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Learning

BlogPersonal

Transister Radio

by Ron Potter February 2, 2023

When I was growing up there were no computers masquerading as radios. But I do remember my first transistor radio.
It had both AM and FM and would fit in my hand. This allowed me to lay in the front yard on warm summer evenings listening to the Detroit Tigers baseball game. But baseball games had a lot of downtime which allowed me to think, observe the Milky Way, and listen to the sounds of summer nights.

Polymath

I thought a lot about being a polymath.

Not really; I didn’t even know the word polymath. A polymath is an individual whose knowledge spans a substantial number of subjects and is known to draw on complex bodies of knowledge to solve specific problems. Those long evenings in the front yard allowed me to think about many ideas and subjects.

Curious

I was always curious. I was always asking a question related to seemingly unrelated topics. While this drove my mother crazy, my father seemed to get it and would always question me about the source of the question. My dad had a degree from the high school in our small community. But now that I know the term, I considered him a polymath.

Famous Polymaths

One article written by Zat Rana is titled “The Expert Generalist: Why the Future Belongs to Polymaths.”

While I don’t consider myself comparable to them:

  • Aristotle invented half a dozen fields across philosophy
  • Galileo was as much a physicist as an engineer
  • da Vinci might have been more famous as an inventor than an artist if his notebooks were published

 

The polymath is interested in learning.

Specialist

Don’t get me wrong, the world needs specialists. In fact, there are a lot more specialists than there are polymaths. The difference is that a specialist picks a topic and then goes deep. The world couldn’t live without them. The polymath, however, specializes in a domain or two of specialty.

Learning Is a Discipline

As I said above, the polymath is interesting in learning. Learning itself is a skill and when you exercise that skill across domains, you get specialized as a learner. When I was growing up it was common for people to have a single career and then retire. In the future (while it has arrived) people will likely have multiple careers that differ significantly. In such a world, learning becomes even more valuable.

Engineering and Microcomputers

I received an engineering degree from the University of Michigan. It was assumed I would spend my career working in the engineering industry. But then, I saw my first microcomputer. It had dual floppy drives and a 5″ green screen. I knew my career was going to change right there. When I arrived back at headquarters, I informed my boss that I was leaving the engineering business and going into microcomputers. His words were “What’s a microcomputer?” I said, just wait, you’ll find out.

After many years in the microcomputer business, I realized that I was being asked by key executives to help them think about their business more broadly. I didn’t realize it at the time, but they were asking me to be a polymath. I still didn’t know what the word meant but I did realize I was being asked about a broad range of businesses from construction to pharmaceuticals to food and other industries. They were asking me to learn about their business from a broad “polymath” viewpoint.

From that point, I worked on three continents, in multiple countries and cultures. I was being paid to think as a polymath. Once again, I’ll make the point that specialists are required. They invent things and get things at peak efficiency. But without polymaths, no ideas are sweeping across disciplines. They are also required and often seem to be thinking before the specialists understand their topic. Polymaths can often seem ahead of their time.

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BlogIn-Depth Book Reviews

The Fifth Discipline

by Ron Potter April 21, 2022

I retired from business travel at age 70.  I just turned 74 and it seems impossible that it has already been four years.  During my business career, I did a lot of reading.  I read novels and business books.  I never talked too much about the business books I was reading because I assumed that most of the business leaders I was working with were also reading the same books.

I Was Wrong

Those leaders were so engulfed in running and leading their businesses they really didn’t have time for outside reading.  Although some of the books are old, they contain many pearls of wisdom about leading and running a business.  I’m going to spend the next few weeks sharing some of the wisdom I picked up from those books.

The Fifth Discipline

This is a book by Peter Senge talks about four skills of great teams then wraps it all together with Integrated Learning, the fifth displine.  He outlines this book into four categories:

  1. Personal Mastery
  2. Mental Models
  3. Building Shared Vision
  4. Team Learning
  5. Integrated Learning
    At the heart of a learning organization is a mind—from seeing ourselves as separate from the world to connected to the world.
    From seeing problems as caused by someone or something “out there” to seeing how our own actions create the problems we experience.

Personal Mastery

Senge talks about people with a high level of personal mastery are people who are able to consistently realize the results that matter most deeply to them.

They do that by becoming committed to their own lifelong learning.

