Hyper-Learning Buchzusammenfassung - das Wichtigste aus Hyper-Learning

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Zusammenfassung von Hyper-Learning

Name: Hyper-Learning
Rating: 4.4 (298 reviews)
Author: Edward D. Hess

Edward D. Hess

How to Adapt to the Speed of Change

4.4 (298 Bewertungen)

20 Min.

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Hyper-Learning
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What’s in it for me? Become a hyper-learner to prepare for the future.

When humans moved from the African rainforests onto the open savannah thousands of years ago, they had to adapt rapidly. The very survival of our species depended on huge leaps of learning.

Now we face a very different challenge, though no less dramatic. We’re confronted with enormous technological change and the threat of losing our jobs to machines. To continue to flourish, we must become what the author calls “hyper-learners.”

In these blinks, you’ll learn what that means for you on a personal level – how your ego and your busy mind affect your ability to learn. You’ll also see how a modern corporation can implement a hyper-learning mindset, with collaboration and psychological safety at its core.

In these blinks, you’ll learn

that mindfulness is important to learning;
why getting granular can help you become more efficient; and
how a long-established insurance company transformed itself.

To become a hyper-learner, you first need to quiet your ego.

Picture a mid-morning work presentation. You’re listening to a colleague explain a new idea while standing in front of a whiteboard. After a while, she turns to the room and asks if anyone has any questions.

You ask one, challenging her idea. Then, politely and carefully, your colleague explains why you’re mistaken. But rather than listening to her answer, all you hear is her disagreeing with you. Inside, you feel embarrassed – even a little angry at being shown up in front of your teammates.

What’s happening here? Rather than entering into the debate objectively, and accepting that you might be wrong, you’ve let your ego get the better of you. That’s no way to learn.

The key message here is: To become a hyper-learner, you first need to quiet your ego.

Our egos often get in the way of any real learning. They convince us that we’re always correct – that our way of seeing the world is the right way. When our egos are wounded, we respond negatively. We shut down and act irrationally – even when, deep down, we know we might be wrong.

So the first step to becoming a strong learner is quieting the ego. It’s only when we can look at the world with humility, without our ego clamoring for attention, that we can see things clearly.

Let’s go back to the example of the work presentation, and consider a different approach. Rather than feeling irritated when your point is challenged, take some time to listen to the other person’s perspective and reflect on it. Ask her how she came to her conclusion and compare it to your own reasoning. Then, in a spirit of collaboration, calmly agree or disagree. But whatever you do, don’t identify with your ideas. You are not your ideas. The whole point of honest debate is to discover a better idea – together.

Freeing yourself from your ego requires you to redefine your identity. Maybe you've earned a PhD, or others have labeled you as "smart." While you can be proud of your accomplishments, viewing yourself as the best won't help you see the world from a new or contrasting perspective. Instead of resting on your past achievements, you should learn to define yourself by the quality of your thinking, listening, relating and collaborating. It’s only then that you’ll truly be able to learn.

Mindfulness meditation helps you prepare for learning.

Just as a big ego can get in the way of learning, so can a busy mind.

Imagine that you’re sitting in a lecture. But rather than hearing the lecturer’s words, you’re thinking about when the lecture will end. And that social media post you read earlier in the morning. And you’re also wondering what the other students think of you. Obviously, you’re not going to be absorbing much of the lecture. To do that, you need an empty, clear, focused mind.

There are two key mindsets that are integral to hyper-learning.

To become a hyper-learner, it’s likely that you’ll have to adapt your behavior. That might mean learning to become a better, more reflective listener, or improving your focusing skills. But before you change your behavior, you’ll need to change your mindset. Your mindset is something that is deeply ingrained – it determines how you act and think about any number of things. To become a hyper-learner, you’ll need to adopt not one, but two types of mindsets.

The key message is this: There are two key mindsets that are integral to hyper-learning.

Becoming a hyper-learner is behavioral.

After you’ve considered the kind of mindset required to become a hyper-learner, you’ll need to change your behavior. It’s not enough simply to believe that you want to change; you need to demonstrate it, too. That’s how you turn abstract ambition into action – and it encompasses everything from small gestures to the kind of language you use.

The key message here is: Becoming a hyper-learner is behavioral.

The story of W. R. Berkley shows how a company can adopt hyper-learning at its core.

The insurance corporation W. R. Berkley has a long and venerable history. It was founded in 1967 by William R. Berkley when he was a student at Harvard Business School; today, William is the executive chairman, while his son, Rob, is president and CEO. Throughout its existence, the company has prided itself on its people-centric culture, which it believes to be key to its success.

However, in recent years, leaders at the company realized that in order to stay relevant and flourish in the future, they needed to adopt a hyper-learning mindset.

Organizations of the future should adopt four key concepts.

It’s simple: businesses that stick to the old way of doing things won’t succeed in the future. Those who foster a culture of individualistic competition, top-down leadership, and fear of failure will just fade into obscurity.

As well as being unpleasant and soulless places to work, those kinds of organizations just don’t foster learning and innovation. If you’re scared of your boss or of losing your job, you’re never going to take the risks necessary to think outside of the box.

The key concepts of hyper-learning have already been central to many great thinkers, scientists, and leaders.

While fads and fashions pass, certain ideas persist. This is what wisdom is – what lasts. Whether it's having a quiet ego or an open mind, many of the ideas relevant to hyper-learning have been a cornerstone to the thinking of many brilliant minds.

Take Albert Einstein. He believed that imagination was more important than knowing. In other words, to make new discoveries, you can’t rely on what you know already; you have to be imaginative and think outside of the box. You have to keep starting over again. Einstein considered intelligence to be determined by one’s ability to change continually.

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Worum geht es in Hyper-Learning?

Hyper-Learning (2020) shows you how to adapt to a rapidly changing world in which technology threatens to make many skills redundant. By adopting a growth mindset, becoming less egotistical, and learning to collaborate, you’ll be ready to face the future.

Wer Hyper-Learning lesen sollte

Those looking to optimize their learning skills
Business leaders who want to harness innovation
Anyone worried about a future of enormous disruption and change

Über den Autor

Edward D. Hess is an American academic and author. For more than twenty years, he was senior executive at Warburg Paribas Becker, Boettcher & Company, the Robert M. Bass Group, and Arthur Andersen. Today, he teaches at the Darden Business School at the University of Virginia.

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