Underlying logic and managers
Why are some people able to stand alone in just two years after graduation, while others have been working for more than a decade and are still proving their worth by jumping jobs at a premium?
What is the underlying logic
The so-called "underlying logic" is simply "seeing the essence through the phenomenon". It is an analytical method that is simple to say, but it is not easy to translate this analytical method into an individual's usual ability to analyze and solve problems. This method includes deduction, inductive summarization, and even refinement; it requires rational logic and proper imagination. Once you have such an ability, many things in life and work will be simplified. This is an extremely useful methodology.
What really opens up the gap between people is a person's "bottom ability".
What is "underlying capability"? It's the abilities that are obviously important, but you always overlook.
This ability is available to everyone, and the key lies in whether you can use it well and whether you can exert its value.
The better people are, the more they value their underlying abilities.
Because he knows that the bottom ability is the foundation that helps him jump to the top of the workplace pyramid, the foundation is not solid, the ground is shaking, and only when he uses these lowest level abilities can he derive other more diversified abilities.
So, what kind of underlying ability will make a person more and more excellent?
If you're observant, you'll find:
What really opens up the gap between people is a person's "bottom ability".
What is "underlying capability"?
The "underlying capabilities" are those that are obviously important, but you always ignore them.
Entrepreneur Feng Lun once said such a sentence:
The true greatness of a person is not in leading others, but in managing oneself.
Deeply. The difficulties of life are nothing more than wanting too much and asking too little for myself.
But I don't know that a person's biggest enemy is often himself.
Managing oneself well is a person's greatest skill.
How to manage yourself? You can manage at least five aspects of yourself:
Mouth, hands, feet, heart and body.
What is the "Curse of Knowledge"?
The concept of the "curse of knowledge" got its name from a study conducted by the American psychologist Elizabeth Newton at Stanford University.
She designed a game that divided participants into two types of characters: "Knocker" and "Listener."
Each "knocker" will get a list of 25 well-known songs, such as "Happy Birthday to You", "The Star-Spangled Banner Never Falls", etc., and then the "Knocker" needs to choose a song from it, knock the rhythm to the "listener" by tapping the table, and let the other party guess the song name.
The game sounds simple, but the result is unexpected, and very few "listeners" can actually guess the song correctly.
The results showed that the "percussor" typed the rhythm of 120 songs, while the "listener" guessed only 3 of them. The equivalent of only 1 hit in 40 hits is the correct solution. In previous predictions, the "knocker" predicted that the probability of the "listener" guessing correctly was 50%.
Why is that? The reason is simple, when the "knocker" knocks, the melody of the song of his choice is always looping in his mind. But for the "listeners", they don't know what the song is, they can't hear the tune, and the only thing they can hear is the sound of their fingers tapping on the table:
Da, da, da, da...
As a "percussionist", he already has the details of the song, so it is difficult for him to understand why the rhythm of his own percussion is so obvious, while the "listener" cannot hear what the song is.
This is the "curse of knowledge."
How did the "curse of knowledge" come about?
The "curse of knowledge" is a cognitive bias that stems primarily from information asymmetry between people.
Because each person has different growth experiences and different environments, they often form different cognitions, and in communication, they often unconsciously impose their own cognition on others and produce "natural" ideas. Information asymmetry leads to cognitive bias.
There is a story: in the early years, there was a beer called Shulitz in the United States, and in the beginning, this beer did not sell well, because there was no selling point, so it was not popular.
One day, Shulitz's boss met the famous advertiser Hopkins on the train, quickly asked him what to do if the company's beer did not have a selling point, and asked Hopkins to write an advertisement for the company's beer.
After listening to the Shulitz boss explain the entire process of beer production, Hopkins wrote an advertisement: "Every bottle of Shulitz beer must be blown with high temperature and pure oxygen before filling, in order to ensure the taste of the taste." ”
Boss Shulitz felt joking, because what Hopkins wrote was just an ordinary part of the beer production process, and all beer production processes were like this, and they needed to be blown by high temperature and pure oxygen, otherwise the beer would be broken. How can this be considered a selling point?
However, unexpectedly, it was precisely because of this advertising slogan that Schulitz beer sold well and became a best-selling brand among beers. This is precisely the cognitive bias. Shulitz's boss has been dealing with beer for many years and knows the production process of beer very well, so he thinks everyone should understand it. But in fact, except for beer producers, basically all consumers are laymen and do not know that beer high temperature pure oxygen blowing is the standard process.
The more familiar a person is with something, the easier it is to fall into the "curse of knowledge." Why do many programmers often complain that others "can't even do such a simple operation?" "It's because they're very good at what they're in their area of expertise, and they ignore how well other people understand computers."
In the workplace, information asymmetry abounds. In the case of managers and employees, the information that managers are exposed to is not the same as the information that employees see.
A truly powerful person does not depend on how much knowledge he has, but on how much value he creates with this knowledge.
The easier the road, the harder it is to go back, and the right way, the easier it is to go back.