Mental Models

Mental models are deeply ingrained assumptions and generalizations of how we understand the world and take action.  This starts with turning the mirror inward, learning to unearth our internal pictures of the world, to bring them to the surface, and hold them rigorously to scrutiny.  People expose their own thinking effectively and make that thinking open to the influence of others.

Building Shared Vision

We are hard-pressed to think of any organization that has sustained some measure of greatness in the absence of goals, values, and missions that become deeply shared throughout the organization.

The practice of shared vision involves the skills of unearthing shared “pictures of the future” that foster genuine commitment and enrollment rather than compliance.

Team Learning

Team learning starts with dialogue.  To the Greeks, dialogues meant a free-flowing of meaning through a group, allowing the group to discover insights not attainable individually.

Dialog differs from the more common discussion which has its roots in percussion and concussion.  Literally a heaving of ideas back and forth in a winner-takes-all competition.

Fifth Discipline: Integrated Learning

The fifth discipline is the discipline that integrates the disciplines, fusing them into a coherent body of theory and practice.

By enhancing each of the other disciplines, it continually reminds us that the whole can exceed the sum of its parts.

At the heart of a learning organization is a shift of mind from seeing ourselves as separate from the world to connected to the world, from seeing problems caused by someone or something “out there” to see how our own actions create the problems we experience.

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BlogCultureThree Steps to Become the Best Learner

Three Steps to Become the Best Learner – Part III

by Ron Potter March 9, 2017

In previous blog posts, I wrote about the 1st and 2nd  steps of becoming the best learner. The concept comes from Richard Feynman, the Nobel-winning Physicist. His description of the first step was to teach it to a child. Something I called teaching a 5th grader. The second was to review.

Feynman says that Step 3 is Simplify. I unpacked Review a few weeks ago, but let me expound a bit on it before we get in to Simplify.

Step 2: Review

In this step, he speaks of finding gaps in our knowledge, looking for the connections, understanding the concepts.

I believe he’s uncovering two important principles in this step. One is that if we don’t get something it’s not because we’re stupid, it’s because we’re ignorant. Ignorant simply means that we’re not aware or are uninformed about something. Stupid means that we’re unwise or senseless. We just need a bit more information or understanding.

The second principle is probably the most important one to learn. We’re simply looking at it from a different perspective. Another Nobel Prize winner, Max Planck said: “When you change the way you look at things, the things you look at change.” Learn to shift your perspectives and look at things from a different angle or how someone else might look at the same thing.

Step 3: Organize and Simplify

Organization is important but I believe the key principle here is Simplify. That doesn’t mean to dumb it down, it means to think of it in a simple, elegant way. Good presenters get their presentation slides down to one word, image or icon. That’s elegant and that’s what people remember.

Step 4 (optional): Transmit

If you can’t teach it to a fifth grader, you either haven’t understood it yourself or you haven’t put it into an elegant enough form to transmit it or teach it well. Keep trying.

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Become a Better Learner: Review
BlogCultureThree Steps to Become the Best Learner

Three Steps to Become the Best Learner – Part II

by Ron Potter January 23, 2017

Become a Better Learner: ReviewKnowing something is different than knowing the name of something.

Shane Parrish of Farnam Street Blog spoke of this concept from Richard Feynman, the Nobel winning Physicist.

Feynman said that his technique would ensure that he understood something better than everyone else. It helped him learn everything deeper and faster.

In a previous post we talked about Step 1: Teach it to a child. Feynman’s second step is Review

Step 2: Review

In step one, you will inevitably encounter gaps in your knowledge where you’re forgetting something important, are not able to explain it, or simply have trouble connecting an important concept.

This is invaluable feedback because you’ve discovered the edge of your knowledge. Competence is knowing the limit of your abilities, and you’ve just identified one!

I want to key in on one word that Feynman uses here, feedback. This word has its beginnings in the early days of rocketry. When the scientist were developing the first rockets near the end of World War II, they discovered early they could develop a rocket with enough thrust to reach a target. Thrust was not the problem.

The problem was they couldn’t actually hit a target even tough they had enough thrust to reach the target. They then had to spend more brain power, money and time to develop a process they described by coining the word, feedback.

Thrust is not the issue in learning. What you need is feedback from other minds. It works best when you inquire expert minds and more importantly when you inquire novice minds. Experts will ask great questions but experts also make too many assumptions. Novice minds have no such assumptions and will often ask more intriguing and difficult questions.

