The Illusion of Transparency

February 29, 2016

From Stephanie Vozza on Fast Company:

“Questions can also clarify expectations and make sure everyone is on the same page. Even if you think you understood your colleague or manager, there is a good chance you didn’t, says Grant Halvorson; the problem arises from something psychologists call the “illusion of transparency.”

“Because we know what we are thinking and feeling, and what our intentions are, we assume that it’s obvious to other people, too,” she says. “People think they’ve said more than they did, so there is a good chance you are missing something that may have gone unsaid.”

Resolve this problem by repeating back to the person what you think they said, suggests Grant Halvorson. “Something like, ‘Okay, just to be sure I’ve got the important details . . . ’ This clears up any misunderstandings that may have arisen,” she says.”

The problem with this is if it’s done mechanically it will come over as stilted and artificial. In addition, no one is going to be able to pick up all the context in the other person’s head, it will just take too long. However something along these lines, if done now and again, is probably quite handy. It may even sharpen the useful skill in being able to extract the main points in a conversation (where issues and topics often weave in and out).

Reinvention As Personal R&D

February 22, 2016

I’ve (so far) had three types of career: academic (internationally), business manager (in two large UK companies) and as an independent consultant (all in rather different technical areas).

I’m currently thinking about the next phase, which will probably centre around ‘giving something back to the community’, although perhaps not in a traditional way.

Part of this is just my makeup, I like doing and exploring different things, even if changing areas often gets progressively more difficult (a new learning curve each time) although still very rewarding.

In hindsight, it’s clear that my previous ‘reinventions’ were carried out in a fairly haphazard manner – I just got on with it (‘ignorance is bliss’). I’ve often thought there must be a better way. In this context I came across this insightful article by Saul Kaplan which is well worth thinking about if this sort of thing interests you:

Why aren’t we taught how to reinvent ourselves in school? Reinvention is imperative as a life skill. You would think we would at least be exposed to the fundamentals of personal exploration and reinvention while we are in school. Instead we seem increasingly focused on the skills necessary to get a specific job, a job that is highly unlikely to exist five years from now. As a society we highly prize specialty education pathways that track students toward narrow career choices instead of celebrating education pathways emphasizing a broad platform and skill set useful in doing future work that doesn’t exist today. Education and workforce development programs should emphasize foundational life skills that are transferable and enabling the personal confidence and skills to constantly reinvent ourselves.

Reinvention is a journey not a destination. It doesn’t have to be a scare word. You don’t have to know what you’re reinventing yourself to in order to work on reinventing yourself. It isn’t about stopping one thing in order to do or be something else. It’s about spending time every day, every month and every year constantly reinventing. It’s about personal R&D to explore and test new possibilities. It’s about experimenting all the time to uncover latent opportunities. It’s about continuing to strengthen our current selves while simultaneously working on our future selves by actively engaging in new ideas, environments and practices. You don’t have to stop doing what you’re currently doing you just have to allow yourself the freedom to try more stuff.

He then goes on to give a list of 15 practical ways to help ‘build your reinvention muscle’. It’s interesting that I already do most of them so I guess that’s a built-in character trait.

However perhaps the main point is the thinking about it all the time and trying some small experiments in new directions rather than waiting until you’re totally fed up and desperate for a sudden change (or worse, when a change is forced upon you).

The Wisest One In The Room

February 11, 2016

I came across this powerful story whilst skimming through the Preface to “The Wisest One in the Room (How to Harness Psychology’s Most Powerful Insights)” by Thomas Gilovich & Lee Ross:

In late spring 1944, Allied forces were making final preparations for the momentous events of D-Day, the landing of troops on the five beaches of Normandy, code-named Utah, Omaha, Gold, Juno, and Sword. The invasion would take place in two phases: an assault by twenty-four thousand British, American, and Canadian airmen shortly after midnight and a massive amphibious landing of Allied infantry and armored divisions at 6:30 a.m. The British commander, General Bernard Montgomery, gave the officers who would lead the assault their final briefing—a tour de force performance, thorough in its content and impeccable in its delivery.

The Supreme Allied commander, General Dwight D. Eisenhower, known to all as “Ike,” had assigned this task to “Monty” and did not do much talking himself in the final hours before the invasion. He did not reiterate details about the operation. Nor did he offer his own perspective on the larger significance of the operation or of the long struggle ahead—a struggle that would culminate in the defeat of the Third Reich. He simply walked around the room shaking hands with each and every man who would lead the assault, mindful, as they were, that many would not survive.

He recognized that their thoughts would be focused on the challenge that each of them would face in the next twenty-four hours, on the fates of their comrades-in-arms, and on the well-being of their families. He gave no hint that he was contemplating his own fate or future reputation. His wordless handshakes communicated to each officer that he understood what they were thinking and feeling, and that he honored them for what they were about to risk and what they were about to experience. He was the wisest one in the room.

I’m quite interested in the personalities and characters of WW II, thinking about it from the viewpoint of project/programme management, where there was great uncertainty both in systems and people. There are some comments on the unique personal style of Eisenhower here.

Knowledge Creep

February 3, 2016

“As the biggest library if it is in disorder is not as useful as a small but well-arranged one, so you may accumulate a vast amount of knowledge but it will be of far less value than a much smaller amount if you have not thought it over for yourself.” – Arthur Schopenhauer

Theories Of Everything, Mapped

February 3, 2016

Theories of EverythingClick here

I started my career as a theoretical physicist working on the problem of quark confinement and related matters. I still try to keep my general interest up and nowadays there are a number of excellent semi-popular resources for this.

Quanta is one of them. Here’s a really impressive pictorial overview of the current ideas and theories in our fundamental understanding of the universe – a very slick web site!

The map provides concise descriptions of highly complex theories; learn more by exploring the links to dozens of articles and videos, and vote for the ideas you find most elegant or promising. Finally, the map is extensive, but hardly exhaustive; proposed additions are welcome below.