Difference between revisions of "Learning is Horrible"

From CitconWiki
Jump to navigationJump to search
(Created page with ""Learning is horrible" Jeffrey Fredrick Why did people join: + clickbait title + wider scope promised + most important thing jtf knows [jtf's wife hates title] learning =...")
 
 
Line 16: Line 16:
  
 
[Slide: harsh realities - collaboration hard for humans - high performance requires difficult emotional work]
 
[Slide: harsh realities - collaboration hard for humans - high performance requires difficult emotional work]
 +
 
difficult emotional work = going against instincts
 
difficult emotional work = going against instincts
 +
 
terrifying if doing it right
 
terrifying if doing it right
 +
 
jtf - sometimes he feels he acts like a terrible human being
 
jtf - sometimes he feels he acts like a terrible human being
 +
 
new skills for different outcomes
 
new skills for different outcomes
  
 
[Slide: do you like to be wrong, ... to learn]
 
[Slide: do you like to be wrong, ... to learn]
 +
 
lots of other ideas jtf says we're overintellectualizing
 
lots of other ideas jtf says we're overintellectualizing
 +
 
but jtf observes - most people think being wrong would feel bad
 
but jtf observes - most people think being wrong would feel bad
 +
 
learning is the detection and correction of error
 
learning is the detection and correction of error
 +
 
=> finding out you are wrong feels bad
 
=> finding out you are wrong feels bad
 +
 
but being wrong feels just like being write (because you don't know yet)
 
but being wrong feels just like being write (because you don't know yet)
 +
 
=> learning is horrible because it is done at the moment where you discover that you are wrong
 
=> learning is horrible because it is done at the moment where you discover that you are wrong
 +
  
 
[Slide: TIM Group]
 
[Slide: TIM Group]
 +
 
jft thought they had a healthy agile culture
 
jft thought they had a healthy agile culture
  
 
[Thinking fast and slow, Daniel Kahneman, System 1 & System 2]
 
[Thinking fast and slow, Daniel Kahneman, System 1 & System 2]
 +
 
system (fast, nearly subconscious) 1 is biased
 
system (fast, nearly subconscious) 1 is biased
 +
 
system (slow, deliberate) 2 is lazy
 
system (slow, deliberate) 2 is lazy
 +
 
system 1 fits facts to a coherent theory - theory may not be true
 
system 1 fits facts to a coherent theory - theory may not be true
 +
 
narrative fallacy
 
narrative fallacy
 +
 
system 2 makes up justifications for actions after the fact
 
system 2 makes up justifications for actions after the fact
 +
 
cognitive bias
 
cognitive bias
 +
 
availability heuristic
 
availability heuristic
 +
  
 
[Slide: Uncanny valley, article about MS by Ben Thompson]
 
[Slide: Uncanny valley, article about MS by Ben Thompson]
 +
 
true collaboration required BOTH trust and respect AND willingness to disagree
 
true collaboration required BOTH trust and respect AND willingness to disagree
 +
 
T&D without WtD => groupthink } uncanny  
 
T&D without WtD => groupthink } uncanny  
 +
 
WtD wihtout T&d => conflict  } valley
 
WtD wihtout T&d => conflict  } valley
 +
  
 
[Slide: Chris Argyris/Knowlege for Action]
 
[Slide: Chris Argyris/Knowlege for Action]
  
 
[Slide: ladder of inference Peter Senge/The Fifth Discipline]
 
[Slide: ladder of inference Peter Senge/The Fifth Discipline]
 +
 
Dan Milman(?) - peaceful warrior -step out/back, become observer, look at yourself, select what is real
 
Dan Milman(?) - peaceful warrior -step out/back, become observer, look at yourself, select what is real
 +
 
(=mindfulness)
 
(=mindfulness)
 +
  
 
[Slide: assumptions Roger Schwartz/The SkilledFacilitator]
 
[Slide: assumptions Roger Schwartz/The SkilledFacilitator]
 +
  
 
[Slide: 8 behaviours Roger Schwartz]
 