Review in your own mind. Review with experts. Review with novice minds. The important part is to make no assumptions. I’m reminded of a saying that my high school physics teacher was fond of using, “Assume makes and ‘a**’ out of ‘u’ and ‘me’.”

Reviewing means questioning all of your assumptions.

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BlogCultureThree Steps to Become the Best Learner

Three Steps to Become the Best Learner – Part I

by Ron Potter December 1, 2016

ietuye-b28a-daniel-watson

Knowing something is different than knowing the name of something.

Shane Parrish of Farnam Street Blog spoke of this concept from Richard Feyman, the Nobel winning Physicist.

Faynman said that his technique would ensure that he understood something better than everyone else.  It helped him learn everything deeper and faster.

Shane says it’s incredibly simple to implement.  The catch: It’s ridiculously humbling.

Well, if you’ve read many of my blogs you’ll know that ridiculously humbling is a good place to be.  Let’s take a look at the Technique.

Step 1: Teach it to a child

Faynman says “Write out what you know about the subject as if you were teaching it to a child. Not your smart adult friend but rather an 8-year-old who has just enough vocabulary and attention span to understand basic concepts and relationships.”

My daughters may not even remember these moments of learning or certainly may not remember them the same way but that’s OK because we know that everyone’s memory is unique.  So, here’s my memory.

When my daughters each hit about fifth grade they came to me with a school topic where they were struggling.  By the time my daughters were this age I had finished my engineering degree from Michigan and had already been in the work place about 15 years.  I knew a lot of stuff (or thought I did).  So, I would begin to explain the subject from my point of view and experience level.  After a few minutes of me pontificating I could see their eyes glaze over and they soon would say “You’re no better than everyone else.  I still don’t get it.”  After being humbled I asked to see their text book and would quickly scan ahead a chapter or two.  I than would think about what they needed to learn to be ready for the challenge in the next chapter.  When I focused on where they were and what they needed to learn at that moment, I discovered that their learning quickly accelerated as they moved from chapter to chapter.

I was recently consulting with one of our best known high tech firms.  The team I was working with was trying to sell their technology into one of the oldest, most successful heavy industrial manufacturing firms.  Upon returning from a meeting that didn’t go well, the team leader said to me “They are so un-savvy”!  I told him my “Teaching a fifth grader story.”  As he listened quietly his eyes began to grow wider and he finally proclaimed, “We haven’t been trying to teach them the next chapter, we’ve been trying to teach them from a book that’s being written as we go!”  He quickly pulled his team back together and focused on what “chapter” their client was on and how could they quickly teach them what they needed to know for the next chapter.  They began to have great accelerated success with that client and built a great bond of trust.

We’ve all become experts in our field.  (I remember seeing a porta potty with the proclamation on the side “Outstanding in the Field”)  Don’t use the language and concepts you’ve come to know.  Figure out how to teach them to a fifth grader.  If you can do that, your own learning will go deeper and deeper as well.

We’ll save the other two topics of Review and Organize and Simplify for future posts.

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BlogTrust Me

Create a Learning Organization

by Ron Potter August 15, 2016
Processed with VSCOcam with m3 preset

A learning organization differs from the MBO (Management by Objective) type of organizational structure in fundamental ways. In a learning organization individuals are continually reinterpreting their world and their relationship to it.

A learning organization incorporates the practice of continually challenging its paradigms and accepted ways of doing things. Built into the organization is a system that allows for the institutional structures and routine models of action to be regularly questioned and transformed.

As Peter Senge defines it, a learning organization is an organizational structure in which “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.”10 In this sense, a learning organization is an organization that is continually expanding its ability to create and re-create the very patterns and structures by which it operates.

At least that is the goal.

Unfortunately, what we have found in our work is that quick decision making has won. In many cases, leaders have abandoned the learning organization in favor of the quick-deciding organization.

In times of chaos, confusion, and change, peacemaking leaders need to focus attention on making sure their organizations are quick learning rather than quick deciding.

The fast-paced environment of product development, competition, and shareholder expectations has forced many organizations to adopt a quick-deciding mentality. In this model, a team (much like a football team needing to score before time expires in the fourth quarter) is in a hurry-up offense. The goal is to make decisions. But as Tom Peters correctly observes, “As competition around the world boils over as never before, firms caught with bloated staffs and dissipating strengths—from Silicon Valley to the Ruhr Valley in Germany—are looking for quick fixes. There are none.”

