I recently unearthed my (real world) drawing pencils and purchased a pixel point stylus to add more illustration to my public works. If you’ve worked with me, you know that drawing — on a whiteboard, legal pad, printer paper, using Visio, wherever — is a huge part of my process. Drawing helps me understand new ideas, think […]
From the esteemed Jeanne W. Ross on studying customer obsessed, digitally ambitious Nordstrom: DON’T: Only a small percentage of companies will gain competitive advantage from [social, mobile, analytics, cloud, and internet of things] SMACIT technologies. Those that do will focus less on the individual technologies and more on how they rally all those technologies, in […]
Connective thinking ability cited as key trait in newly published Isaac Asimov essay on Creativity: But what if the same earth-shaking idea occurred to two men, simultaneously and independently? Perhaps, the common factors involved would be illuminating. Consider the theory of evolution by natural selection, independently created by Charles Darwin and Alfred Wallace. There is […]
Not everyone can be a specialist, and that’s a good thing. Four good sources on why we still need polymaths (generalists, versatility) in an age of increasing specialization, and complexity.
For natural polymaths, check out the bonus link on Maya Angelou, and then proceed as wired.
“The question is whether their loss has affected the course of human thought. Polymaths possess something that monomaths do not. Time and again, innovations come from a fresh eye or from another discipline. Most scientists devote their careers to solving the everyday problems in their specialism. Everyone knows what they are and it takes ingenuity and perseverance to crack them. But breakthroughs—the sort of idea that opens up whole sets of new problems—often come from other fields.”
“Isaiah Berlin once divided thinkers into two types. Foxes, he wrote, know many things; whereas hedgehogs know one big thing. The foxes used to roam free across the hills. Today the hedgehogs rule.”
“The new Generalist is in fact a master of their trade. They bring expertise and experience in several areas, fueled by insatiable curiosity and the ability to “hyper-learn” new concepts and ideas.”
“They complement specialists, by challenging them to think differently, but never compete with them or take credit for their ideas. They approach challenges with an open mind, using a “how might we” mindset rather than come with pre-conceived ideas.”
“Attitude first, not only experience. A “Can-do” attitude and a high degree of motivation are a must. The Generalist must note constraints, but has to creatively encourage ways to work around them.
Intellectually curious (to an extreme level). Can learn and (un)learn any topic (enough to be dangerous) in a matter of hours. Learns on their own as well as from others by asking questions.
Connects the Dots. Can bring in new perspectives and ideas from other disciplines, industries, etc.
Practices empathy. Can imagine the world from different perspective. Those of colleagues, customers, users, etc. Takes time to listen and understand before presenting their own ideas.
Leads by influence and collaboration. Can earn the respect of the specialists, influence new ways of thinking and an open mindset towards new ideas.
Constantly challenges the status quo and encourages new ways of doing things.”
“Monopathy, or over-specialisation, eventually retreats into defending what one has learnt rather than making new connections. The initial spurt of learning gives out, and the expert is left, like an animal, merely defending his territory. One sees this in the academic arena, where ancient professors vie with each other to expel intruders from their hard-won patches. Just look at the bitter arguments over how far the sciences should be allowed to encroach on the humanities. But the polymath, whatever his or her ‘level’ or societal status, is not constrained to defend their own turf. The polymath’s identity and value comes from multiple mastery.”
“There is, I think, a case to be made for a new area of study to counter the monopathic drift of the modern world. Call it polymathics. Any such field would have to include physical, artistic and scientific elements to be truly rounded. It isn’t just that mastering physical skills aids general learning. The fact is, if we exclude the physicality of existence and reduce everything worth knowing down to book-learning, we miss out on a huge chunk of what makes us human. Remember, Feynman had to be physically competent enough to spin a plate to get his new idea.
