It’s a type of cognitive bias whereby people who are incompetent at something are unable to recognize their own incompetence in it. This is why a person, despite his lack of knowledge or experience in a specific domain, can still think he’s amazing at it.

The Dunning-Kruger Effect

You are a student of life for life. Your knowledge is expanding, but so is your ignorance, for as you continue to learn, there will always be so much more for you to further explore. Why you should create your own map:<ul><li>It helps you identify your knowledge gaps in the areas that actually matter to you. </li><li>It highlights your strengths. The closer you are to mastery, the more strengths you have in the specific area of discussion.</li><li>It gives you a holistic view of where you stand today so you can phase out the steps for what’s ahead. </li></ul>

The Expanding Map of Knowledge and Ignorance

"The scientific revolution has not been a revolution of knowledge. It has been above all a revolution of ignorance. The greatest discovery that launched the scientific revolution was the discovery that humans do not know the answers to their most important questions."

“Develop into a lifelong self-learner through voracious reading; cultivate curiosity and strive to become a little wiser every day.”

“Real knowledge is to know the extent of one's ignorance.”

You become wiser as you embrace your own ignorance and diminish that gap, 
as you develop yourself into a lifelong self-learner, and as you begin to 
see yourself as a student of life for life. And how do you do that? You 
create your own map of knowledge and ignorance. Create your own map, fill 
its empty spaces with all the knowledge of what you know, and identify all 
that you don’t.

personaldevelopment

Personal Development

education

Learning & Education

problemsolving

Problem Solving

The Expanding Map of Knowledge and Ignorance (And Why You Should Create Your Own) — OMAR ITANI

The 10/90 Rule says that the first 10% of time used to plan your work can save you 90% of the execution time once you start. One minute of planning can save you 10 mins of execution time, and help you improve your “return on energy”. By setting aside 10-12 mins for planning, you can save 2 hours of execution the next day.

PLAN EVERY DAY IN ADVANCE

It's time to stop procrastinating and get more of the important things done! After all, successful people don't try to do everything. They focus on their most important tasks and get those done. They eat their frogs. There's an old saying that if the first thing you do each morning is eat a live frog, you'll have the satisfaction of knowing you're done with the worst thing you'll have to do all day. For Tracy, eating a frog is a metaphor for tackling your most challenging task—but also the one that can have the greatest positive impact on your life. Eat That Frog! shows you how to organize each day so you can zero in on these critical tasks and accomplish them efficiently and effectively. The core of what is vital to effective time management is: decision, discipline, and determination. And in this fully revised and updated edition, Tracy adds two new chapters. The first explains how you can use technology to remind yourself of what is most important and protect yourself from what is least important. The second offers advice for maintaining focus in our era of constant distractions, electronic and otherwise. This life-changing book will ensure that you get more of your important tasks done today.

books

Books

The motivational classic with more than 1.5 million copies sold will help you stop procrastinating and get more of the important things done—today!   There just isn’t enough time for everything on our to-do list—and there never will be. Successful people don’t try to do everything. They learn to focus on the most important tasks and make sure those get done. They eat their frogs.   There’s an old saying that if the first thing you do each morning is eat a live frog, you’ll have the satisfaction of knowing you’re done with the worst thing you’ll have to do all day. For Tracy, eating a frog is a metaphor for tackling your most challenging task—but also the one that can have the greatest positive impact on your life. Eat That Frog—Snapshots shows you how to organize each day so you can zero in on these critical tasks and accomplish them efficiently and effectively.   In this fully redesigned and illustrative edition, Tracy explains how you can use technology to remind yourself of what is most important and protect yourself from what is least important. But one thing remains unchanged: Brian Tracy cuts to the core of what is vital to effective time management: decision, discipline, and determination. This life-changing book will ensure that you get more of your important tasks done—today!

Brian Tracy is Chairman and CEO of Brian Tracy International, a company specializing in the training and development of individuals and organizations.He has consulted for more than 1,000 companies and addressed more than 5,000,000 people in 5,000 talks and seminars throughout the US, Canada and 55 other countries worldwide. As a Keynote speaker and seminar leader, he addresses more than 250,000 people each year.Brian has studied, researched, written and spoken for 30 years in the fields of economics, history, business, philosophy and psychology. He is the top selling author of over 45 books that have been translated into dozens of languages.

Brian Tracy

Eat That Frog

Eat That Frog!

Co-ownership is the ultimate safeguard against coercion at work.

