zenpundit.com

Military education reformer and author Don Vandergriff has joined the blogosphere and  he is off to a nice start:

First of all, my hat’s off to anyone that ventures out and participates in something like the adaptability conference. It takes moral courage to admit, “maybe I can get better, let’s see what happens here.” More compliments to the person’s organization if the organization was willing to support and encourage its people to get better. Too many organizations focus on the short term profit and simply don’t want to lose control of its people, don’t take the opportunity to make a long term investment in making its people more competent and confident. These attributes are the hallmark of adaptability.

I use a series of different games and scenario based education to involve the students (or participants) in the discussion about how to evolve adaptability in themselves and in their organization. The students end up doing the talking and usually solving or finding the answers to their questions. Each and every time any group does these exercises, they assume that I, as the facilitator, limit what they can do, like asking question to broaden their assumptions and courses of actions, and that I will always say no if they do ask a question, like “can we have more time.”

I will leave you with this thought, after doing this approach with games and getting similar results from audiences the past 50 times, why do students box themselves in? What does that tell us about ourselves and our organizations, when we always assume the negative? How does this limit our “evolutionary adaptability”?

Facilitation is the skill that separates the great teacher, who leaves an intellectual legacy in the form of students whose worldviews they have been profoundly impacted, from the scholar who is merely competent in the classroom. The latter knows their field while the former knows how to elicit students to think about the field in a deep and meaningful way.

Not all “star” scholars are great facilitators because that skill requires a good deal of self-restraint to guide students to the point where they can make the leap to discovery and comprehension on their own ( genuine learning, in other words). A high tolerance for failure and error is required because students will initially go down well-trod blind alleys ( well trod to the instructor, not to the students – this is a perspective that academics frequently overlook) before realizing that they need to generate alternative solutions. Facilitation, unlike pontification, keeps students cognitively active and on-task with timely re-direction or adaptively ( modeling for the students) takes advantage of a student insight to create a learning moment for the larger group.

I look forward to reading more in this vein from Major Vandergriff in the future ( Hat tip to DNI )

Charles Cameron, who already blogs in his area of professional expertise at Forensic Theology, has added Hipbone Out Loud to his arsenal:

Understanding is modeling, mapping.

In this blog, I want to capture the glimpses I have of an extraordinary world, each glimpse being a tiny area of a vast map – certainly more sophisticated than any individual can generate with data visualization tools and modeling software, perhaps more complicated than a single culture can grasp as a collective – but important, as it is the matrix in which our individual and cultural life-maps fall.

You will find I favor quotes and anecdotes as nodes in my personal style of mapping – which lacks the benefits of quantitative modeling, the precision with which feedback loops can be tracked, but more than compensates in my view, since it includes emotion, human identification, tone of voice.

The grand map I envision skitters across the so-styled “Cartesian divide” between mind and brain. It is not and cannot be limited to the “external” world, it is not and cannot be limited to the quantifiable, it locates powerful tugs on behavior within imagination and powerful tugs on vision within hard, solid fact.

Doubts in the mind and runs on the market may correlate closely across the divide, and we ignore the impacts of hope, fear, anger and insight at our peril.

I’ve featured the writing of Charles Cameron here before because he produces posts rich in both complexity and depth, generating intriguing horizontal-thinking patterns that would have easily escaped my attention.  This another blog that I’ll be checking frequently.

Blogfriend Matt Armstrong was recently featured at the USC Center for Public Diplomacy where he had a very thorough and well-considered op-ed on Information Operations and New Media. Pretty much everything Matt had to say were things the USG should be doing in attempting to craft some kind of coherent narrative of it’s national objectives, policies and values:

SYNCHRONIZING INFORMATION: THE IMPORTANCE OF NEW MEDIA IN CONFLICT

Insurgents and terrorists increasingly leverage New Media to shape perceptions around the globe to be attractive to some and intimidating to others. New Media collapses traditional concepts of time and space as information moves around the world in an instant. Unlike traditional media, search engines and the web in general, enable information, factual or not, to be quickly and easily accessed long after it was created.The result is a shift in the purpose of physical engagement to increasingly incorporate the information effect of words and deeds. Thus, the purpose of improvised explosive devices, for example, is not to kill or maim Americans but to replay images of David sticking it to Goliath.

