Slamet Hendry

learningorg

We are living code

“We are living code. When you look at the human brain, our ‘computing centers,’ so to speak, you see a lot of coding. We run on scripts, arguments, memories, value systems, and beliefs that are programmed by our interactions with people and our experiences navigating the world.

For the most part, we don’t have a say in how we are programmed until we experience larger shifts in adulthood. Later in life, we are able to exercise individual agency more directly, and ask ourselves: ‘What data sets are you downloading?’ Behavior is coded by a variety of stimuli and responses, and human technology is by far the most advanced technology we have.”

~ Patrycja Slawuta

#quotes #learningorg

Learning React

In the past month, I have been learning React JS on my own. There are many tutorials on the internet and create-react-app also has hundreds of templates.

But I could not find one that specifically do what I wanted, so I had to do a lot of trial and error. How hard can it be? Harder than I thought, but eventually I got it working. 😎

Maybe there is another fellow learner out there who has the same need: web app that is protected by login and is multi-language. So I shared my codebase for others to copy and use as a starter template. The codebase is on my GitHub repo.

I hope it is useful.

#learningorg

How hard can it be?

I am working on a personal project and I need a dashboard to analyse my data that is hosted in the cloud. So I thought, “how hard can it be” to set up my own dashboard server, given that I developed and ran my own chatbot server last year?

Not as easy as I thought, but too late. Eventually, I did it. Yay!

And it got me into a reflective mode.

“How hard can it be?” is a question that, depending on context and tone of voice, can have side effect. Use with care.

If we utter it to someone more junior or less experienced, please be kind not to offend the receiver or damage his/her self-confidence. If the receiver is a subject matter expert in the “it”, check first that we know the subject well enough so we don't look like a fool.

Probably it is better to ask “what does it take to accomplish it?” We move the discussion toward analysis and effort estimation, so it is more constructive and builds up morale.

But “how hard can it be?” is not to be avoided altogether, especially if asked to ourselves. If we actually do not know what it takes to accomplish “it” and we are curious to know, then “how hard can it be?” is a challenge to spur us into action rather than analysis paralysis.

“How hard can it be?” I don't know. Let's find out.

Caveat emptor. In life, there are always things to do and competing priorities. Chasing after “how hard can it be?” ought to be weighed in light of other priorities. Proceed with care.

And once we find out how hard it can be, we need to be willing to admit if we are wrong. Because despite not knowing the answer to “what does it take to accomplish it?”, we typically ask “how hard can it be?” with some preconceived assumption of “how hard” it is. And once we do “it”, we eventually find out “how hard” it is – which can be easier or harder than our assumption.

And that is okay if we are wrong. The important part is that we get “it” done and learn what it takes to accomplish “it”.

Have a nice day.

#learningorg

Collective strength

Our muscle is a complex construction that is very fine-tuned. My muscle would ache in different place and in different way depending on the extended exercise I do. The keyword here is “extended” – light and short exercise would not reveal the difference.

For example, running 10 km at 6 min/km has a different impact from running 10 km at 7.5 min/km which has different impact from walking at 10 min/km. The pain from the walk is no less than the slow run nor the fast run, but different.

Likewise in leading a team, different objective and pace will put stress in different place in the team. As a leader, it is my role to be sensitive to each of my team members and to give the right kind of help to the individual who needs help and to push the individual who can handle more difficult challenge. I avoid leading with “one-size fits all” approach.

The team is collectively stronger when I recognise and appreciate the diversity and optimise it accordingly.

#learningorg

Relearners

“The most effective leaders I know are all relearners.

You have learners, unlearners, and relearners.

Most folks stop at learning. A fraction go on to unlearn what they learned, but stop there. This isn't an actual improvement until they start relearning.”

~ Channing Allen

#quotes #learningorg

Invest in yourself

“There's one investment that supersedes all others: Invest in yourself. ... Nobody can take away what you've got in yourself—and everybody has potential they haven't used yet. If you can increase your potential 10%, 20% or 30% by enhancing your talents, they can't tax it away. Inflation can't take it from you. You have it the rest of your life.”

~ Warren Buffett

Source: Forbes

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Shop Class as Soulcraft

“Those who work in an office often feel that, despite the proliferation of contrived metrics they must meet, their job lacks objective standards of the sort provided by, for example, a carpenter's level, and that as a result there is something arbitrary in the dispensing of credit and blame.”

“Corporations portray themselves as results-based and performance-oriented. But where there isn't anything material being produced, objective standards for job performance are hard to come by.”

“Failures often force you to ask a favor of someone else ... Such an experience of dependence makes you humble, and grateful.”

~ Matthew B. Crawford

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Note: “Shop Class as Soulcraft” was Matthew's first book. He also wrote other books.

10 Innovation Proverbs for Leaders

I received this from Joyce Wycoff a long time ago. It's interesting that what many people claim as “innovation” would not qualify as innovation according to below.

  1. PEOPLE do innovation.
  2. Innovation means doing something that has not been done before. By definition there is risk involved. No risk; no innovation.
  3. Innovation is a win-win process. It creates new value for the customer and the organization.
  4. Innovation is a team sport. Teams are built around a common objective and trust.
  5. Innovation requires risk. Risk-taking requires trust. Trust requires honesty and openness.
  6. Innovation requires energy. Energy comes from challenges that excite the imagination.
  7. Innovation is about creating the future. Cost-cutting and downsizing are about fixing the past.
  8. Innovation is not just a rah-rah word or fad. It is an investment in the future that requires new processes, time, energy, commitment and resources.
  9. Innovation requires new information — from co-workers, customers, suppliers, competitors and from the world.
  10. Innovation requires time — time to think, time to tinker, time to talk about possibilities and ideas. Down-to-the-second controls can kill innovation.

by Joyce Wycoff

#learningorg #design

“All growth is a leap in the dark, a spontaneous, unpremeditated act without benefit of experience.” Henry Miller

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Building a learning organisation

This post is my notes for a talk that I recently gave at a webinar organised by a friend.

Photo: Unsplash

I learned about learning organisation from Peter Senge's book – The Fifth Discipline – a long time ago. “A learning organisation is a company that facilitates the learning of its members and continuously transforms itself.”

In the book, he talked about five characteristics of learning organisation: Systems thinking, Personal mastery, Mental models, Shared vision, and Team learning.

Here, I share my lessons learned of the above characteristics from a different angle: – Feedback loop – Diversity – Lateral development – Body of knowledge – Continuous learning

Read more...

Leaders of tomorrow

Finding potential leaders and developing them require investment in time and resources. It goes beyond “training” programmes.

Each future leader is unique and flourishes best in a different way. We need to give each of them the due attention and cater to their individual development needs according to their uniqueness – not “one size fits all” approach.

Furthermore, the type of leaders we develop reflects the type of leaders we are, so we need to “walk the talk” and be authentic. As leaders, we need to keep learning and continuously improve to be better role models.

The leaders of tomorrow were planted yesterday. If we do not plant today, do not be surprised if we get no leaders in the future.

#learningorg