Co-ownership

Simple, direct advice for changing the power dynamics in your team.

career

Career

11 Practical Steps Towards Healthy Power Dynamics at Work

Plans changing should be welcomed with open arms as we remember to experience the present moment. We do this because when we focus on the frustration of having to perform changes we become fixated on the expected idea of what things should be... which is no longer the truth.
This simply is a mindfulness expercise where we learn to be open to the moment that is unfolding, unpredictable, and unplanned, yet still breathtakingly an experience.

Using Changes To Stay Present

Becoming Nimble at Dealing with Ever-Changing Plans - zen habits

At its core, an argument consists of a conclusion and one or more premises, or claims.
<ul>
<li>The conclusion is what the communicator wants his or her audience to accept.</li>
<li>The premises are the reasons for believing the conclusion to be true.</li>
</ul>

Constructing a good argument

It does not use reasons that contradict each other, contradict the conclusion or explicitly or implicitly assumes the truth of the conclusion. Checklist:<ul><li>Does the communication include at least one reason to support the conclusion as being true? If not, it is not an argument, but an opinion.</li><li>Could any of the key premises be interpreted as making the same claim as the conclusion? If so, then it’s a “circular argument” without independent reason given to support the conclusion.</li><li>Do any of the premises contradict another premise, or does the conclusion contradict any of the premises?</li></ul>

Structure of a well-formed argument

A premise is relevant if it provides some bearing on the truth of the conclusion. Checklist:
<ul>
<li>If the premise were true, does it make you more likely to believe that the conclusion is true? If yes, the premise is probably relevant.</li>
<li>Even if the premise were true, should it be a consideration for accepting the truth of the conclusion? If no, then the premise is probably not relevant.</li>
</ul>

The relevance of a premise

<ul><li>Structure: Explicitly call out your conclusion and the supporting reasons.</li><li>Relevance: Ensure that all materials you’re presenting as part of your argument are relevant. </li><li>Acceptability: Soften any absolute claims to make them more acceptable. (e.g. “most politicians” instead of “all politicians”) </li><li>Sufficiency: Put yourself in your audience’s place, and see if the reasons are sufficient to accept your conclusion.</li><li>Rebuttal: Declare upfront what the weakest parts of your argument are and proactively address them.</li></ul>

Making your own argument stronger

This principle is a judgment call. Checklist:<ul><li>Are the reasons provided enough to drive to the arguer’s conclusion?</li><li>Is the premise based on insufficient evidence or faulty causal analysis? Some premises provide evidence that is based on too small a sample or unrepresentative data.</li><li>Is some key or crucial evidence missing that must be provided in order to accept the argument?</li></ul>

Sufficiency

A premise should be acceptable to a mature, rational adult.The claim should meet the following standards:<ul><li>It is a matter of undisputed common knowledge.</li><li>It's confirmed by one’s own personal experience or observation.</li><li>It's an uncontroverted claim from a relevant authority.</li><li>It's a relatively minor claim that seems to be a reasonable assumption.</li></ul>

Acceptability

A good argument includes an effective rebuttal to all anticipated serious criticisms of the argument. Arguers often use arguments that misrepresent the criticism, bring up trivial objections as a side issue, or resort to humor or ridicule are using devices that clearly fail to make effective responses. Checklist:<ul><li>Does the provided argument address the strongest counterarguments effectively?</li><li>Does the arguer anticipate and address serious weaknesses in the argument?</li><li>Does the argument show why alternative positions are flawed?</li></ul>

Rebuttal

In our daily lives, we're constantly hearing or making persuasive arguments. We may be listening to a colleague's argument for why we should support one of her initiatives. We may hear an argument for why we should buy a certain product. Or we may need to make our own argument to get approval for one of our projects.

The Expanding Map of Knowledge and Ignorance (And Why You Should Create Your Own) — OMAR ITANI

Eat That Frog!

11 Practical Steps Towards Healthy Power Dynamics at Work

It's time to
Read like a Pro.

Becoming Nimble at Dealing with Ever-Changing Plans - zen habits

CURATED BY

The Expanding Map of Knowledge and Ignorance (And Why You Should Create Your Own) — OMAR ITANI

Eat That Frog!

11 Practical Steps Towards Healthy Power Dynamics at Work

It's time to Read like a Pro.

Becoming Nimble at Dealing with Ever-Changing Plans - zen habits

CURATED BY

It's time to
Read like a Pro.