“How to Think”—short, simple and dope
Posted: 29 April 2008 07:36 PM   [ Ignore ]
Administrator
Avatar
RankRankRank
Total Posts:  1566
Joined  2006-09-25

http://www.technologyreview.com/blog/boyden/21925/

Audacious concept but quality execution.

When I applied for my faculty job at the MIT Media Lab, I had to write a teaching statement. One of the things I proposed was to teach a class called “How to Think,” which would focus on how to be creative, thoughtful, and powerful in a world where problems are extremely complex, targets are continuously moving, and our brains often seem like nodes of enormous networks that constantly reconfigure. In the process of thinking about this, I composed 10 rules, which I sometimes share with students. I’ve listed them here, followed by some practical advice on implementation.

1. Synthesize new ideas constantly. Never read passively. Annotate, model, think, and synthesize while you read, even when you’re reading what you conceive to be introductory stuff. That way, you will always aim towards understanding things at a resolution fine enough for you to be creative.

2. Learn how to learn (rapidly). One of the most important talents for the 21st century is the ability to learn almost anything instantly, so cultivate this talent. Be able to rapidly prototype ideas. Know how your brain works. (I often need a 20-minute power nap after loading a lot into my brain, followed by half a cup of coffee. Knowing how my brain operates enables me to use it well.)

3. Work backward from your goal. Or else you may never get there. If you work forward, you may invent something profound--or you might not. If you work backward, then you have at least directed your efforts at something important to you.

4. Always have a long-term plan. Even if you change it every day. The act of making the plan alone is worth it. And even if you revise it often, you’re guaranteed to be learning something.

5. Make contingency maps. Draw all the things you need to do on a big piece of paper, and find out which things depend on other things. Then, find the things that are not dependent on anything but have the most dependents, and finish them first.

6. Collaborate.

7. Make your mistakes quickly. You may mess things up on the first try, but do it fast, and then move on. Document what led to the error so that you learn what to recognize, and then move on. Get the mistakes out of the way. As Shakespeare put it, “Our doubts are traitors, and make us lose the good we oft might win, by fearing to attempt.”

8. As you develop skills, write up best-practices protocols. That way, when you return to something you’ve done, you can make it routine. Instinctualize conscious control.

9. Document everything obsessively. If you don’t record it, it may never have an impact on the world. Much of creativity is learning how to see things properly. Most profound scientific discoveries are surprises. But if you don’t document and digest every observation and learn to trust your eyes, then you will not know when you have seen a surprise.

10. Keep it simple. If it looks like something hard to engineer, it probably is. If you can spend two days thinking of ways to make it 10 times simpler, do it. It will work better, be more reliable, and have a bigger impact on the world. And learn, if only to know what has failed before. Remember the old saying, “Six months in the lab can save an afternoon in the library.”

Profile
 
 
Posted: 29 April 2008 09:05 PM   [ Ignore ]   [ # 1 ]
Administrator
Avatar
RankRankRank
Total Posts:  1566
Joined  2006-09-25

On the same note, Jeong Kim from Bell Labs has an expansive perspective on this:

http://www.fastcompany.com/magazine/122/mad-scientist.html

Printable version:
http://www.fastcompany.com/node/641126/print

But at some point, he began to think of innovation as the options and contingencies a would-be innovator confronts every day. He envisioned a cube. One dimension, or one axis, could represent the impact of a particular innovative effort: Would it be incremental or revolutionary? Another axis could represent the process of innovation: Would it be achieved through painstaking analytic work or through artistic inspiration? The third axis was time itself: Was the innovation driven by the market today or in the distant future? None of this would tell his audience what or when to innovate--small inventions could be as lucrative as big ones and ideas for next year as disruptive as products for five years hence. Nor would this offer a foolproof strategy for how to innovate, since hiring an eccentric genius could prove as valuable as an overcaffeinated entrepreneur. But it did suggest to Kim that, for any company, innovation required visualizing the whole future, perhaps within something like this cube, a 3-D box where every idea in your portfolio was judged and plotted in relation to its potential impact, time to market, and creative process.

...

Some of us feel compelled to invent new technologies; some of us feel compelled to invent ourselves. A rare few do both. Kim seldom talks in any great depth about his personal history. He came to the United States from South Korea at the age of 14. He knew no English; he had no money. He lived in Maryland, in subsidized housing, wearing clothes from thrift shops. Sometimes he went without food for days. By his own account, his home environment was tense, unbearable. His nose would bleed from the stress. In an interview several years ago for the Academy of American Achievement, a Washington, D.C., nonprofit, Kim acknowledged that at one point as a teenager his misery was so profound that he concluded he had two choices: He could either take his own life or make something of himself. “I’m at rock bottom,” he realized. “It’s going to have to get better than this.”

It didn’t--at least, not right away. His father kicked him out of the house at 16, and he went to live with a sympathetic high-school teacher and his wife. He was a good student, with an aptitude for math and science, but he lived in a haze of sleep deprivation. He would go to classes, study for a few hours after school, catch a couple hours of sleep, and then go to work at the local 7-11 from 11 p.m. until dawn. When his shift was over, he would head back to school again.

His grades got him into Johns Hopkins. By then, the personal computer had caught Kim’s attention. “I guess I was different,” he says. Most college students interested in computers at that time wanted to buy one--he wanted to build one. While still an undergraduate, he joined a PC startup company formed by some people at Hopkins. (It initially did well but later collapsed.) He also joined the U.S. Navy, which, after graduation, led to an officer’s commission on a nuclear submarine.

Profile
 
 
Posted: 30 April 2008 11:13 PM   [ Ignore ]   [ # 2 ]
Administrator
Avatar
RankRankRank
Total Posts:  1566
Joined  2006-09-25

RELEVANT FORUM THREADS

Simple Brain Exercise can boost IQ:
http://www.brainsturbator.com/forums/viewthread/801/

20% of Scientists Admit to Using Brain-Enhancing Drugs:
http://www.brainsturbator.com/forums/viewthread/786/

“Brain Rules”—Life advice based on neuroscience, interesting stuff:
http://www.brainsturbator.com/forums/viewthread/760/

Drew Hempel on Quigong Secrets:
http://www.brainsturbator.com/forums/viewthread/545/

Myths and Misconceptions of Cognitive Science:
http://www.brainsturbator.com/forums/viewthread/542/

Long thread swapping advice about concentration and attention span:
http://www.brainsturbator.com/forums/viewthread/322/

“Gene May Hold Key to How Humans Learn”:
http://www.brainsturbator.com/forums/viewthread/501/

Peception of Time - related to diet and metabolism?
http://www.brainsturbator.com/forums/viewthread/376/

Profile