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POWER ENGLISH: Power up your mind  

2016-12-16 07:23:17|  分类: POWER ENGLISH |  标签: |举报 |字号 订阅

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1 Introduction

There are three important stages to learning to learn, each one of which is explored in a separate part of the book:

Ready
Before you can start learning you need to be in the right emotional state. The environment around you needs to be conducive and, most importantly, you need to have actively switched on your mind.

Go
As you learn you need to be able to use a wide range of different techniques. You need to understand yourself as a learner. You need to be able to know how to release your own creativity. You need staying power, and you need to know how to deal with both success and failure.


Steady
When you have learned something, you need to be able to reflect on it and apply it in your own life, changing and adapting the way you do things accordingly.


2 Part I Get ready to learn

When it comes to our mind, most of us know less about it than we do about the engine of our car.

2.1 Unpacking your mind

There can be little doubt that how we learn is central to success in today’s fast-changing world. As the great educator John Holt put it in the 1960s:(9)
Since we cannot know what knowledge will be most needed in the future, it is senseless to try and teach it in advance. Instead we should try to turn out people who love learning so much and learn so well that they will be able to learn whatever needs to be learned.


2.1.1TAKING YOUR MIND OUT OF ITS BOX

2.1.2YOUR THREE BRAINS

 Power up your mind - 圣诞企鹅 - H-OH AREA

Reptilian brain simple creatures like reptiles have. It governs your most basic survival instincts.

Mammalian brain, it deals with some of the important functions driving mammals.

Learning brain, it deals with most of the higher-order thinking and functions.

2.1.3YOUR DIVIDED BRAIN

It seems that the left side mainly handles sequential, mathematical, and logical issues, while the right is more creative and associative in the way it works. The left is literal, while the right enjoys metaphorical interpretation.

2.1.4CLOSE-UP ON YOUR BRAIN

Put at its most simple, the more you learn, the more you are powering up your brain. (18)

2.1.5FIVE KEY PRINCIPLES

(1)The brain loves to explore and make sense of the world

(2) The brain likes to make connections

(3) The brain thrives on patterns

(4) The brain loves to imitate

(5) The brain does not perform well under too much stress

For effective learning to take place there needs to be a balance between high challenge and low threat.(21)

The fifth Discipline 

The Art and Practice of The Learning Organization

Peter M. Senge 1999
【Excerpt】
Part 1 How our actions create our reality... And how we can change it
1. "Give me a lever long enough...and single-handed I can move the world"
Five disciplines to innovate learning organization:
Systems thinking, Personal Mastery, Mental Models, Building Shared Vision, Team Learning
Real learning gets to the heart of what it means to be human. Through learning we recreate ourselves. Through learning we become able to do something we never were able to do. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life. p14
2. Does Your Organization Have A Learning Disability?
In most companies that fail, there is abundant evidence in advance that the firm is in trouble. This evidence goes unheeded, however, even when individual managers are aware of it. The organization as a whole cannot recognize impending threats, understand the implications of those threats, or came up with alternatives. p17
It is no accident that most organizations learn poorly. The way they are designed and managed, the way people's jobs are defined and most importantly, the way we have all been taught to think and interact (not only in organizations but more broadly) create fundamental learning disabilities. These disabilities operate despite the best efforts of bright, committed people. p18
The first step in curing the; is to begin to identify the seven learning disabilities:
I am my position (Do not limit your potential, think broadly and open)
When people in organizations focus only on their position, they have little sense of responsibility for the results produced when all positions interact. Moreover, when results are disappointing, it can be very difficult to know why. p19
The enemy is out there
There is in each of us a propensity to find someone or something outside ourselves to blame when things go wrong.p19
The "enemy is out there" sydrome is actually a by-product of "I am my position" and the nonsystemic ways of looking at the world that it fosters. When we focus only on our position, we do not see how our own actions extend beyond the boundary of that position. When those actions have consequences that come back to hurt us, we misperceive these new problems as externally caused. p19
The illusion of taking charge (Proactive is not equal to aggrresive actions. thinking systematically before act and think in advance)
What is typically meant by this (proactive) is that we should face up to difficult issues, stop waiting for someone else to do something, and solve problems before they grow into crises. In particular, being proactive is frequently seen as an antidote to being reactive-- waiting until a situation gets out of hand before taking a step. But is taking aggressive action against an external enemy really synonymous with being proactive? p 20
True proactiveness comes from seeing how we contribute to our own problems. It is a product of our way of thinking, not our emotional state. p21
The fixation on events (Do not just focus on a point)
Such explanations (Event leads to event)  may be true as far as they go, but they distract us from seeing the longer-term patterns of change that lie behind the events and from understanding the causes of those patterns. p21
The parable of the boiled frog 
We will not avoid the fate of the frog until we learn to slow down and see the gradual processes that often pose the greatest threats. p23
The delusion of learning from experience (分工使得工作对于个体来说易于操作和掌握,但是一旦出现故障,即不利于诊断整体存在的问题,因为各部分之间的联系被掐断,从而导致不易于观察和从中发现和识别问题的本质。
The most powerful learning comes from direct experience. p23
When our actions have consequences beyond our learning horizon, it becomes impossible to learn from direct experience.
Herein lies the core learning dilemma that confronts organizations: we learn best from experience but we never directly experience the consequences of many of our most important decisions. p23
The myth of the management team
Most management teams break down under pressure, writes Harvard's Chris Argyris p25
The team may function quite well with routine issues. But when they confront complex issues that may be embarrassing or threatening, the teamness seems to go to pot. p25
3. Prisoners of the systems, or prisoners of our own thinking?
Lessons of the Beer game
Structure influences behavior
A truely profound and different insight is the way you begin to see that the system causes its own behavior.p43
It is very important to understand that when we use the term "systemic structure" we do not just mean structure outside the individual. The nature of structure in human system is subtle because we are part of the structure. This means that we often have the power to alter structures within which we are operating. However more often than not, we do not perceive that power. In fact, we usually don't see the structures at play much at all. Rather, we just find ourselves feeling compelled to act in certain ways. p44
What exactly, does it mean to say that structures generate particular patterns of behavior? How can such controlling structures be recognized? How would such knowledge help us to be more successful in a complex system? p45
Structure in human systems is subtle 
Leverage often comes from new way of thinking. 
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