The U.S. military is actively and aggressively revising its role in shaping its own narrative in cyberspace, but this is falling short. While the U.S. is finally coming to grips with the centrality of information and perceptions, it remains confused as to how to use information effectively. American responses seem to stem from the belief that the message and the messenger we are countering are the same without regard for the target audience, intent, or how the message fits into a larger narrative, which perhaps mirrors our own perception of information as propaganda. ….A famous dead Prussian once said that war is a continuation of politics by other means, but the reality today is that war is not part of political intercourse with foes but an orchestrated, if loosely, effort to gain strategic influence over friends, foes, and neutrals. YouTube, blogs, SMS and traditional media, make every GI Joe and Jihadi a communicator, public diplomat, and persuader. Our adversaries understand and exploit this reality. Writing to Abu Musab al-Zarqawi in 2005, Ayman al-Zawahiri stated that “we are in a battle, and that more than half of this battle is taking place in the battlefield of the media [sic].”The U.S. military as reluctant heir to the information throne in an online world has several inherent challenges. First, operating in the environment of New Media requires awareness and agility inconsistent with the current organizational culture of the military. For example, in Iraq the military broke through the bureaucratic red-tape and started posting videos on YouTube. However, this small “victory” was incomplete: the group that uploaded to YouTube was still not permitted to view YouTube. In effect, they were posting information they were not authorized to see.”

Those quotes were snippets. Matt’s post is rich in detail and really requires being read in full.

I have tilted at the IO windmill a few times in the past. It’s a subject that is both easy as wel as difficult to analyze. Easy, because the USG has yet to initiate and/or master the fundamentals of good IO as Matt’s post makes clear ( there are genuine IO experts in the USG, perhaps even a large number of them, but the bureaucracies are not institutionally optimized to conduct IO with consistency or coordination) but difficult because the level of genuine sophistication and effective nuance in strategic communication remains so far off. Even if that level of “play” was achieved by our civil service and soldiers, any  IO campaign could be undone in an instant by some clumsy action or statement from a political appointee or elected official concerned primarily with fellating some domestic special interest group. 

Matt’s focus on “synchronicity” is apt. It will be a herculean task needing laser beam focus to get all of the USG players on the same message most of the time; even then some dissension and debate being showcased is itself a vital advertisement of the attractive nature of a liberal, open society and a sharp contrast with the dismally intolerant and brutally ignorant alternative our Islamist enemies have to offer. In pursuing that, I’d like to offer a few suggestions:

Credibility is the COIN of the Realm:

Matt touched on this but I want to give this principle added weight. For all our official, overt, communication by any spokesman representing the United States, the best long term strategy is a reputation of credibility. It may hurt to concede errors or enemy successes in the short run but having the global audience grdugingly concede that “the Americans speak the truth” adds momentum of every word, every idea and every action we undertake. It will not bring us love because oftentimes, our pursuing national interests will come at the expense of others but truth-telling will yield something more valuable, respect. No one cares to be treated as if they were a fool and most of the transparently self-serving gibberish official spokesmen offer up pays dividends only in contempt being added to the anger foreigners already feel at some of our policies.  Credibility is to the war of ideas what COIN is to guerilla warfare and it is a valuable and exceedingly rare quality because once your credibility is lost, it is lost.

Without Attention Being Paid All Our efforts Are Useless:

Credibility is not enough. Key messages or memes also have to be interesting. If people are not psychologically engaged in the presentation then they are not hearing it, much less reaching the points of comprehension, sympathy or agreement. American popular culture and commercial advertising is nothing short of an unrelenting global juggernaut that is eroding traditional mores of every society with which it comes into contact, yet our official proclamations remain starkly uninteresting even to most Americans so why should a Yemeni teen-ager or Afghan farmer tune in to what we are selling ? As long as our attempts at capturing attention remain at the level of dull mediocrity we can expect to fail.

