Thursday, April 2, 2009

Learning Techniques

One of the things that we expect you to pick up by osmosis, but almost never mention explicitly, is techniques for learning itself. After you leave university, you will be expected to be able to learn by yourself for the rest of your life. And an hour spent addressing the meta-issue of learning skills pays off in reduced time to actually learn.

A lot of work has been done over the past few decades about how people learn. This document suggests a wide range of techniques that may make your learning more effective. You may want to experiment with some of them to see if they work for you.

I recommend the work on accelerated learning by Colin Rose and Brian Tracy. You might also want to read J.J. Gibbs, "Dancing with your Books".

Principles

  1. You can learn anything if you have a goal that requires it. This implies that you must connect what you are learning to your personal goals in a credible way. Trying to learn because of some second-order benefit (getting a credit or a credential) will seem very difficult.
  2. Learning how to learn is the core skill. This is probably the one skill that was never explicitly mentioned in all the years that you've spent in school. But it's the one where there's the most reward for the smallest investment.
  3. Anyone can learn faster by structuring the information. This is another one of those common trade-offs - getting right into it can feel satisfying, but taking some time to organize can increase effectiveness, even if it doesn't feel so satisfying in the short term.
  4. Intelligence is not fixed. You probably know that the idea of a single monolithic thing called 'intelligence' is in disfavor right now (see Martin Gardner's work). There seems to be some evidence that what we might intuitively think of as intelligence (e.g. the ability to get things done cognitively) can be increased by several kinds of mental activity.
  5. Learning more means earning more. Those who learn more, and do it continually over their lifetimes, do much better in whatever career they have chosen.
  6. Knowledge and skills overcome obstacles. Improving both are survival skills no matter what your situation.
  7. Everything, to which you were paying attention, either consciously or unconsciously, will be remembered permanently. What seems to get lost is a way to access these memories. So effective learning requires you to be there, in the moment, and to make the things you learn memorable, i.e. easy to access. Anything that makes what you are learning different helps to make it memorable. So does the emotional content you associate with the material.

There are a number of stages to learning, each of which involves a number of aspects. Some version of this sequence is appropriate whenever you sit down to learn. The sequence also applies at higher levels: whole course, the whole of your degree, and even your whole life.

The right state of mind

There are six aspects to being in the right state of mind to learn. If you think about a situation where you seemed to soak up knowledge without any real effort, you will probably find that all of the aspects came into play. Imagine how nice it would be if everything you had to learn came so easily.

Here are the six aspects:

  1. Find a personal reason to want to learn this material. This may be something that's already clear in your mind, but it may be something that you have to create. Creating a desire to learn something specific may require connecting the knowledge to your self-image; it may help to think in terms of missing skills that you would like to have; or you may need to connect the knowledge to your larger goals. However, if you don't have a good reason to learn, learning will not happen easily and may not happen at all. You can't be compelled to learn.
  2. Having come up with your reasons for learning something, you need to translate these reasons into motivation. Asking questions like "what's in it for me?" may help. For most people, increasing the emotional content of the reason adds extra motivation. Try to visualise, hear, or feel some situation that will result from having learned the material.
  3. Find a way to make the material relevant to you, right now. One way to do this is to ask, "what's most important about this material?" or "how can I use this material right away?".
  4. Build anticipation about learning the material. Imagine what insights might come to you when you really understand the material. Imagine polishing off assignments or the final exam easily. Imagine being able to answer a technical question stunningly at a job interview. Whatever it takes, find a way to want to get started.
  5. Have positive expectations: that you will find the material easy to understand, that it will be interesting, that it will be exciting, that it will be useful, that it will connect up to what you already know. Expectations are self-fulfilling prophecies - what you expect is what you get.
  6. Have a calm mind. Learning seems to work much better if you're generally relaxed. Some things that might help:
    • consciously relaxing, and playing music that helps you stay relaxed;
    • deep breathing before you start, and frequently during your learning period;
    • having an organised place to work so that you're not constantly distracted by other parts of your life;
    • giving yourself rewards when you have completed some task effectively (don't make these time-based or else you'll become a time-server in your own life).