So how would a two-pillar, peacemaking leader respond?

The goal of the quick-learning team is to seek out and develop opinion rather than steamrolling over it or quickly mustering forces against it. Feedback is highly desired rather than feared.

In contrast, feedback is offensive when you are a quick-deciding team. You develop “sides” on all issues. The competition heats up. Winning at all costs is what counts.

Members of a quick-learning team are all on the same side of the fence, looking at an issue with differing opinions, experiences, and ideas.

Meeting agendas are often a surprising enemy. Leaders, staring at an agenda, feel compelled to make decisions within the time allotted. In most cases, true discussion of the issues and everyone’s opinions (the rooting-out process) is bypassed in favor of table talk that centers on implementation.

We suggest a meeting agenda that maps out what the team wants to learn about an issue. Learning should be the goal with good decisions the result. Remember that the goal is learning quickly and then making good decisions, not just deciding quickly.

“Patience,” said Saint Augustine, “is the companion of wisdom.” Problems and day-to-day crises test our wisdom and our ability to make decisions under pressure. Great leaders are people of patience and constant learning.

It is the leader’s job to pull everything together into a quick-learning rather than a quick-deciding environment. The leader holds the dialogue together and asks questions that are designed to help team members clearly communicate their information and thoughts about the agenda item. In this way, the meeting’s goal is met: quick learning—rather than quick deciding—for the purpose of making good decisions.

The leader needs to develop not only an inclusive mind-set but also one that honors people for who they are and what they bring to the process. Each person brings unique strengths and outlooks to the table.

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BlogLeadership

Become a Better Learner

by Ron Potter March 3, 2016

photo-1444653389962-8149286c578aThat’s the headline from a Harvard Business Review article I read today.  Being a better and continual learner is one of the strong indicators of great leaders.  All great leaders are great learners.  But the first line of the article is what captured my interest even more.  It said:

“Staying within your comfort zone is a good way to prepare for today but a terrible way to prepare for tomorrow.”

Now that is a wonderful line.

I’ve worked with Dr. Dan Denison for a number of years.  Dan created the Denison Culture Survey which in my experience is still the best culture survey on the market today.  But it was something Dan said years ago that has always captured my interest.  Dan is an amateur race car driver and he really enjoys the sport.  During one conversation he said “If you’re always in control as go around the track you’re not going fast enough to win.”  Race winners are always out of control at some point during the circuit.

None of us likes to be out of control or out of our comfort zone for long.  But personal learning and growth or even winning races require that we step out of that comfort zone or reach beyond our control at least some of the time.

One of the advancements we’ve all seen taking place the last few years is in “big data”.  By analyzing huge amounts of data new learnings are beginning to emerge that were just impossible to see in the past.  It’s amazing to me how IBM’s Watson is now being applied to medical situations and other environments to help the experts in the field see new information or see new patterns in the old information.  However, I’ve also seen a dangerous pattern in corporate leadership that assumes more data and information will help leaders make more informed and better decisions about the future.  Let me cycle back to the quote that started this post:

“Staying within your comfort zone is a good way to prepare for today but a terrible way to prepare for tomorrow.”

More data may help us prepare for and react better today, but we still need to get out of our comfort zone and let go of complete control to make good decisions about tomorrow.  Making decisions about tomorrow requires a different skill set than making decisions about today.

You may be better skilled on one side of this equation or the other.  Often I see partnerships where the Chief Operating Officer is good at making today’s decisions, the Chief Executive Officer is good at anticipating the future.  Corporate Controllers are good at making today’s decisions, Chief Financial Officers are good at preparing for the future.  I can think of this combination at almost every level of the organization.  So how do you build both skills into the organization?  TEAM.  Building great teams that are good at all aspects of today and tomorrow and learning how to balance the needs of the company are the winners in the end.  Sometimes you just need to get out of your comfort zone or let things get out of control for a moment to win!

Which side of this equation do you fall on?  Who have your partnered or teamed with that helps balance your comfort zone or need for control?

team-leadership-culture-meme-11

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Short Book Reviews

A Thomas Jefferson Education

by Ron Potter January 9, 2010

Ron’s Short Review: A great model for education, both in the classroom and in the corporation. Fascinating discussion on how our public education system has failed to produce the leaders that we need.

Amazon-Buy-Buttonkindle-buy button

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