At last, I have been freed from coordinating tests at the institute. It was a great experience, but a stressful one. Lots of mistakes were made, and as a result many great lessons were learned.
One of the most important lessons I learned was the difference between our perception of how things are running or should run at a given organization and how they are actually running.
Perceiving things as they really are is very important. When that is not the case, we don't get the results that we expected, which should be a strong indication that there is something wrong in our perception.
But knowing is not the only important cognitive faculty; the ability to connect the dots is also very important. Connecting between the dots is understanding; the dots themselves are the things we know which truly reflect reality.
The problems is sometimes we try to "understand" something that we either don't know it well enough or something we have a wrong perception of. So, in this case, the lines connect alright, but to illusionary dots.
The opposite is also a problem, namely having correct knowledge, but not being able to draw proper connections. In this case, trying to get results by trying to have the dots work together will not produce results because in reality they either are not connected or are connected in ways you haven't realized, or maybe you are missing important connection to dots you know. Getting the right results in many cases is dependant on getting several things to work together correctly, so you have to at least see the critical dots and be able to draw the critical correct connections (kinda sounds nice!).
1 comment:
i think what you state here is very important.
and i think it all comes down to realizing the goal.
your goal (if well defined) will dictate your dots and how to connect them.
when you join a group with a predefined goal that you my or may not agree with, its then when things get a bit messy.
as a result, goals must be dynamic and adaptive according to necessity
a good one ... c ya
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