A variety of ways of input

Here is a list of ways you can use variety in getting new material:

  • Play to your strengths in terms of how you process information. Some people tend to visualise, other process information auditorily, while others process it kinesthetically. (Try this quiz). Use whatever your dominant technique is when you try to get a handle on something new, when you see how things fit together, or when they sound right.
  • Make a general outline of what you're learning.
  • Ask "what will I be able to do differently because of learning this?".
  • Browse through the material, looking at headings, pictures, tables etc.
  • Ask "what do I already know about this?".
  • Ask "what do I need to find out about?".
  • Break the material into small chunks; or start anywhere.
  • Ask yourself questions before or after looking at each chunk.
  • Use mind maps.
  • Tick off each section as you read it, or when you understand it. Get tactile.
  • Highlight new information. (Using a highlighter can be useful, but highlighting often becomes a substitute for reading; instead find other, more varied ways of emphasising the important points.)
  • Read the important points dramatically, or whisper them (we're used to thinking of whispered words as important!).
  • Summarise the material out loud.
  • Visualise the material internally.
  • Walk around while reading or listening.
  • Put key ideas on post-it notes and arrange them in different meaningful patterns on your desk, board, or wall.
  • Make notes of your own thoughts, not of the content of what you are interacting with (i.e. don't copy from it, and don't paraphrase it - generate your own version).
  • Go for a walk. Your brain seems to consolidate what you've been learning if you give it some peaceful "cooling down" time.
  • Use the buddy system. Ask each other questions about what you've learned.

Exploring from different angles

Howard Gardner has suggested the existence of 7 intelligences, clusters of related abilities. Some of the ways in which you might be able to bring these into play is to look at the material in different ways that are related to them.

  • Linguistic intelligence - describe the material out loud, or use question and answer format.
  • Logical-mathematical intelligence - use a flowchart or diagram for the material.
  • Spatial intelligence - make an image of the material.
  • Musical intelligence - play background music as you learn.
  • Interpersonal intelligence - teach someone else.
  • Intrapersonal intelligence - ruminate on the material.
  • Bodily-kinesthetic intelligence - use index cards sorted in different ways.

Top of Form

Bottom of Form

Another major issue is the chunk size that you naturally choose when exploring something new. If something seems hard to understand, maybe you need to `chunk up', that is move up one logical level. On the other hand, if you don't feel as if you really get it, then maybe you need to `chunk down' and move down one logical level. You may also find that you organise things into chunks of particular sizes, and that you feel overwhelmed by a topic that exceeds your normal chunk size, or swamped by one that is too small.

It's also a good idea to put the things you see into a framework, that is connect them to what you already know. It doesn't much matter if you build this framework top-down or bottom-up, but the existence of the structure reduces your feeling of `lostness' and also reduces the amount of explicit content you have to remember.

Memorising

Here are some ways that might help you memorise:

  • Decide to remember.
  • Take regular breaks.
  • Review notes regularly: after an hour, after a day, after a week, after a month, after six months. (You'll need an organised way of making sure that this happens, but it is extremely effective.)
  • Use multisensory memories, i.e. remember using as many representations as you can.
  • Generate visual images that involve moving, interaction, and colour.
  • Use the same background music to review as when you learned, and perhaps associate particular music with particular topics.
  • Organise meaningfully using key words.
  • Look briefly at a mind map, then put it away and try to recreate it. Repeat until you can reproduce it perfectly.
  • Use flash cards with the key content on them.
  • Use higher-order mind maps to connect individual mind maps together.
  • Use mnemonics or acronyms.
  • Review at bedtime.
  • Number points.
  • Overlearn, i.e. learn beyond the point at which you have complete recall.
  • Compress the amount of material by chunking and using keywords.

