Why Self-Learners Rule The 21st Century

Why Self-Learners Rule The 21st Century

Sep 1, 2016 | Thinking Better

This is the fifth post of a series on Individuality. Check out the first, second, third, and fourth article.

 

Self-learners rule the 21st century. Never before has it been so important and so easy to be an autodidact. Why? Because information is abundant and free.

 

If in times past self-learning was optional, today, not so much. Being able to educate ourselves is an essential skill to get ahead in this century.

 

It goes without saying that the Internet has completely transformed the way we learn and interact with information. Knowledge is no longer a privilege owned by a select few, locked up in institutions of higher learning or university libraries; it belongs to the mass. Anyone can access and generate new knowledge, repackage it and spread it back to the public. The cost of transmitting knowledge is close to zero.

 

Yet there is still a cost to be self-educated in the 21st century. It may not be money, but it still requires time and effort on our part. The good news is that it only depends on us. The bad news is that it only depends on us.

 

I’d say take it as good news, because if you embrace self-learning, opportunities await.

 

Because of information abundance, new phenomena emerge in society. New opportunities surface that previously were not prominent. What kinds of leadership are up for grabs in the Internet age? How do you distinguish yourself amidst the chatter, tweets, snaps, and selfies?

 

Here are 4 core ways you can create opportunities for yourself in the 21st century. Hint: all of them require self-learning.

 

Stories, Not Facts

 

With facts only a few keystrokes away, it is no longer crucial to be the person with an encyclopedic brain. Any ol’ John Doe can fact-check. Plus, no matter how much trivia a person knows, he can’t beat the collective knowledge of thousands of people. Wherein then lies the expertise?

 

The pivotal skill is in what one does with his knowledge. It’s not enough to know; you need to process that knowledge and produce something else. Memorization for the sake of memorization is becoming obsolete, unless your work needs to be done without the Internet.

 

Because information is ubiquitous, people naturally get overwhelmed. Out of this information-fatigue, a need emerges for leaders who can make some sense out of the facts. These are the people who can weave information together into stories, see nuances, assess and analyze. They are the ones who can synthesize across different subjects and disciplines, contextualize information, see connections and errors, and discern the signal from the noise.

 

There’s a new breed of leaders and influencers who curates and guides people to go where they need or want to go. Coaches, mentors, and thought leaders who can say, “Pay attention to this. Ignore that,” are born, because people don’t want to know everything; they just want to know the important things.

 

This guiding skill is a subjective one—no two people can do it exactly the same way. There’s no formula that you can plug in for every circumstance. The ones who can seize these leadership opportunities are the self-learners, those who can tap into their individualities to learn and create. They are the ones who can discover and tell their own stories.

 

Intrinsic Motivation, Not Carrots and Sticks

 

Udemy, Coursera, Khan Academy, MIT OpenCourseWare. The world of Massive Open Online Courses (MOOC) is here, and it’s here to stay. Traditional universities are adapting to this development. Courses and great teachers, previously enclosed within university walls, are now accessible to the world much at a low cost or for free. Does that mean, though, that everyone now is as educated as a top university graduate?

 

Not really, because most people don’t take advantage of them. So for them, it doesn’t make any difference whether there’s one free course or a 4-year’s worth of college degree out there.

 

Who benefits the most from these online courses? Who would sign-up and follow the curriculum? Who will actually stick to the program and finish the whole way through? Only a very small fraction of the population: the highly motivated self-learners.

 

Have you ever tried taking a free online course? It’s quite challenging, because self-education requires greater discipline than imposed learning. When other things compete for your time, especially when you pay nothing for the course, most people would choose to abandon it. Maybe “choose” is not the right word here; most people will let the course be abandoned.

 

There’s a good explanation for this. When it comes to learning, we are trained most of our lives to respond to carrots and sticks—rewards and punishments. When these things are taken away, the external incentives disappear. There’s no major incentive for the learning itself and no punishment when an assignment is skipped. What remains is the intrinsic motivation, which, if absent, then all the MOOC in the world would not make any difference.

 

To take advantage of the world of MOOC, we’d have to re-program ourselves to commit harder and persevere. We ought to cultivate the love of learning and know how to maintain our own curiosity. Further, we should also know what courses to take that will best serve our time. Is committing tens of hours for a course worthwhile to do in the context of our life goals?

