Learning

It's a cold, early spring Sunday in Boston, and I'm on my way to breakfast with an old friend who's in town for a conference. Passing the central branch of the Boston Public Library, I notice names of great scientists carved into the stone facing on its east side. I recognize all but one, and I think, "Cuvier…who is that?"

Apparently I have some things to learn about the history of science. I make a mental note, and continue my walk.

But now I'm thinking about how much there is to learn, and how little time most of us have to dedicate to learning. I'm not thinking here about the latest news, or job-related technology; rather, learning about how things came to be, or where things are, or where we're headed, or any of the big questions we struggle with as a species.

Only the fortunate few have the time or energy to read voraciously, or to take courses for enjoyment. If you've been missing the thrill of learning something new, here are some suggestions for finding it once again.

First, you'll want resources. Here are three:

People

If you encounter a term, name, or concept you don't understand, ask the people around you what they know. You'll get some blank stares and misinformation, but you'll also get leads to paths that will resolve the puzzle.

The Web

The World Wide Web is a little more authoritative than most people are, and I can usually find the answers to my questions with a few searches. Use your favorite search engine or Wikipedia.

Dictionary, encyclopedia, atlas, globe, and star charts

How much there is to learn,
and how little time most of us
have to dedicate to learning!

A good dictionary is great for brief explanations. Encyclopedias are the next step. You'll want an atlas for graphical geography, and a globe (or a good two-dimensional representation) because the earth isn't flat. And don't forget the sky. The Web can provide all of these.

Next, you need sources of questions — practices that stir your brain. Here are three.

Randomly peruse your resources

Spend five minutes a day just looking at random entries in your dictionary or encyclopedia, or at parts of the atlas, globe, or star charts. Questions will pop like popcorn.

Notice what's around you

I noticed the name "Cuvier" for the first time, even though I've walked past the library hundreds of times. Noticing stirs your brain.

Notice what isn't

Ask yourself, 'Why isn't X here?' For instance, some plants tend not to thrive in sunny spots. Why not?

Perhaps you're wondering where you'll find the energy for these things. Probably more of us think we're maxed out than are actually maxed out, but if you really do feel a thrill when you learn something new, the learning might actually give you energy. And when that happens, you can ask yourself, 'Why is that?'  Top    Next Issue

Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

The True Costs of Cubicles

Although cubicles do provide facility cost savings compared with walled offices, they do so at the price of product development delays and increased product development costs. Decisions of facilities planners can have dramatic project schedule impact.

Renewal

Renewal is a time to step out of your usual routine and re-energize. We find renewal in weekends, vacations, days off, even in a special evening or hour in the midst of our usual pattern. Renewal provides perspective. It's a climb to the mountaintop to see if we're heading in the right direction.

Assumptions and the Johari Window: I

The roots of both creative and destructive conflict can often be traced to differing assumptions of the parties to the conflict. Working out these differences is a lot easier when we know what everyone's assumptions are.

The True Costs of Indirectness

Indirect communications are veiled, ambiguous, excessively diplomatic, or conveyed to people other than the actual target. We often use indirectness to avoid confrontation or to avoid dealing with conflict. It can be an expensive practice.

Teamwork Myths: Formation

Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths. In this first part of our survey of teamwork myths, we examine two myths about forming teams.

See also Personal, Team, and Organizational Effectiveness, Problem Solving and Creativity and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

Coming July 13: What Do We Actually Know?

Precision in both writing and speech can be critical in determining the success of collaborations in the modern workplace. Precision is especially important when we distinguish between what we surmise or assume and what we actually know. Available here and by RSS on July 13.

And on July 20: Overt Verbal Abuse at Work

Verbal abuse in the workplace involves using written or spoken language to disparage, to disadvantage, or to otherwise harm others. Perpetrators tend to favor tactics that they can subsequently deny having used to harm anyone. Available here and by RSS on July 20.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEMudcCzvnDHFfOEmner@ChacTcmtXTCJBjZfSFjIoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.