Showing you know

Demonstrating to yourself that you really do understand and remember can increase your confidence that your learning is really working. Teaching someone else, or writing mock or practice assignments and tests, can be useful here.

Reviewing and reflecting on the process

After every learning session, review the process you followed. What worked, what didn't, what would you do differently next time. Do the same thing at the end of each week, after each assignment, and after each tests. Make notes of what you've learned about learning, and use them to improve your next learning session.

Friday, March 27, 2009

Hello Project Manager - Hare and Tortoise – a Classic case to tackle

Let me start with the classic story –
This refers to the team of a Project Manager. The team size may vary from project to project and organization to organization, but the story remains the same. Story is quite short and interesting. A Project manager assigns different set of tasks to his team on 5 members individually. Each member has to start the work on Monday morning and finish it off by Friday evening. One member finishes her all assigned tasks on Thursday evening (without compromising with the quality of work), goes to her project manager, reports about the completion of task and requests for an off on Friday with a genuine reason. The project manager refuses although he admits that the work is complete, it is quality work, and the reason for seeking off is also genuine. The reasons for not sanctioning her the day off given by him were – it will spoil the culture and discipline and it may lead to non-quality work production. He was more into favor of her sitting with other team members and helping them in finishing off their individual tasks.

Well said, but this is only one side of the coin. Although project manager trusts all team members but out of fear he is not ready to do a favor to one member as it may spell out wrong signals for others.

But has the project manager understood that there are always HARE and TORTOISE in a team. All have just one responsibility – finish their task in assigned timeframe and produce quality work. It is not HARE’s responsibility to help others. If HARE is able to finish off her tasks earlier than stipulated time, it is a credit and she deserves a reward for that. And above all what about her trust getting hurt and she getting demotivated by not getting a reasonable favor.

I am sure, the reader would have their individual opinion on this – would love to hear!!

IE8 is Microsoft's last chance to get it right

It's crunch time for Internet Explorer. Today, Microsoft is expected to announce version 8 of the browser. IE has a long, and mostly unpleasant, history. Will IE8 undo the damage caused by the notorious version 6?

The problems for Microsoft are going to be regaining user confidence, convincing existing users to upgrade and clawing back Firefox switchers. Most people don't understand why they should bother upgrading, and many remain unaware that new versions are even available.

There's the added problem that a lot of PC users are switching to Mac because they're dissatisfied with the Windows experience, but that's a slightly different (and much larger) issue for Microsoft to deal with.

We've seen signs recently that Microsoft has begun to listen to criticism: the Windows 7 Beta looks fantastic, and addresses a number of complaints about Vista. And there are indications too that Microsoft is innovating in new ways: the Silverlight platform has terrific potential, and Photosynth is simply jaw-dropping.

But after famously failing to get into the internet, has Microsoft pulled itself together and delivered a killer brower?

As with IE7, Microsoft is promising speed and security improvements to IE8 in addition to a number of "funky" features designed to grab the headlines. Only, to be honest, they're so boring I can't even be bothered to tell you about them.

Let's wait and see. Microsoft surely knows that another duff release will seal IE's fate. It's difficult to measure browser penetration accurately, but most agree that Firefox's share now exceeds 20% of the market. That number will skyrocket if Microsoft has screwed up again.

20 most powerful and Smart weapons for Project Manager to Lead in Recession Period

20 most powerful and Smart weapons for Project Manager to Lead in Recession Period;

Due to recession, there is scarcity of business and projects for software organizations. In such a situation, the projects in hand (and the forthcoming ones) have to be handled very carefully for a win-win situation. To attain that, there are certain smart weapons that a project manager needs to be equipped with which will not only make him and his organization a winner but would definitely have an edge over the competitors to acquire more projects. The weapons are well tested based on experience, knowledge and wisdom.

