Knowing what we know

Friday’s Finds:


@CelineSchill – “We’ve hired & promoted generations of managers with robust analytical skills & poor social skills, and we don’t seem to think that matters.”

@flowchainsensei“At all levels “leaders” have no answers for our problems. We have to find our own solutions, together.”

@DocOnDev“People cannot both follow orders without question and take responsibility for their own actions.”

@JohnRobb“You can either compete with technology for a job, or use it to help you make a living outside of a job. Your choice.”

Psychology Today: Thinking Outside the Box: A Misguided Idea

After all, with one simple yet brilliant experiment, researchers had proven that the conceptual link between thinking outside the box and creativity was a myth.

Liz Ryan: ‘If You Can’t Measure It, You Can’t Manage It’: Not True – Forbes

Luckily, humans are very good at reading energy and responding to it. It’s always been human energy and mojo that have powered everything good that’s ever happened in business or institutional life. We delude ourselves when we pretend that the yardstick and the milestone matter … More measurement won’t do anything except clog the pipelines through which your company’s mojo flows.

A Different Way to Acquire Lessons Learned in Knowledge Management by @PaulJCorney

If you can’t write the action points and learnings down on a postcard then you have too many. The key point is lessons have to be acted upon; otherwise why bother capturing them!

@SeriousPony“Curse of Expertise is not that experts forgot how they learned; it’s that they don’t really KNOW what they know & use”

curse of expertise

One Response to “Knowing what we know”

  1. Tom Sedge

    Very thought provoking. Thanks.

    I’m also wondering how much plausibility patterns (e.g. Polya patterns) are actually in play rather than true “knowledge”. It may be that in many cases there are many different solutions and experts become expert in articulating plausible and convincing rationalisations to make their unconscious learnings concrete and intelligible.

    When success follows then attribution error mistakenly concludes
    a) The expert knew the answer
    and b) There is a single way that works.

    We get caught up in telling ourselves “rational lies” about why we got the results we did (a “rational-lies-ation”) while the true answer remains a mystery.


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