TWO
Building Deep Smarts Through Experience
THE SINGLE MOST IMPORTANT THEME of this book is that people learn—create and recreate knowledge—through experience. “Of course,” you say. But if it’s so obvious, why don’t we manage as if we believed it? Part of the answer is that the statement is deceptively simple. There are all kinds of experiences—real and simulated, guided and unguided, planned and random, broad and deep. In this chapter, we aim to persuade you that you will manage others, coach subordinates or peers, and shape your own career better if you understand these distinctions and the connection between experience and developing deep smarts. Figure 2-1 highlights this quadrant of our knowledge diagram.
FIGURE 2-1
Deep Smarts and Knowledge ...
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