NINE
Cultivating Deep Smarts
For Organizations and Ourselves
WHEN WE STARTED YOU on this journey in chapter 1, we sought to convince you that deep smarts are critical to your organization and to you as a manager—and that you cannot manage them without understanding their origins and character. We hope by now that it is clear that deep smarts constitute a tapestry of interdependent elements, woven out of direct and vicarious experience. We have seen how what we already know (the receptors in our brain) affects our perception and ability to learn more, and how expertise can be narrow or broad, depending upon the experience repertoire. We know that the design of the deep smarts tapestry is highly, if sometimes subtly, shaped by our beliefs and by ...
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