2162 본문읽기 15
카테고리 없음2023. 5. 16. 11:03
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2162-30
Let's return to a time in which photographs were not in living color. During that period, people referred to pictures as "photographs" rather than "black‑and‑white photographs" as we do today. The possibility of color did not exist, so it was unnecessary to insert the adjective "black‑and‑white." However, suppose we did include the phrase "black‑and‑white" before the existence of color photography. By highlighting that reality, we become conscious of current limitations and thus open our minds to new possibilities and potential opportunities. World War I was given that name only after we were deeply embattled in World War II. Before that horrific period of the 1940s, World War I was simply called "The Great War" or, even worse, "The War to End All Wars." What if we had called it "World War I" back in 1918? Such a label might have made the possibility of a second worldwide conflict an predictable reality for governments and individuals. We become conscious of issues when we explicitly identify them.
2162-31
The tendency for one purchase to lead to another one has a name: the Diderot Effect. The Diderot Effect states that obtaining a new possession often creates a spiral of consumption that leads to additional purchases. You can spot this pattern everywhere. You buy a dress and have to get new shoes and earrings to match. You buy a toy for your child and soon find yourself purchasing all of the accessories that go with it. It's a chain reaction of purchases. Many human behaviors follow this cycle. You often decide what to do next based on what you have just finished doing. Going to the bathroom leads to washing and drying your hands, which reminds you that you need to put the dirty towels in the laundry, so you add laundry detergent to the shopping list, and so on. No behavior happens in isolation. Each action becomes a cue that triggers the next behavior.
2162-32
While leaders often face enormous pressures to make decisions quickly, premature decisions are the leading cause of decision failure. This is primarily because leaders respond to the superficial issue of a decision rather than taking the time to explore the underlying issues. Bob Carlson is a good example of a leader exercising patience in the face of diverse issues. In the economic downturn of early 2001, Reell Precision Manufacturing faced a 30 percent drop in revenues. Some members of the senior leadership team favored layoffs and some favored salary reductions. While it would have been easy to push for a decision or call for a vote in order to ease the tension of the economic pressures, as co-CEO, Bob Carlson helped the team work together and examine all of the issues. The team finally agreed on salary reductions, knowing that, to the best of their ability, they had thoroughly examined the implications of both possible decisions.
2162-33
When self‑handicapping, you're engaging in behaviour that you know will harm your chances of succeeding: you know that you won't do as well on the test if you go out the night before, but you do it anyway. Why would anyone intentionally harm their chances of success? Well, here's a possible answer. Say that you do study hard. You go to bed at a decent time and get eight hours of sleep. Then you take the maths test, but don't do well: you only get a C, What can you conclude about yourself? Probably that you're just not good at maths, which is a pretty hard blow to your self‑esteem. But if you self‑handicap, you'll never be in this position because you're creating a reason for your failure. You were bound to get a C, you can tell yourself, because you went out till 1 am That C doesn't mean that you're bad at maths; it just means that you like to party. Self‑handicapping seems like a paradox, because people are deliberately harming their chances of success.
2162-34
Early in the term, our art professor projected an image of a monk, his back to the viewer, standing on the shore, looking off into a blue sea and an enormous sky. The professor asked the class, "What do you see?" The darkened auditorium was silent. We looked and looked and thought and thought as hard as possible to unearth the hidden meaning, but came up with nothing — we must have missed it. With dramatic exasperation she answered her own question, "It's a painting of a monk! His back is to us! He is standing near the shore! There's a blue sea and enormous sky!" Hmm... why didn't we see it? So as not to bias us, she'd posed the question without revealing the artist or title of the work. In fact, it was Caspar David Friedrich's The Monk by the Sea. To better understand your world, consciously acknowledge what you actually see rather than guess at what you think you are supposed to see.
Let's return to a time in which photographs were not in living color. During that period, people referred to pictures as "photographs" rather than "black‑and‑white photographs" as we do today. The possibility of color did not exist, so it was unnecessary to insert the adjective "black‑and‑white." However, suppose we did include the phrase "black‑and‑white" before the existence of color photography. By highlighting that reality, we become conscious of current limitations and thus open our minds to new possibilities and potential opportunities. World War I was given that name only after we were deeply embattled in World War II. Before that horrific period of the 1940s, World War I was simply called "The Great War" or, even worse, "The War to End All Wars." What if we had called it "World War I" back in 1918? Such a label might have made the possibility of a second worldwide conflict an predictable reality for governments and individuals. We become conscious of issues when we explicitly identify them.
2162-31
The tendency for one purchase to lead to another one has a name: the Diderot Effect. The Diderot Effect states that obtaining a new possession often creates a spiral of consumption that leads to additional purchases. You can spot this pattern everywhere. You buy a dress and have to get new shoes and earrings to match. You buy a toy for your child and soon find yourself purchasing all of the accessories that go with it. It's a chain reaction of purchases. Many human behaviors follow this cycle. You often decide what to do next based on what you have just finished doing. Going to the bathroom leads to washing and drying your hands, which reminds you that you need to put the dirty towels in the laundry, so you add laundry detergent to the shopping list, and so on. No behavior happens in isolation. Each action becomes a cue that triggers the next behavior.
2162-32
While leaders often face enormous pressures to make decisions quickly, premature decisions are the leading cause of decision failure. This is primarily because leaders respond to the superficial issue of a decision rather than taking the time to explore the underlying issues. Bob Carlson is a good example of a leader exercising patience in the face of diverse issues. In the economic downturn of early 2001, Reell Precision Manufacturing faced a 30 percent drop in revenues. Some members of the senior leadership team favored layoffs and some favored salary reductions. While it would have been easy to push for a decision or call for a vote in order to ease the tension of the economic pressures, as co-CEO, Bob Carlson helped the team work together and examine all of the issues. The team finally agreed on salary reductions, knowing that, to the best of their ability, they had thoroughly examined the implications of both possible decisions.
2162-33
When self‑handicapping, you're engaging in behaviour that you know will harm your chances of succeeding: you know that you won't do as well on the test if you go out the night before, but you do it anyway. Why would anyone intentionally harm their chances of success? Well, here's a possible answer. Say that you do study hard. You go to bed at a decent time and get eight hours of sleep. Then you take the maths test, but don't do well: you only get a C, What can you conclude about yourself? Probably that you're just not good at maths, which is a pretty hard blow to your self‑esteem. But if you self‑handicap, you'll never be in this position because you're creating a reason for your failure. You were bound to get a C, you can tell yourself, because you went out till 1 am That C doesn't mean that you're bad at maths; it just means that you like to party. Self‑handicapping seems like a paradox, because people are deliberately harming their chances of success.
2162-34
Early in the term, our art professor projected an image of a monk, his back to the viewer, standing on the shore, looking off into a blue sea and an enormous sky. The professor asked the class, "What do you see?" The darkened auditorium was silent. We looked and looked and thought and thought as hard as possible to unearth the hidden meaning, but came up with nothing — we must have missed it. With dramatic exasperation she answered her own question, "It's a painting of a monk! His back is to us! He is standing near the shore! There's a blue sea and enormous sky!" Hmm... why didn't we see it? So as not to bias us, she'd posed the question without revealing the artist or title of the work. In fact, it was Caspar David Friedrich's The Monk by the Sea. To better understand your world, consciously acknowledge what you actually see rather than guess at what you think you are supposed to see.
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