to measure.

experience design

discover processes for creating these experiences

Without the opportunity, willingness, or openness to interact on a personal level, much of the power of these experiences are not made available to us.

Wisdom is as personal as understanding gets—intimate, in fact—and it is a difficult level for many people to reach

sharing of wisdom is next to impossible.

What can only be shared is the experiences that form the building blocks for wisdom, but these need to be communicated with even more understanding of the personal contexts of our audience than with information or knowledge.

We cannot trick ourselves into becoming wise, and we cannot allow someone else to do it.

we need to expose people to the processes of introspection, pattern-matching, contemplation, retrospection, and interpretation so that they will have the beginnings of the tools to create wisdom

please don't generalize from specific autistic traits to all the students on the spectrum. Our autistic daughter isn't a visual learner, she's a voracious reader. Still, the number of times people have assumed that she learns in a visual or tactile way, in the style of Temple Grandin? Too many to count.

a good first step would be to listen to autistic undergraduates themselves and to put the needs they express first instead of responding primarily to the perspective of the neurotypical parents of autistic children. The perspective of autistic undergraduates, which seems to me to be the most important on the subject, is entirely missing from this post

Letting go—or flying without a net—is a big part of DeLong's prescription. He calls for the reader to stop and reflect with self-awareness; let go of the past; create a vision or specific goal with an agenda; seek support through mentors and a network; don't blink (or fall back on old behaviors); and take action that makes you vulnerable.

I realize that most hard-driving managers and executives have been socialized to believe they cannot admit vulnerability to themselves or others. I would urge you to get past this misconception and realize that such admissions will enhance your productivity and career. So, consider: Do you regret any significant decisions you've made about your career? If you had to do it over again, would you do it differently? Have there been times when you treated your people unfairly? When you failed to listen and learn and instead directed and dictated? Do you feel you've been working at peak capacity in recent years? If not, why not? Are you unwilling to admit your mistakes to your direct reports? To your bosses? To your colleagues? Have you asked anyone for help recently? Have you admitted you didn't know something and needed to learn it? Have you asked for coaching? If you were to be completely honest with your boss and knew that there would be no negative repercussions, what secret fear or anxiety would you admit to him? Do you believe that you're in the right job, in the right group, and in the right organization? Or do you feel there's a mismatch between where you are now and what you want to accomplish

Copyright © 2011 President and Fellows of Harvard College