Polymathics might focus on rapid methods of learning that allow you to master multiple fields. It might also work to develop transferable learning methods. A large part of it would naturally be concerned with creativity — crossing unrelated things to invent something new. But polymathics would not just be another name for innovation. It would, I believe, help build better judgment in all areas.”
All power to the polymath: Ella Saltmarshe at TEDxLSE 2013
POLYMATH BONUS: Growing Up Maya Angelou | Arts & Culture | Smithsonian
“I have a theory that nobody understands talent any more than we understand electricity. So I think we’ve done a real disservice to young people by telling them, “Oh, you be careful. You’ll be a jack-of-all-trades and a master of none.” It’s the stupidest thing I’ve ever heard. I think you can be a jack-of-all-trades and a mistress-of-all-trades. If you study it, and you put reasonable intelligence and reasonable energy, reasonable electricity to it, you can do that. You may not become Max Roach on the drums. But you can learn the drums. I’ve long felt that way about things. If I’m asked, “Can you do this?” I think, if I don’t do it, it’ll be ten years before another black woman is asked to do it. And I say, yes, yes, when do you want it?
My mom, you know, was a seaman. At one point, I was in Los Angeles. I called her in San Francisco and said, I want to see you, I’m going to New York and I don’t know when I’ll be back, so let’s meet mid-state. She said, “Oh, baby, I wanted to see you, too, because I’m going to sea.” I said, going to see what? She said, “I’m going to become a seaman.” I said, Mother, really, come on. She said, “No, they told me they wouldn’t let women in their union. I told them, ‘You wanna bet?’ I put my foot in that door up to my hip so women of every color will get in that union, get aboard a ship and go to sea.” She retired in 1980, and Asian, white and black women gave a party for her. They called her the mother of the sea.
So, yes, we cripple our children, we cripple each other with those designations that if you’re a brick mason you shouldn’t love the ballet. Who made that rule? You ever see a person lay bricks? [She moves her hands in a precise bricklaying manner.] Because of the eye and the hands, of course he or she would like to see ballet. It is that precise, that established, that organized, that sort of development from the bottom to the top.”
I’ve often said the future belongs to the dot-connectors. Webber’s Rule of Thumb #7, the System is the Solution, describes it perfectly:
My point is that embedded in every company, in every organization, is a system. When you see the system and not just the individual pieces you increase your chances of winning.
Most people look at a company and see the organization chart. Or the pyramid of functions. Or the products and services the company offers as output.
Systems thinkers see the relationships, not the functions. They see the processes, not the stand-alone components or the final products. It’s the difference between looking at a fence and noticing the barbed wire running horizontally rather than the fence posts standing vertically.
Sometimes it helps to do something as simple as drawing a picture with arrows to show what would otherwise be invisible connections. A drawing of a three-legged stool isn’t a sophisticated operations chart, but it makes the point about how magazines need to operate as a system.
Systems thinking can also help when you’re trying to solve a perplexing problem. If you want to untangle the clues as to how something went wrong, think like a detective: figure out who all the players are and how they relate to each other. Usually it’s the system, not one person or department, that explains the real cause of the problem.
One thing is sure: the future belongs to systems thinkers.
For extra credit, see Rule #10 A Good Question Beats a Good Answer:
Why do questions matter more than answers? If you don’t ask the right question, it doesn’t matter what your answer is. And if you do ask the right question, no matter what your answer, you will learn something of value.
Questions are how we learn. Which means questions are how we create change…
Source: Webber, Alan M. (2009-04-10). Rules of Thumb (p. 32). HarperCollins. Kindle Edition.
“How are enterprises managing the spread and scope of total digitization? We at MIT CISR have found that enterprises are using one or more of three approaches to managing total digitization: convergence, coordination, or a separate digital innovation stacks approach. Each approach has very different objectives and measures of success.”
“Convergence is about reducing cost, reducing risk, and achieving synergies. Coordination is the right choice for enterprises that are trying to achieve a few enterprise-wide goals such as improving customer experience or asset utilization. Finally, the separate digital innovation stacks approach is right for enterprises that believe autonomy helps improve innovation and local customer responsiveness.”