 

Of course as humans we still respond to incentives and losses, but the difference now is that we have to know how to set these up ourselves, not relying on someone else’s watch. Know what motivates yourself and propels you to move. Put money into it if necessary; have some skin in the game.

 

The world of MOOC is not education by checklist: fulfilling requirements to get a degree. Rather, it’s a purpose-driven one. You’ve got to make the courses work for you, not you for them. They need to serve your purpose, your goals.

 

Ch-ch-ch-changes

 

With the democratization of information, the dynamic of knowledge also changes. Knowledge morphs in a much more rapid pace than ever before, so it’s easy to be overwhelmed, feeling like you’re always behind, and always playing catch-up. In many fields, it is no longer sufficient to rely on classroom instructions. That degree you aspire to for 2 or 4 years may be obsolete by the time you graduate. The textbooks you study are already outdated by the time they get printed, because much more new knowledge has been generated during the time the book gets edited, compiled, proofread, and printed.

 

It is no longer enough to know a set of knowledge. One has to also know how to manage the changing world; how to always learn and keep up with new developments; how to contextualize knowledge; how to understand the arc in the history of a field. Skills are needed to keep a pulse on new developments without becoming a wired-rat that chases every new and shiny thing. While keeping one eye on new developments, the other eye needs to discern timeless principles through reflection.

 

These skills, which are lifelong assets, are not normally taught in schools. So what you need to do is to complement school with your own learning, because these skills have become essential to succeed. There’s never a time when you can relinquish the responsibility of educating yourself completely to other people. You need to seek them out yourself, develop your own method, find others who have figured it out, and seek pointers.

 

Gone are the days when you can get degrees and sit comfortably on them for the rest of your life. The types of work that does the same thing every single day is fading fast from our society. Those industrial days are gone and they’re not coming back. Today, life is about re-investing in and re-inventing ourselves.

 

Actions, Not Theories

 

Because new knowledge is unpredictable, it’s futile to sit and wait until you know everything to start doing anything. Action is more important than theories. Move and discover, and the learning will happen along the way. Those lessons learned may change too, though, so don’t hold on to pet theories too tightly. Experiment and see what holds true.

 

Practitioners and empiricists are becoming leaders these days. I should mention that the experiments they do are not the ones outlined explicitly step-by-step with expected results, like in school. These are the experiments that true innovators do, discovery by trial and error. Based on the results, they tweak, iterate, and refine.

 

The skill to experiment, to ask questions and develop methods to answer them ourselves, to think, to do, and to evaluate, is much in need today. It requires initiatives and it engages a person’s mind, body, and soul. It’s not easy, but those that develop it are going to be the leaders in this century.

 

—

 

I hope I’ve convinced you that it is imperative for all of us to develop and refine our self-learning skill. There simply is too much to lose otherwise. The great news is that this skill is not a magical superpower. Rather, it is more like a muscle that exists in every single person. It can be developed. Its growth depends on its usage and continuous practice.

 

Everyone can be a self-learner. I believe everyone has the stuff needed to be a leader in the 21st century and make an impact in other people’s lives. Use them, start taking actions; don’t wait until someone else tells you to.

 

Want more? Check out the others posts in the Individuality series:

Individuality: What Makes You, You

Individuality and Creativity: A Christian Perspective

Hamilton: How Genius Work Happens

Curiosity: The Key to Maximal Learning

 

Honda’s Three Joys: How the Founder Understands Human Psyche

Honda’s Three Joys: How the Founder Understands Human Psyche

Aug 24, 2016 | Thinking Better

Ever owned a Honda? I have one. And I enjoy driving a Honda.

 

While reading the book A Whole New Engineer by David Goldberg and Mark Somerville, a brilliant piece on the coming revolution in engineering education, I came across this gem from Soichiro Honda, the man who originated the now-giant car company.

 

In 1951, he wrote this manifesto to his employees in a company newsletter, also known as Honda’s Three Joys. You can find it here.

 

Honda Monthly No. 4

December 1, 1951

 

The Three Joys

 

I am presenting “The Three Joys” as the motto for our company. These are, namely, the joy of producing, the joy of selling, and the joy of buying.

 

The first of these, the joy of producing, is a joy known only to the engineer. Just as the Creator used an abundant will to create in making all the things that exist in the natural universe, so the engineer uses his own ideas to create products and contribute to society. This is a happiness that can hardly be compared to anything else. Furthermore, when that product is of superior quality so that society welcomes it, the engineers joy is absolutely not to be surpassed. As an engineer myself, I am constantly working in the hope of making this kind of product.

