Learning to learn
What you didn’t learn at school – and why
Dan North, ThoughtWorks
Meet the “Gang of Three”
SocratesDialectic: logic and argument
PlatoReality as a projection
AristotleCategorisation
Inclusion and exclusion
469–399 BC
428–348 BC
384– 322 BC2© Dan North, ThoughtWorks
These men shaped how we think
We focus on what is rather than what could be
Pointing out what is wrong
We don’t value instinct
“It’s just a hunch”
“It just feels right”
We use logic to argue from cause to effect
3© Dan North, ThoughtWorks
Example: modern legal systems
Laws based on ethics
It is wrong to kill someone, usually
Dialectic between prosecution and defence
No (explicit) value on emotion or feelings
Purpose is to “prove beyond reasonable doubt”
Rather than find “most intuitively sensible outcome”
4© Dan North, ThoughtWorks
Reality is more complex
Factors influence one another in loops
either reinforcing, balancing or damping
The shower being too hot
or too cold
The amount I move the dial
Being addicted to drugs Committing
petty crime to pay for drugs
Being in prison with easy
access to drugs
5© Dan North, ThoughtWorks
Systems Thinking
Looks at the system as a wholeOverall effectiveness rather than local efficiencyFeedback loops rather than cause-and-effect
Metrics are indicators of trend, not targets
The system is greater than the sum of the partsWhat is the individual contribution of a coach?
One globally-optimising target“Does it make the car go faster?”
6© Dan North, ThoughtWorks
Western society is based on targets
Schools have SATs, GPAs, school league tables
Businesses have KPIs, SLAs, budgets, sales targets
Hospitals have waiting lists, more league tables
Even trains have punctuality targets (in the UK)
But targets are based on a logical fallacy!
7© Dan North, ThoughtWorks
The fallacy of targets
A good school will produce high exam results, therefore a school with high exam results is a good school
All cows have four legs, so all four-legged animals must be cows
We assume only this cause can give this effect
8© Dan North, ThoughtWorks
You can always “game” targets
Improve school exam results
Reduce hospital waiting lists
Increase train punctuality
The tail is wagging the dog!
9© Dan North, ThoughtWorks
How we learn in school
“Open your books at chapter 12 and read”
Sitting and listening to history“3 minute” attention span, based on eye movement
Individual rote learningMemorise and regurgitate – « Ecoutez et répétez »
Practising for your end-of-year examsAll that matters is getting the grade
10© Dan North, ThoughtWorks
How we learn at work
“Open the spec at section 12 and read”
Sitting and listening to the sales report“3 minute” attention span, based on eye movement
Individual rote learningMemorise and regurgitate – SELECT FROM WHERE
Practising for your end-of-year reviewAll that matters is getting the promotion
11© Dan North, ThoughtWorks
How we actually learn
The Dreyfus model
Novice – needs context-free direction
Advanced beginner – needs to fail
Competent – needs goals
Proficient – needs metaphor
Expert – needs experts!
12© Dan North, ThoughtWorks
How we learn martial arts
Shu-ha-ri
Shu - holding
Ha - breaking
Ri - transcending
13© Dan North, ThoughtWorks
How we limit learning
Providing information without contextAnyone above Novice will disengage
Penalising “failure”Cannot progress beyond Advanced Beginner
Working aloneCollaboration is cheating! Especially in exams
Not valuing instinct or intuitionNo incentive to become proficient
14© Dan North, ThoughtWorks
Effective learning
Offer knowledge with context
Create "breakable toys“, encourage experimentation
Encourage collaboration, especially in exams
Foster instinct and passion
That sounds like effective leadership!
15© Dan North, ThoughtWorks
How we limit thinking
Back to our three amigos...
Most business interactions are dialectic
We “know” the answer before the meeting
It’s just a question of talking the other guy round
We use logic and rhetoric
And we have no time for instinct or hunches
16© Dan North, ThoughtWorks
Six thinking hats
Parallel thinking
– process, direction
– facts, data, gaps
Red hat – emotion, feelings
– positive possibility, past success
Black hat – critical thought, risk
Green hat – generative, creative, lateral
17© Dan North, ThoughtWorks
Thinking hats applied
Structured
Reactive
Specific
Exploratory
18© Dan North, ThoughtWorks
Effective thinking
Leave your ego at the door
Everyone gets to play to their strengths
Practise parallel thinking
Works equally well either planned or reactive
Risk aversion isn’t “being negative”
It’s great black hat thinking!
19© Dan North, ThoughtWorks
Summary – what can we do differently?
Apply Systems ThinkingEffective throughput rather than local targets
Use metrics as indicators not targetsBeware of four-legged cows!
Foster a learning environmentEncourage breakable toys
Practise parallel thinking
We can learn to learn and think – and lead – effectively
20© Dan North, ThoughtWorks
Thank you
“Far too often proof is no more than lack of imagination” – Edward de Bono
Any questions?
http://dannorth.net
21© Dan North, ThoughtWorks
Bibliography
From Novice To Expert – Dr. Patricia Benner
Six Thinking Hats – Edward de Bono
The Art of Systems Thinking – Joseph O’Connor
Zen and the Art of Motorcycle Maintenance –Robert Pirsig
22© Dan North, ThoughtWorks
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