imagination   1745

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What It’s Like to Have Multiple Personalities
> If one of my personalities went to the store, I might have a vague memory of going to the store, but
> it’s like watching a movie — a movie you’re not very invested in because you forget the details and it’s
> boring.

Interesting that this person says it's a function of the power of eraly childhood imagination:> I told myself I wasn’t scared.
> I’m not scared, I’m playing pretend. I’m a rabbit, hiding from foxes.
> Over time, doing that for long enough, it solidified. After a while, you do it long enough, under
> circumstances that are extreme enough, when you’re that young and you have that big an
> imagination, it just makes more sense, and it feels safer to believe you’re a rabbit than know you’re in
> danger. That’s how different personalities develop. It’s coping. It’s survival.
mpd  dissociation  imagination 
4 weeks ago by patrickandrews
To Be a Better Leader, Ask Better Questions
May 9, 2019 | WSJ | By Hal Gregersen. Dr. Gregersen is executive director of the MIT Leadership Center, a senior lecturer at the MIT Sloan School of Management and author of “Questions Are the Answer.”

1. Understand what kinds of questions spark creative thinking. The best questions really knock down barriers to creative thinking and channel energy down new, more productive pathways. A question that does has five traits. It reframes the problem. It intrigues the imagination. It invites others’ thinking. It opens up space for different answers. And it’s nonaggressive—not posed to embarrass, humiliate or assert power over the other party. Ask employees: “What are you wrestling with and how can I help?” Ask customers and supply-chain partners: “If you were in my shoes, what would you be doing differently than what you see us doing today?”
2. Create the habit of asking questions. in the early stages of building your questioning capacity, it’s helpful to start by copying other people’s questions. It’s the equivalent of practicing your scales. Once you’ve got the scales down, you can start to improvise..... management thinker Peter Drucker, liked to jump-start strategic thinking by asking: “What changes have recently happened that don’t fit ‘what everyone knows’ ”?

Another example: A leader in a consumer packaged-goods company constantly asks: “What more can we do to delight the customer at the point of purchase? And what more to delight them at the point of consumption?”......builds the habit of thinking in questions, which, in turn, leads to daily inquiry about matters large and small, and an organization that keeps pushing its competitive advantages forward.
3. Fuel that habit by making yourself generate new questions...... generate new and better questions, not to cap your questioning career at the level of playing flawless scales.
4. Respond with the power of the pause. When someone comes to you with a problem, don’t immediately respond with an answer. ........Instead, make it your habit to respond with a question—ideally one that reframes the problem, but at least one that draws out more of your colleague’s thoughts on the matter. ....not talking about the cop-out rejoinder of, “Well, what do YOU think we should do?” Help the person think through how the decision should be made, with questions like: “What are we optimizing for?” “What’s the most important thing we have to achieve with whatever direction we take?” Or: “What makes this decision so hard? What problem felt like this in the past?” You'll be teaching your colleagues the value of pausing to get the question right before rushing to the answer. And nine times out of 10, you’re going to wind up with a better answer than the one you would have blurted out with less deliberation.
5. Brainstorm for questions. Whenever you/ your team finds itself at an impasse, or there is a sense that some insight is eluding you regarding a problem or opportunity, just stop and spend four minutes generating nothing but questions about it--question bursts. Don’t spend a second answering the questions, or explaining why you posed a certain one. As in brainstorming, go for high volume and do no editing in progress. See if you can generate at least 15-20.
6. Reward your questioners. Bosses should reconceive what their primary job is. They aren’t there to come up with today’s best answers, or even just to get their teams to come up with them. Their job is to build their organization’s capacity for constant innovation.
Their enterprise’s future—and their own career trajectory—depends on their resolve to ask better questions.
books  brainstorming  creativity  creative_thinking  habits  imagination  innovation  leaders  nonaggressive  organizational_capacity  Peter_Drucker  power_of_the_pause  problem_framing  questions  strategic_thinking 
6 weeks ago by jerryking
The Pedagogy of Design in the Age of Computation: Panel Discussion - YouTube
“I wish y’all could teach designers without using any Adobe products.” —@tchoi8 (9:11)

“Michael Rock, would say that ideally the things that you are learning in a school setting should stick with you […] throughout your entire career. […] I think critical thinking, historical references, […] space, time, community — that’s much more valuable.” —@mind_seu (12:48)

In response to “Can you teach curiosity?” @mind_seu: “…this sinking feeling that the more that I learn, the less that I know. On the one hand, it’s exciting & it makes you more curious to go into this worm holes, but on the other side it brings you into this state of insecurity”

In response to the same @tchoi8: “… curiosities can be stolen away from an individual when there’s a discouragement or peer pressure in a toxic way. I think people, including myself, lose curiosity when I feel I can’t do it or I feel less equipped than a student next to me. In technical courses, it’s very easy to create a dynamic in which the start student, who probably has done the technical exercises before, end up getting most attention or most respect from the class. We [at @sfpc] try to revert that [discouragement] by creating homeworks that are equally challenging for advanced and beginner students and that opens up dialogues between students. For example, [goes on to explain an assignment that involves transfer of knowledge (at 22:22)]”

In response to “Can you teach autonomy?” @mind_seu: “Whether you can teach someone autonomy or not, again is maybe not the right question. Why do we want to solve problems by ourselves? I think it’s trying to work with people around you who know more than you do and vice versa, so you can work together to create whatever project you’re trying to implement. But going into a tutorial hole online to do something on your own? I don’t know if we actually need to do that. These tools… we’re trying to build collectives and communities, I think, and maybe that’s more meaningful than trying to do something on your own, even if it’s possible.” [YES]

[See also:

Mindy Seu

Taeyoon Choi

Atif Akin

Rik Lomas ]
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6 weeks ago by robertogreco
Aphantasia: 'My mind's eye is blind' | Hacker News
Most people can close their eyes and conjure up images inside their head such as counting sheep or imagining the face of a loved one.

But Ed Catmull, 74, has the condition aphantasia, in which people cannot visualise mental images at all.
7 weeks ago by manu_j
Join us in ONE HOUR for . Talking (always) about and tonight focusing on RESILIENCY.
imagination  imaginEDchat  from twitter_favs
7 weeks ago by tolkien
When the Mind’s Eye Is Blind – Scientific American – Medium
itects and scientists. Jonas Schlatter, for example, creates Web sites for a start-up that he founded. His business partner thought it a bit odd that he used whiteboard, paper and a pencil in the design process. But Schlatter now understands that this approach is the only way that he can anticipate how the Web pages will eventually look.
imagery  mind  consciousness  imagination 
11 weeks ago by patrickandrews

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