“We believe that managing total digitization is one of the biggest opportunities and challenges facing enterprises — and their CIOs — today.”
Source: HBR Blogs
via my Diigo
Another perspective, similar findings:
“Companies in all industries and regions are experimenting with — and benefiting from — digital transformation. Whether it is in the way individuals work and collaborate, the way business processes are executed within and across organizational boundaries, or in the way a company understands and serves customers, digital technology provides a wealth of opportunity.”
MIT Center for Digital Business research surfaced 9 elements across three categories:
Transforming Customer Experience
- Customer Understanding
- Top-Line Growth
- Customer Touch Points
Transforming Operational Processes
- Process Digitization
- Worker Enablement
- Performance Management
Transforming Business Models
- Digitally Modified Businesses
- New Digital Businesses
- Digital Globalization
“The potential impact of digital technology varies widely by industry, but most enterprise leaders share an important challenge: how to get beyond the small share of the prize they are capturing today by looking for impact across the whole value chain.”
Source: Finding your Digital Sweet Spot, McKinsey
Related McKinsey Research: The Digital Enterprise
“When we don’t give our people the space to take calculated risks, learn, apply, and iterate, we are really risking our future. While there is a risk to improvising and spontaneity, control brings its own insidious dangers. In our push for perfection, we over-engineer. We add so many bells and whistles that it takes a Ph.D. to use the product. Just because we can doesn’t mean we should. Just because we can practice to perfection doesn’t mean that’s best.”
From the fantastic Brain Pickings:
“Dubbed Prospero’s Precepts, these eleven rules culled from some of history’s greatest minds can serve as a general-purpose guideline for critical thinking in all matters of doubt:
- All beliefs in whatever realm are theories at some level. (Stephen Schneider)
- Do not condemn the judgment of another because it differs from your own. You may both be wrong. (Dandemis)
- Read not to contradict and confute; nor to believe and take for granted; nor to find talk and discourse; but to weigh and consider. (Francis Bacon)
- Never fall in love with your hypothesis. (Peter Medawar)
- It is a capital mistake to theorize before one has data. Insensibly one begins to twist facts to suit theories instead of theories to suit facts. (Arthur Conan Doyle)
- A theory should not attempt to explain all the facts, because some of the facts are wrong. (Francis Crick)
- The thing that doesn’t fit is the thing that is most interesting. (Richard Feynman)
- To kill an error is as good a service as, and sometimes even better than, the establishing of a new truth or fact. (Charles Darwin)
- It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so. (Mark Twain)
- Ignorance is preferable to error; and he is less remote from the truth who believes nothing, than he who believes what is wrong. (Thomas Jefferson)
- All truth passes through three stages. First, it is ridiculed, second, it is violently opposed, and third, it is accepted as self-evident. (Arthur Schopenhauer)”
“Meaning: rather than taking what already exists as the basis of our thinking, we break the problem down to its most fundamental truths and examine each piece. Even though a problem has already been solved, we start from the problem’s most basic elements to reexamine whether a better solution might be possible.”
“…Reasoning from first principles helps to ensure that you develop the smartest, leanest possible solution to a problem. It may even result in some astounding innovations. The downside is that it’s a much harder path than reasoning from analogy. A one-question problem now becomes a 100 question problem. But when you’re working on something that truly matters to you, this process of hard thinking will truly be worth it.”
“There’s a delicious paradox here: the very same technologies that bring us awesome opportunity and new possibilities are at the very same time bringing us mounting performance pressure, accelerating change and growing uncertainty. To truly harness these opportunities, we first need to acknowledge and deal with the dark side.”
Excellent piece. Look forward to the follow-on piece, steps to “harness these technologies to create a very different kind of world, one that turns pressure into opportunity and stress into success.”
Source: Edge Perspectives