[Slide: 8 behaviours Roger Schwartz]
 +
 
"Discuss undiscussable issues"
 
"Discuss undiscussable issues"
 +
  
 
[Slide: TIM Group socialization of 8 behaviours]
 
[Slide: TIM Group socialization of 8 behaviours]
 +
  
 
[Slide: Espoused theory/theory in use]
 
[Slide: Espoused theory/theory in use]
 +
 
skilled incompetence
 
skilled incompetence
 +
  
 
[Slide: Piano]
 
[Slide: Piano]
 +
 
practice
 
practice
  
 
[Slide: Withholding information case study]
 
[Slide: Withholding information case study]
 +
 
training exercise used with TIM
 
training exercise used with TIM
 +
 
script  
 
script  
 +
 
politeness vs transparency/curiosity
 
politeness vs transparency/curiosity
 +
  
 
[Slide: emotional agility]
 
[Slide: emotional agility]
 +
 
recognize your own patterns (and their impact on other people)
 
recognize your own patterns (and their impact on other people)
 +
 
diversion plans to avoid bad patterns
 
diversion plans to avoid bad patterns
 +
  
 
Questions:
 
Questions:
 +
 
Deliberate practice - pick a single behaviour at a time to amplify
 
Deliberate practice - pick a single behaviour at a time to amplify
 +
 
Train system 1
 
Train system 1
 +
 
Can you change what you observe?
 
Can you change what you observe?

Latest revision as of 22:22, 5 August 2016

"Learning is horrible" Jeffrey Fredrick

Why did people join: + clickbait title + wider scope promised + most important thing jtf knows

[jtf's wife hates title]

learning = closely related to agile (+ vice versa)

People don't understand what agile tranformation is asking of them (and of others?)

[Slide: dobled reoccuring revenue in 5 years - jtf talks about his company]

[Slide: harsh realities - collaboration hard for humans - high performance requires difficult emotional work]

difficult emotional work = going against instincts

terrifying if doing it right

jtf - sometimes he feels he acts like a terrible human being

new skills for different outcomes

[Slide: do you like to be wrong, ... to learn]

lots of other ideas jtf says we're overintellectualizing

but jtf observes - most people think being wrong would feel bad

learning is the detection and correction of error

=> finding out you are wrong feels bad

but being wrong feels just like being write (because you don't know yet)

=> learning is horrible because it is done at the moment where you discover that you are wrong


[Slide: TIM Group]

jft thought they had a healthy agile culture

[Thinking fast and slow, Daniel Kahneman, System 1 & System 2]

system (fast, nearly subconscious) 1 is biased

system (slow, deliberate) 2 is lazy

system 1 fits facts to a coherent theory - theory may not be true

narrative fallacy

system 2 makes up justifications for actions after the fact

cognitive bias

availability heuristic


[Slide: Uncanny valley, article about MS by Ben Thompson]

true collaboration required BOTH trust and respect AND willingness to disagree

T&D without WtD => groupthink } uncanny

WtD wihtout T&d => conflict } valley


[Slide: Chris Argyris/Knowlege for Action]

[Slide: ladder of inference Peter Senge/The Fifth Discipline]

Dan Milman(?) - peaceful warrior -step out/back, become observer, look at yourself, select what is real

(=mindfulness)


[Slide: assumptions Roger Schwartz/The SkilledFacilitator]


[Slide: 8 behaviours Roger Schwartz]

"Discuss undiscussable issues"


[Slide: TIM Group socialization of 8 behaviours]


[Slide: Espoused theory/theory in use]

skilled incompetence


[Slide: Piano]

practice

[Slide: Withholding information case study]

training exercise used with TIM

script

politeness vs transparency/curiosity


[Slide: emotional agility]

recognize your own patterns (and their impact on other people)

diversion plans to avoid bad patterns


Questions:

Deliberate practice - pick a single behaviour at a time to amplify

Train system 1

Can you change what you observe?