 

The second joy belongs to the person who sells the product. Our company is a manufacturer. The products made by our company pass into the possession of the various people who have a demand for them through the cooperation and efforts of all our agents and dealers. In this situation, when the product is of high quality, its performance is superior, and its price is reasonable, then it goes without saying that the people who engage in selling it will experience joy. Good, inexpensive items will always find a welcome. What sells well generates profits, as well as pride and happiness in handling those items. A manufacturer of products that do not bring this joy to people who sell those products is disqualified from being a manufacturer worthy of the name.

 

The third, the joy of the person who buys the product, is the fairest determiner of the products value. It is neither the manufacturer nor the dealer that best knows the value of the product and passes final judgment on it. Rather, it is none other than the purchaser who uses the product in his daily life. There is happiness in thinking, “Oh, I’m so glad I bought this.” This joy is the garland that is placed upon the products value. I am quietly confident that the value of our company’s products is well advertised by those products themselves. This is because I believe that they give joy to the people who buy them.

 

The Three Joys form our company’s motto. I am devoting all my strength in order to bring them to reality.

 

It is my hope that all of you, as employees of the company, will exert every effort so that you never betray this motto. I also hope that our agents will understand my desires in this regard so that we may continue to benefit from cooperation.

 

In the post-WWII era of assembly lines, in a mechanistic industry such as car manufacturing, I love that Honda understood that his was a human endeavor. Given that everyone involved was human, it was important to him to establish joy as the essential drive to live and work well. In a sense, this newsletter is very much in sync with our generation’s aspirations of combining work, passion, and play into one.

 

These three joys capture the essence of doing good work, that there’s pleasure in doing something well and doing something right. They’re timeless principles that every organization would do well to emulate.

 

Still curious? Couple this with how engineering needs to be a work with soul, using individuality as an asset in the joyful act of creating something, and how a creator uses his free will to transform a thought into reality.

 

Hamilton: How Genius Work Happens

Hamilton: How Genius Work Happens

Aug 4, 2016 | Books, Thinking Better

Hamilton: The Revolution is the third post in a series on Individuality. Read the first and second.

 

We hold these truths to be self-evident, that all men are created equal. If you hear someone saying these famed words with a beat, then you’ve come across someone who has been bitten by the Hamilton bug. I’m talking about Hamilton, the Broadway musical that is making waves in the theatre world with ripples in contemporary American culture.

 

As someone whose day job is as far away as it can be from the Arts, I am immensely fascinated by the artist’s mind. How do artists create? How do they think? What thought process occurs when they work? What is it like to operate with the right brain in dominance?

 

These questions, of course, are decidedly left-brained, which, I suspect, miss the whole essence of artistic endeavors. It seems to me that the Arts involve more nonlinear processes, merging divergent thoughts and feelings that may at some point converge into a masterpiece. The actual work from the blank canvas to a painting may take a short time, but the process of creation has likely started long before that moment of inspiration.

 

Which is why I’m crazy about one of my latest reads, Hamilton: The Revolution by Lin-Manuel Miranda and Jeremy McCarter, that unveils a little of the creative process, the story of how this revolutionary Broadway musical came about. There’s a marvelous story of individuality here.

 

Individuality: An Asset in Creative Endeavors

 

Hamilton is about the life of Alexander Hamilton, the guy on the $10 bill (of which I was completely ignorant before this musical), one of the Founding Fathers of the United States and the first Secretary of the Treasury. It traces his life during the American Revolution and the early years of the nation, to his death.

 

Sounds like a bland historical statement? Yes. But, Hamilton is anything but boring.

 

Lin-Manuel Miranda, the writer and creator of the musical, said in an interview, “We take it as a given that hip-hop music is the music of the revolution.” That’s right. This is a hip-hop musical, a sound that is not typical Broadway. It’s fast-paced, energetic, delivering high words-per-minute density that covers vast amount of information in mere minutes. Cabinet debates are performed as rap battles, with contemporary language that makes these idealized Founding Fathers accessible to the 21st century audience.