The 20 most powerful and smart weapons can be listed as:

  • 1. Place importance on Quality
    2. Be Sincere and frank in your meetings of all levels
    3. Maintain and demonstrate a sense of mission
    4. Work hand in hand with your peers – quality manager, development manager etc.
    5. Be convinced of the trust between your product and quality
    6. Let your team feel the weight of responsibility
    7. Plan your course of action on all issues to avoid a crisis
    8. Listened attentively to every word of your customer demonstrating great sincerity towards product and customer
    9. Have strong interest in quality issues
    10. Be highly knowledgeable about your product
    11. Your Product and Quality (with your technological prowess and their quality strengths) must work together
    12. Higher is the rate of dependence on Quality, higher is the success rate
    13. To avoid major problems never leave a problem unresolved for tomorrow
    14. Thinking, Innovation, Brainstorming are good tools if used regularly
    15. Always have common awareness of all issues, so that your discussions are of highly substantive in nature
    16. Be a linchpin (A central cohesive source of support and stability)
    17. Consider customer requirements as “cornerstone” throughout the project. (The fundamental assumptions from which something is begun or developed or calculated or explained)
    18. Build a culture of putting fullest sincere effort by everyone in the team(s) (vertical and horizontal).
    19. Maintain a continuous gently-ascending approach (act of changing in an upward direction)
    20. As a bearer of the highest level of responsibility reaffirm your determination to safeguard the organizational interest and ensure the best of the results
  • Tuesday, March 24, 2009

    What is P.Q.?

    What is P.Q.?

    The first modern intelligence test, called the “Binet-Simon intelligence scale” was published by the French Psychologist Alfred Binet in an effort to identify students who needed special help in coping with the school curriculum. However, The term I.Q. or Intelligence Quotient was first coined by the German psychologist William Stern in 1912.

    Emotional intelligence, the skill and capability to understand and manage the emotions of one’s self as well as of other individuals and groups, is a relatively newer concept. Even though earliest mentions of Emotional Intelligence can be seen in Darwin’s emphasis on emotional expression for survival and adaptation, it wasn’t until the mid-1900’s the term “Emotional Intelligence” was officially used.

    In 2006, psychologist Reuven Bar-On developed one of the first gauging mechanisms of Emotional Intelligence that use the term “Emotional Quotient”. According to the Bar-On model, “emotional-social intelligence is a cross-section of interrelated emotional and social competencies, skills and facilitators that determine how well we understand and express ourselves, understand others and relate with them, and cope with daily demands, challenges and pressures”.

    Based on my interaction with both “intellectually” and “emotionally” strong people, over the years, I feel that neither I.Q., nor E.Q. alone can help one succeed. They both have great importance as gauges and construction blocks of one’s success, but don’t do much unless put together. Collectively Intellectual and Emotional competence plays a much stronger role in forming the single-most winning characteristic of both humans and animals - Personality.

    I.Q. + E.Q. = P.Q.

    There have been some very vague claims of testing Personality and establishing a Personality Quotient, though I feel there’s still no real way of “testing” or “gauging” one’s P.Q. Personality is something that can be felt or experienced. Also, personality is a very dynamic attribute, but only for those who are willing on work on bettering themselves continually. Education, environment, and similar learning experiences can help you train yourself and be in an ever-evolving state.

    If you want to be remembered, or to make your mark in this briefly long life, your only tool is your personality; the expression of your personality. That little twinkle that is unique to you; that sets you apart from everyone else… before and after you. It is your personality that will carve the world around you. It is the expression of your personality, you will be remembered for.

    I hope liked reading this;

    The text has been taken from http://personalityquotient.com/f1/what-is-pq/ written by Faisal Qureshi..!


    Sunday, December 7, 2008

    My first Post...!

    Assalam-o-Alaikum, Hi all readers,
      This is my first post on my blog. I am really very exited at this moment.. but what is going in my mind is that i have started this blog for spreading & sharing the little bit knowledge i have or got from others..My advice to you all is that be a quick learner and also always think quickly. I would be sharing knowledge related to religion, sciences, art, technologies and what ever is good for humans in this life and the life to come after death. May Allah Allmighty give us strength to learn and spread whatever we learned. Ameen