Influence is a Long Term Investment:

The 1980’s saw a march toward capitalism and democracy in part because we were reaping the harvest of decades of student visas, cultural and scientific exchanges and consistent public diplomacy outreach. From Mongolia to Czechoslovakia Chile there were reformers taking power who were ” Chicago Boys” who had imbibed free markets at the feet of Nobel laureates. The National Endowment for Democracy, the USIA, VOA, Radio Free Europe and NGO’s like the AFL-CIO whose efforts and programs abroad were robust and self-confident. American society was permitted by the USG to sell itself. These things cost pennies on the dollar compared to having to  use hard power options and they lower our transaction costs when sanctions or military intervention is the order of the day.

Deception is Best Left to the Clandestine Operators :

HUMINT based strategic influence efforts, black propaganda and disinformation and various arts of deception will be better left to covert programs, plausibly deniable third parties and used sparingly and with subtlety. The increasingly “radically transparent” world ensures that too many sophisticated eyes with all sorts of agendas will be analyzing our official spokesmen 24/7. The best will can hope to accomplish is effectively framing our public message to be truthful and compelling. Any meme that is verifiably false, if we believe we must put it out into the global media environment, cannot have a return address.

IO is a secondary area of operations for the United States.  Good IO programs cannot remediate incompetent statecraft or poor military leadership or put a “happy face” on obvious disasters but poor or absent IO capabilities can fritter away the capital that successful diplomacy or military action can accrue when our enemies accusations go unanswered. 

Crossposted at Chicago Boyz

Steve DeAngelis had an excellent and timely post on the cognitive diversity involved in the creative process of innovation, working off an article in The New York Times, Innovative Minds Don’t Think Alike:

“The Curse of Knowledge”

“There is a lot of denial when it comes to the curse of knowledge. Nobody likes to admit that they are incapable of thinking out of the box. Entrepreneurs pride themselves on being able to envision the “next big thing.” Designers and inventors are always looking for better ways to do things. The good ones have learned tricks that help them break down the walls of knowledge. According to Rae-Dupree psychologists have conducted experiments that demonstrate that a person’s first instinct is to think about old things rather than new things. That’s not really surprising since we can only think about what we know.

‘Elizabeth Newton, a psychologist, conducted an experiment on the curse of knowledge while working on her doctorate at Stanford in 1990. She gave one set of people, called ‘tappers,’ a list of commonly known songs from which to choose. Their task was to rap their knuckles on a tabletop to the rhythm of the chosen tune as they thought about it in their heads. A second set of people, called ‘listeners,’ were asked to name the songs. Before the experiment began, the tappers were asked how often they believed that the listeners would name the songs correctly. On average, tappers expected listeners to get it right about half the time. In the end, however, listeners guessed only 3 of 120 songs tapped out, or 2.5 percent. The tappers were astounded. The song was so clear in their minds; how could the listeners not ‘hear’ it in their taps?’

….Rae-Dupree notes that there are ways to “exorcise the curse.” I have written about one of those ways before. Frans Johansson calls it “The Medici Effect” in his book of the same name. He argues in favor of creating a space in which people from diverse fields of expertise can get together to exchange ideas. The Medici’s, of course, were a wealthy and powerful Italian family who played an important role in the Renaissance. The family’s wealth permitted it to support artists, philosophers, theologians, and scientists, whose combined intellect helped burst the historical pall known as the Dark Ages. Getting people with different knowledge bases together means that none of them can remain within the walls of their own knowledge domain for long. As a result, good ideas normally emerge”

Read the rest here.

Acquiring disciplinary expertise typically takes approximately a minimum of 7-10 years for the student to master enough depth of knowledge and requisite skill-sets to become an expert practitioner. In many fields, notably pure mathematics, theoretical physics and musical composition, this period of early mastery is often the most fruitful in terms of significant contributions of new discoveries or the kinds of innovations that Mihaly Csikszentmihalyi and Howard Gardner consider to be “Big C” creativity. Einstein’s papers on Relativity or Newton’s early exposition of the Laws of Motion being the great historical examples of paradigm-shifting innovators. If a practitioner remains entirely in that field for their career, cultivating an ever greater and rarefied depth of knowledge ( and thus having fewer true peers and more disciples) further contributions are likely to be of the “tweaking” and “critiquing” variety. Useful but not nearly as satisfying as the grand “breakthrough” moment.

