Book Review : Super Thinking
Because I am in the work transition period, I have some time to review a few books I've read before. This book Super Thinking has a lot of good concepts, but some of them were also a bit counter-intuitive.
Herding effect
In fact, human beings are very prone to deliberately reach some kind of strange but not effective consensus. This is the herding effect, which is deeply embedded in our DNA.
How to avoid it? If you have a project to discuss together, you can practice it in two stages:
- Divergent Thinking
Start with a common goal and collect many different solutions. Think individually and don't focus on it for a while. - Convergent Thinking
Start to focus on the discussion, narrow down the scope, and then test and validate one by one.
I think it is quite effective in developing projects.
Quantify and Simplify Assumptions
Often our ideas are not validated, for example from a new year's plan to the development of a product. We have a lot of thinking and ideas, but it is super easy to ignore the execution and validation part.
The concept is to simplify the assumptions and quantify the results. Simplify the results so they can be calculated on a small piece of blank paper.
The advantage is that it forces you to use limited resources to simplify the verification of the results. But beware of availability bias, as we tend to draw conclusions from easily available information.
North Star
It's kind of like a career goal. Beyond the material or some external conditions, it feels more like a long-term vision and your own internal motivation.
When encountering difficulties or adversity, what is the unchanging goal, what is the self-motivation? Then follow this direction to develop and choose a career.
This is a concept that seems to be mentioned in a lot of books on entrepreneurship and program development. Human beings' internal motivations (emotion / reason / values / mission) are more likely to be retained for a longer period of time than their external motivations (title / reward).
- In times of adversity, individuals who prioritize values are more likely to remain loyal to the organization, whereas those who prioritize benefits are more inclined to seek higher rewards elsewhere.
- Mission and Values: When people believe that change is possible, the organization has a real positive impact.
I think this is one of the things I think about most often.
Hindsight Bias
Human beings tend to interpret things based on results, believing that everything happens for a reason, with a sense of "I knew it would happen". This is a common decision trap, but it is often the case that what we perceive to be the case is not what it actually is.
Solution: Record all the details objectively in writing at the moment of the incident, and then examine the situation step by step.
Punch above your weight
This concept is forcing yourself to improve. Deliberately push yourself to a higher level of competition than your comfort zone, but in a more cautious way, and think about your exit strategy if you fail. Face conflicts with a positive mindset.
Human beings are more adaptable than they think, so the body gets used to the challenges.
趁著工作轉換期來回顧之前看過的幾本書，這本 超級思維 我覺得還滿多概念不錯的，但也有點違反直覺就是，而且名字也有點中二
從眾
人類其實很容易刻意達成某種奇怪但不是有效的共識，這是從眾效應，深刻在我們的 DNA 內，那要如何避免，如果有一個項目要一起討論，可以從兩個階段來練習 :
- 發散思考 : 先有一個共同目標，蒐集很多不同解方。要個別的思考，暫時不要集中討論。
- 收斂思考 : 開始集中討論，縮小範圍，然後一一測試與驗證。
我是覺得在工作開發專案上還滿有效的啦
強迫量化與簡化假設
很多時候我們的想法沒辦法有效驗證，簡單從一個新年度計劃，複雜到開發一個產品，我們有很多思考和點子沒錯，但超容易忽略執行和驗證的部分
這個概念就是 : 簡化假設和量化成果，把過程簡化到一張小空白紙就可以計算
好處是逼自己用有限資源簡化驗證得出結果。但也要小心可得性偏差，因為我們容易從易取得的資訊下結論
北方之星
有點像自己的生涯目標吧。超越物質或一些外在條件，這感覺比較像長期願景跟自己的內在動機。當遇到困難或逆境，永遠不變的目標是什麼，自我驅動的動能是什麼 ? 然後依照這個方向發展和選擇職業
這概念好像在滿多本創業或是發展項目的書都有提到過，但需要花時間去想一下。這牽涉到人類所在乎的事物，相較外在動機 (頭銜 / 報酬)，人類的內在動機 (情感 / 理智 / 價值觀 / 使命) 比較會被長期保留
- 在逆境時，重視價值觀的人也比較會忠於組織; 重視利益的人比較會為了更好的機會而離開
- 使命與價值觀 : 當大家都相信真的會改變，那組織就真的有正向影響力
這應該是我近期最常思考的事之一
後見之明偏誤
人類傾向依結果解釋事情，認為事出必有因，心裡有種"我早就知道會那樣"的感覺。這是很常見的決策陷阱，但很多時候我們認知的情況並不是實際上的那樣。
解法 : 事發當下用文字客觀的紀錄下所有細節，然後一步一步的檢視
越級挑戰
這概念就是強迫自己進步。刻意讓自己進入比自己舒適圈還要更高水平的競爭環境，但是是以一個比較謹慎的方式，也要思考失敗後的退場策略。用積極的心態去面對衝突
人類適應力比想像中強大很多，所以身體會習慣那些挑戰
其實還有好幾十個概念在這本書裡，但就挑幾個印象比較深而且算實用的出來，有些我覺得現階段可能也用不太到，簡單紀錄一下嚕