A Quote by Elizabeth Thornton
One of the most powerful transformational catalysts is knowledge, new information, or logic that defies old mental models and ways of thinking.
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In order to have a hope of creating better answers, we need to deeply understand the logic of the opposing answers. That means thinking about how we think about both models - not just do we like one versus the other. Rather we have to ask: How do I think each model produces the results that it does? Metacognition, thinking about thinking, builds up our capacity to do that and to play with opposing ideas - and new models - in real time.
The most powerful tools you can have are information and knowledge.
The key to transforming mental models is to interrupt the automatic responses that are driven by the old model and respond differently based on the new model. Each time you are able to do this, you are actually loosening the old circuit and creating new neural connections in your brain, often referred to as self-directed neuroplasticity.
All great leaders constantly seek new information and new ways of thinking.
As each wave of technology is released. It must be accompanied by a demand for new skills, new language. Consumers must constantly update their ways of thinking, always questioning their understanding of the world. Going back to old ways, old technology is forbidden. There in no past, no present, only an endless future of inadequacy
The 1970s was the decade of developments in the new area of information economics. Search theory, which emphasized the need to gather information, was joined by models that featured asymmetric information, the case in which information differed across individual agents.
Data isn't information. ... Information, unlike data, is useful. While there's a gulf between data and information, there's a wide ocean between information and knowledge. What turns the gears in our brains isn't information, but ideas, inventions, and inspiration. Knowledge-not information-implies understanding. And beyond knowledge lies what we should be seeking: wisdom.
The challenges we've had personally and globally have been the catalysts needed to let go of old ways of being that aren't the vibration of love.
In my opinion, one of the most exciting potentials of the blockchain relate to creating new business models, whether in public or in private settings. In most of these cases, the new models don't care for incumbents because they are mostly on a disruption quest.
Fuzzy thinking is, after all, just one step above not thinking at all. But to take the ideas of serious transformational thinkers and philosophers and throw the "new age" label at them is also abhorrent.
New insights fail to get put into practice because they conflict with deeply held internal images of how the world works...images that limit us to familiar ways of thinking and acting. That is why the discipline of managing mental models - surfacing, testing, and improving our internal pictures of how the world works - promises to be a major breakthrough for learning organizations.
The peasants have seen the future - Greece and France - and concluded that it does not work. Hence their opposition to Obama's proudly transformational New Foundation agenda. Their logic is impeccable: Only the most blinkered intellectual could be attempting to introduce social democracy to America precisely when the world's foremost exemplar of that model - Europe - is in chaotic meltdown.
Cultures are naturally resistant to change. The same shared mental models that allow large numbers of people to work together efficiently can also keep people from imagining new ways of working together. In many corporate cultures, new ideas are viewed as heresy. But it doesn't have to be that way.
Though we [Humanists] take a strict position on what constitutes knowledge, we are not critical of the source of ideas. Often intuitive feelings, hunches, speculation, and flashes of inspiration prove to be excellent sources of novel approaches, new ways of looking at things, new discoveries, and new information. We do not disparage those ideas derived from religious experience, altered states of consciousness, or the emotions; we merely declare that testing these ideas against reality is the only way to determine their validity as knowledge.
These algorithms, which I'll call public relevance algorithms, are-by the very same mathematical procedures-producing and certifying knowledge. The algorithmic assessment of information, then, represents a particular knowledge logic, one built on specific presumptions about what knowledge is and how one should identify its most relevant components. That we are now turning to algorithms to identify what we need to know is as momentous as having relied on credentialed experts, the scientific method, common sense, or the word of God.
Schoolchildren are not taught how to distinguish accurate information from inaccurate information online - surely there are ways to design web-browsers to help with this task and ways to teach young people how to use the powerful online tools available to them.
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