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Deliverables • Elon • Listening • Curation • Luck • Edison
This week I’ve decided to remove the “extras” split I was using, as those articles proved as popular as the others (often more). Random occurrence; all the articles in this issue are 5 to 7 min reads. And note that sometime in the next couple of weeks we’ll be sending around a quick poll to get some feedback. The more answers the better of course, thanks in advance.
Mike Industries • 6 min read
Though it’s focused on software development, the method (or change of perspective) the author proposes here is excellent. Thinking of what we can learn before we think of what we can ship. Fantastic shift idea and so much is “digital” these days, it can be applied to virtually everything you might be doing.
A provocative approach would be to prioritize learning as the most important regular deliverable of engineering/product/design teams.
++ I was originally going to post The most important metric you’ll ever need which actually focuses on shipping first and the learning “properties” of doing that. Not as deep an idea as Mike’s piece but some good points there too.
The Mission • 7 min read
Musk “think pieces” are a dime a dozen but I liked this one because it actually assembles some of the other memes around “Tony Stark” in one learning narrative.
The success of expert-generalists throughout time shows that this is wrong. Learning across multiple fields provides an information advantage (and therefore an innovation advantage) because most people focus on just one field.
Harvard Business Review • 6 min read
Very interesting overview of some research on what makes someone a great listener. Covers some surprising common traits and details 6 levels of listening you should aim for.
[I]nstead, what these findings show is that good listeners are like trampolines. They are someone you can bounce ideas off of — and rather than absorbing your ideas and energy, they amplify, energize, and clarify your thinking.
Anders Pink • 5 min read
How to do a good job of curating, how it’s done and how it enhances / activates a learning and development program.
Rather than producing courses that decline in relevance over time, effective curators are continuously keeping teams briefed on what matters to them. You become a go-to resource. You’re reducing FOMO.
++ Also interesting on curation: Content Curation: The Art and Science of Spotting Awesome.
Elsewhere In The Magazine
Collaborate, Change, Repeat. How the Dynamo agency creates an environment which fosters peer-learning.
A good article on multipotentialites which also references our Restless Multidisciplinarian interview; Multipotentialites: Synapses in the Neural Networks of Teal.
99U • 6 min read
How to make your own luck in uncertain times by exploring, finding peers, helping out, and always keep learning.
[E]mployers “are all looking for the same kind of people – people who not only have the critical thinking skills to do the value-adding jobs that technology can’t, but also people who can invent, adapt and reinvent their jobs every day, in a market that changes faster than ever.”
Evernote • 7 min read
Some lessons taken from a Rutgers study of 3500 of Edison’s notebooks. Observing the world around you and his collaboration habits seem especially applicable.
Emphasizing the process of discovery and learning over simply producing … Edison understood that collaboration influences knowledge, which in turn creates tangible assets that can be configured and reconfigured for future projects and inventions.
Learnkit • 5 min read
We often read about informal learning at work and of the industrial era model of education. This one connects the two, using mentorship and informal learning to close the learning gap for people entering the workforce.
In this type of informal learning environment, staff are encouraged to use online learning modules to learn basics at home and then come to work where coaching and mentorship, not scheduled training sessions, take precedence.
The Curious Creative • 5 min read
- What was the mindset that created the problem conditions to flourish?
- What new information is available to us?
- What do we know we didn’t know before?
- How are we synthesizing new information available to us?
- How are we thinking differently as a result of any new information?
- How is this new thinking and information changing our mindset?
Header illustration by Laura Schneider for HBR.