Have you ever seen an airplane-related disaster in an in-flight movie? I doubt you'll see Snakes on a Plane on your next flight to LA. The criteria the airlines use for selecting onboard film entertainment probably eliminate anything that might make passengers uneasy.
Relying on others to choose your onboard entertainment restricts your film choices to meet criteria set by others. The airlines' goal is not merely to entertain — they want to entertain without the risk of creating anxiety or fear in some passengers. Even if you personally wouldn't experience anxiety from watching Snakes on a Plane, on a plane, people who don't know you are making the choice for you. And even if they did know you, they would still be concerned about other passengers.
As it is with entertainments, so it is with learning. Most of us learn from the stream of knowledge that comes our way by happenstance. Unless you take charge of your own learning, what you learn might be determined by the biases and preferences of others. Here are some examples, with suggestions for taking charge.
- Mass media
- Broadcasting, film, newspapers, magazines, and books provide most of the curriculum of our own personal learning. Revenue goals certainly influence the content decisions of media organizations, and for most of these outlets, achieving balance in your own personal education is not a goal.
- But with some effort, you can get balanced, provocative content from mass media. Avoid scandal sheets and exploiters of incendiary or titillating topics, because their primary focus is revenue. Do you seek unusual sources with clear records of achievement? Do your mass media sources regularly set exemplary educational standards?
- Friends, relations, and acquaintances
- In conversations with people in our immediate social circles, we exchange what we've learned elsewhere, occasionally delivering original thoughts. But few of us actually seek connection with people for their ability to present provocative ideas.
- You can't Do you seek connection
with people who can set
your brain in motion?do much about choosing your relatives, but you can choose friends and acquaintances. Do you seek connection with people who can set your brain in motion?
- Employers and certification organizations
- When employers and certification organizations consider what they would like you to learn, they tend to emphasize their own near term needs — this year's technologies, or the next couple of years at most. But your career lasts longer than that, and your own need for income and stimulation have a more distant time horizon.
- When you use employer resources to fund your learning, and when you seek professional certifications, do you set objectives that produce lasting value? Neglecting your long-term goals can produce a storehouse of knowledge with relatively short shelf life.
To gain the learning advantages you want and need, select at least a few sources that nobody has screened for you, and that nobody has recommended. That can be scary. Be certain that you're scared enough. 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 welcomeWould you like to see your comments posted here? rbrenpgNyqzTOBUismhjaner@ChacCekajfZnmglzEYQaoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Keep a Not-To-Do List
- Unless you execute all your action items immediately, they probably end up on your To-Do list. Since
they're a source of stress, you'll feel better if you can find a way to avoid acquiring them. Having
a Not-To-Do list reminds you that some things are really not your problem.
- The Shower Effect: Sudden Insights
- Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why
didn't I think of this before?" What causes these moments? How can we make them happen sooner?
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- Intentionally Unintentional Learning
- Intentional learning is learning we undertake by choice, usually with specific goals. When we're open
to learning not only from those goals, but also from whatever we happen upon, what we learn can have
far greater impact.
- Paradoxical Policies: II
- Because projects are inherently unique, constructing general organizational policies affecting projects
is difficult. The urge to treat projects as if they were operations compounds the difficulty. Here's
a collection of policies for projects that would be funny if they weren't real.
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenneasXbdYnkCgCnhPner@ChacLvKgiYhdVSKKlTjpoCanyon.com or (617) 491-6289, 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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.