I suspect that the reason for this decline in major creativity has to do with two realities of expertise:

First, the analytical-reductionist emphasis on vertical thinking; cognitively, for an acknowledged expert, there is a great deal more time spent on mere data retrieval, interpretation within accepted frames and scanning patterns for consistency than there is original problem solving, questioning premises, speculating, imaginative brainstorming, analyzing anomalies and thinking analogically. The latter are too often the tools of the novice, the student, the child, the layman trying to grasp in the process of learning what  they do not yet fully understand. Too often these powerful ( though tiring and time consuming) cognitive skills are set aside in favor of operating on “autopilot” once the student has achieved mastery. Unless consciously practiced, the hard thinking tends to stop when one is constantly confronted by the routine.

Secondly, disciplinary fields, like all forms of collective human endeavor generate their own cultures with accepted norms, rituals, in-group terminology, orthodoxies, implicit and explicit rule-sets, authoritative hierarchies, politics, and peer presssures. As one gains seniority it becomes harder and harder to rock the boat because challenging one’s peers brings professional risk, social ostracism and conflict while validating the community’s beliefs yields rewards, advancement and praise. A phenomenon of human nature that has been observed by thinkers as disparate as Thorstein Veblen, Thomas Kuhn and Howard Bloom. Vested interests are irrational in their own defense. It is here that knowledge can be come a “curse” and expertise a form of incompetency or blindness to the larger picture ( “educated incapacity” in Herman Kahn’s terminology).

The answer to this problem requires actively determining how we will think about our knowledge. Steve pointed to cultivating “the Medici Effect” of multidisciplinary interaction in his post, a highly effective practice for organizations who want a work force rich in “intellectual catalysts”. To this, I would add another important set of variables: freedom and time. Seemingly non-productive activities, when we are “fooling around” appear to permit an indirect processing of information that leads to a burst of insight about the problem we have failed to consciously solve ( the “idea came to me in the shower” effect). Time needs to be set aside to explore possibilities with acceptance that not all on them are going to pan out ( Frans Johnansson covers these points at length in The Medici Effect). Permitting employees autonomy strikes at the power and culture of American middle-level management, which is why inculcating such practices often founder, even when introduced support of organizational leaders ( “leadership” and “management” are entirely different outlooks) due to the passive or active resistance of those whose position or status in the organization depends upon exercising control.

On the individual level, novelty is an important stimulus toward horizontal thinking. New concepts and experiences stoke our curiousity and “wake” our brains out of the usual, habitual, patterns in which we operate. Attention levels increase as we begin to operate at the beginning of the learning curve and start to recognize parallels and connections between old and new knowledge. We can also make deliberate choices to think “outside the box’ by voluntarily changing our position, perspective and scale, reversing our premises, engaging in counterfactual thought experiments and other lateral thinking exercises. In this way, we are more likely to be behaving metacognitively, aware of both our own thinking and more alert to the nature of the information that we are receiving.

We have something of a paradoxical situation. An untrained mind, looking at a field with “new eyes” is the one most likely to notice that which has eluded the expert of great experience but is least able to make use of, or even assess critically, the importance of their insights. A trained, disciplinary, mind has the capacity to extrapolate/interpolate, practically apply new insights or think consiliently with great effect but is the mind least likely to have any insights that could conflict with the major tenets of their disciplinary worldview.

Having the best of both worlds means avoiding either-or choices in cognition in favor of both. Analytical-reductionism and Synthesis-consilience have to be regarded by serious thinkers as tools of equal value. Imagination and vision should be as important to the genetic microbiologist or physical chemist as it is to the artist but they should be regarded as a complement to the scientific method and logical, critical, analysis, not as a substitute. Looking for alternative choices to a course of action should be valued as highly as correctly identifying the likeliest outcome of the action. We can embrace intellectual curiousity and shun “paralysis by analysis”.

