Abraham Lincoln in his Second Inaugural Address ( 1865)
Well, I can’t disagree with this one …
How often have you been mystified by the working of the world?
Shoot, for that matter, how often have you been flabbergasted by the happenings in your workplace?
By the way, the title of today’s post is NOT a printing error. It refers to a sometimes misunderstood part of problem analysis and decision-making. Here’s a Johari window compliments of BusinessBalls.com which conveys the idea neatly,along with my application to learning:
We know some things ~ I can create a series of chords on the guitar. Others can hear me play those few chords I know (I kill on 3-4 chord rock classics:).
As leaders, what do we know we know?
How do we know we really know what we think we know?
We know we do not know some things ~ I know the chord Amin7aug exists, but darned if I know how to play it. Others are all too aware of my inability to play this chord correctly.
As leaders, what do we NOT know that we should?
How will we learn what we need to know?
Since this area involves things others know about me, but are not visible to me, I am not sure about a good example. Maybe I’m better at playing the guitar than I think … or maybe I’m much worse:) This is why appropriate feedback is so useful to us as leaders and managers.
As leaders , how will we find out what we do not know that others know about us?
How ready are we to hear someone else’s perception of us?
We do not know what we do not know. Awkwardly said, but correct … when we are not aware of something’s existence, we do not consider it in any way. I know nothing about any advanced techniques of guitar playing and am at a point where I do not choose to seek them out.
As leaders, how will we find what we are not even now aware of?
What will give us access to previously unknown information?
Pondering some questions about what I know I know I don’t know I don’t know in the Heartland … I think?