kevin ashton 2015
story of helicobacter pylori stops at discovery of helicobacter and does not progress to microbiome
the final step of expertise is the first step to beginner’s mind: knowing what you assume, why, and when to suspend your assumptions.
"The Getzels-Jackson effect is not restricted to schools, and it persists into adulthood. Decision makers and authority figures in business, science, and government all say they value creation, but when tested, they do not value creators.
Why? Because people who are more creative also tend to be more playful, unconventional, and unpredictable, and all of this makes them harder to control. No matter how much we say we value creation, deep down, most of us value control more. And so we fear change and favor familiarity. Rejecting is a reflex."
26% in 'How to Fly a Horse' by Kevin Ashton
"The fact that Galambos eventually turned out to be right is beside the point. Organizations are not supposed to work this way. Brilliant, innovative thinking is meant to be encouraged. Galambos and his idea should and could have made a beachhead on a whole new continent of fertile research opportunities. Instead, important discoveries about glia and the brain were delayed for decades. We are learning things today that we could have found out in the 1970s. So why would a distinguished scientist like David Rioch be provoked to anger by an idea proposed by an equally distinguished scientist like Robert Galambos?
The problem was not Rioch. Robert Galambos’s story is typical—it happens in almost every organization almost all the time. Kelly Johnson’s is not. Both men are examples of what management scholars Larry Downes and Paul Nunes call “truth-tellers”:
Truth-tellers are genuinely passionate about solving big problems. They harangue you with their vision, and as a result they rarely stay in one company for very long. They are not model employees—their true loyalty is to the future, not next quarter’s profits. They can tell you what’s coming, but not necessarily when or how. Truth-tellers are often eccentric and difficult to manage. They speak a strange language, one that isn’t focused on incremental change and polite business-speak. Learning to find them is hard. Learning to understand them, and appreciate their value, is even harder.
"Truth-tellers are a bit like the glia of organizations: long overlooked, yet essential for regeneration. They may not be popular. The truth is often awkward and unwelcome, and so are the people who tell it.
As we have seen in our discussions of rejection, confrontations about ideas are hardwired into human nature. The hallmark of a creative organization is that it is much more receptive to new thinking than the world in general. A creative organization does not resent conflicts over concepts; it resolves them. But most organizations are not like Lockheed—they are like Walter Reed. So most truth-tellers are not treated like Kelly Johnson—they are treated like Robert Galambos. We do not walk in a welcoming world when we are given the gift of great thoughts. Great thoughts are great threats.
57% in 'How to Fly a Horse' by Kevin Ashton