 

“This is my brain and unless I express it, it’s only going to stay in my brain. It’s more about personal expression than imposing a will on the world. It’s more about…if I don’t get this idea out of my head and on to paper, it dies with me.” – Lin-Manuel Miranda

 

Lin-Manuel is a master wordsmith. There are 4 dozens of songs in this musical, much more than typical Broadway shows, and he wrote them all. I love the story of how it began, how he connected Founding Father to hip-hop.

 

About to go on vacation in 2008 from his first musical, In the Heights, he picked up Ron Chernow’s doorstopper book, the biography of Alexander Hamilton. (What kind of person does that? A nerd. Read about Lin’s relationship with books here.) Within a few chapters, something clicked in his mind: this was a hip-hop story. Needless to say, not very many could make this kind of connection! Hamilton, an outsider, an immigrant, wrote his way out of his doomed life in the Caribbean, rose with ambition through his skills with words, and helped build the country. This connection was so obvious to him that he Googled whether anyone had done a musical on Hamilton. (That would be a no.)

 

As I went through the creation story in the book, it became abundantly clear that Lin was probably the only person on the planet whose brain could birth this breakthrough musical. The marriage of an avid reader, history learner, writer, hip-hop connoisseur, rapper, freestyler, and musical buff in his personhood, plus the friends who collaborated with him, are what made this possible. If that’s not a story of individuality, I don’t know what is.

 

Lin said something profound about individuality in the last 1 minute of this interview.

The book Hamilton: The Revolution traverses the 7 years between Lin’s first moments of inspiration in 2008 to the show opening on Broadway in August 2015. It tells the stories of how the songs came about and what inspired them. The complete libretto is reproduced here (on gorgeous papers) with Lin’s annotations, plus snapshots of his notebook pages when he first wrote the lyrics. In other words, it’s a little peek into his brilliant mind. It also tells the stories of the many collaborators that built the masterpiece, that even though Lin’s name has the strongest association with the musical, the revolution did not happen just because of one person.

 

Need more reasons to read Hamilton: The Revolution? Keep reading.

 

Lessons on History

 

The biggest reason why I love this book is because of its profound insights on history. It does not treat history as a list of facts, but as stories. Stories of people, real people with real ambitions, emotions, and flaws. The Revolution here is meant to refer both to the American Revolution of the 18th century and the show itself, “a musical that changes the way that Broadway sounds, that alters who gets to tell the story of our founding.”

 

The book touches upon the fallacies through which we see history, how in hindsight revolutions may look obvious and inevitable, but in fact at the moment, they were “unprecedented and all but impossible to imagine ahead of time.” It’s hindsight bias. There’s also our faulty memory and how unreliable it is in reproducing sequence of events, something they experienced in putting this book together. If we couldn’t keep our recent facts right, how are we expecting something from 240 years ago to be entirely solid.

 

The book is a precious record of the experiences of the artists today as they are living through them. It is contemporary, and thus can capture thoughts and feelings more accurately. We know how hard it is to piece together something from the past, to capture the atmosphere and essence of the events, even in the presence of evidence. In a way, this book too is a piece of history.

 

Lessons on Collaborations

 

Even though Lin wrote the musical, the creation of Hamilton involved many bright minds. Genius work is often a collaborative effort. My favorite story is of Alex Lacamoire who was in charge of orchestrating the music, tweaking each part of the 10-person band to get the music exactly right and tell the story as best as they can. I’ve been listening to the cast album for a few days now, and I am simply blown away by the incredibly layered composition of the music.

 

There was also the stage director, stressing over little details to reproduce 18th century New York. These are things that the audience may never notice, but contribute to the feel and atmosphere of the stage, which help the actors get into their stories more.

 

With each piece, the revolution becomes less of a mythical story into a story of community, of hard work, and of ingenuity. There are iterations, false starts, and revelatory moments. But most of all, it’s a composite of individuals, with distinct individuality and gifts, pushing for something that has never been done before.

 

Quoting Lin in the video above:

“I think that’s what we do as artists. What’s the thing that only I can contribute? It’s not about the confidence to like, “Hello, world, here is this idea that never existed.” It’s… This is my brain and unless I express it, it’s only going to stay in my brain. It’s more about personal expression than imposing a will on the world. It’s more about…if I don’t get this idea out of my head and on to paper, it dies with me.” – Lin Manuel Miranda

 

Previous posts in this series on Individuality:

Individuality: What Makes You, You

Individuality and Creativity: A Christian Perspective

See also this NYT article: Why ‘Hamilton’ Has Heat

 

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