Crossposted at Chicago Boyz.

APPLIED NEUROLEARNING

My copy of The Mislabeled Child by Drs. Brock and Fernette Eide, that I ordered through work last spring, finally arrived the other day ( Use private sector Amazon.com, the book arrives in a few days. Use an educational bureaucracy and it arrives five months later). I have been looking forward to reading this for some time ( literally).

The Drs. Eide, in addition to being authors, clinicians and researchers, also have two excellent blogs, The Neurolearning Blog and The Classical School Blog, where they share their professional expertise and deep interest in enhancing learning for children, particularly those in outlier populations with special needs. The Eides have been less active in the blogosphere this year but The Neurolearning Blog is one of my few daily “must reads”.

It’s a moderately thick text with an impressive bibliography for a book written for laymen rather than specialists. I look forward to diving in and learning something new!

INFORMATION VELOCITY: KNOWLEDGE OPPORTUNITIES OR WHITE NOISE?

Dave Davison at Thoughts Illustrated posted on Linda Stone, who was featured in the HBR List:Breakthrough Ideas 2007 ( which I picked up from Steve at ERMB) Dave wrote:

“Idea #7 a description by Linda Stone of her extremely apt phrase for our chaotic times: “Continuous Partial Attention (CPA)” .

“This constant checking of handheld electronic devices has become epidemic, and it illustrates what I call ‘continuous partial attention.’ Although continuous partial attention appears to mimic that much discussed behavior, multitasking, it springs from a different impulse. When we multitask, we are trying to be more productive and more efficient, giving equal priority to all the things we do—simultaneously filing or copying papers, talking on the phone, eating lunch, and so forth. Multitasking rarely requires much cognitive processing, because the tasks involved are fairly automatic. Continuous partial attention, by contrast, involves constantly scanning for opportunities and staying on top of contacts, events, and activities in an effort to miss nothing. It’s an adaptive behavior that has emerged over the past two decades, in stride with Web-based and mobile computing, and it connects us to a galaxy of possibilities all day every day. The assumption behind the behavior is that personal bandwidth can match the endless bandwidth technology offers.”

Stone argues that personal bandwidth is not up to the task and, as a result, a backlash to continuous partial attention has already started. She also worries that information overload will burn people out much more quickly as they strain to keep up with an increasing number of information sources all screaming for attention. “

It occured to me from Stone’s use of the term “scanning” that “continuous partial attention” is a behavior that probably has a strong evolutionary base as it would offer obvious survival advantages to early humans who manifested that kind of alert and reactive perception to minor changes in the immediate environment. A behavior that can be relaxed when we are in locales where our need for safety and security are relatively assured norms.

Scanning for information in Continuous Partial attention increases the velocity of information flow to the brain and we would be constantly assessing the value of the given information in terms of “spending” our attention by increasing our focused concentration and going “deeper”. Judiciously practiced, continuous partial attention would yield certain efficiencies in terms of time saved and increased probablity for generating bursts of insight. These would be moments where real learning could potentially take place, opportunities to acquire or, add to, useful knowledge.

The ability to assess information while it is in a dynamic state of flow would appear to be critical. Without that cognitive function establishing the moment for increased attention (and screening out the less valuable flows, the partial attention would come to resemble “white noise” where jumbles of data would represent a stressful, chaotic, environment in which thinking would be more difficult.

Dave is pointing to the development of visualization tools to help bring analytic order to a CPA state. It may be that some day, instead of scrolling through readers or meta-aggregators, we might have montages that we can view and then decide to click an image to read a particular post out of hundreds in just a a second or two; or symbolic ordering systems to classify new posts and articles according to our own criteria. A “visualization before reading” format.

Possibilities abound.

RELATED LINKS:

The Attention Economy And The Net

The Value of Openess in an Attention Economy

Attention Economy

John Hagel

A desktop reference for all visualizers : the Periodic Table of Visualization Methods –Dave Davison

Visual Literacy.org

INTELLIGENCE AND INTELLIGENCES – Zenpundit

Attention vs. Meaning – Dave Davison