Why in the world would I choose a poet who’s life barely reached into the Twentieth Century (1850-1919 to provide insight to both workers and mangers? Because real wisdom is ageless, what changes are the words and style used to communicate it.

You’re already familiar with Wilcox through paraphrasing of some of her work; for example, “Laugh and the world laughs with you; Weep, and you weep alone; For the sad old earth must borrow its mirth, But has trouble enough of its own”

Life is full of choices and the way we choose is dictated by our MAP, or as Wilcox said, “’Tis the set of the sail that decides the goal, and not the storm of life”

I’m a big proponent of deep thinking, something that can’t happen when you are wired and connected. Wilcox made this point beautifully in this short rhyme.

“When the great universe was wrought
To might and majesty from naught,
The all creative force was -
THOUGHT.”

Thinking goes hand in hand with learning and then sharing what is learned with others. The problem is that some people want to share first and these words seem written especially for them,

“Live to learn, and learn to live
If you want to give men knowledge
You must get, ere you give.”

Here’s some great advice for managers, “A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results.”

Finally, here are six words that can serve as a foundation for both entrepreneurs and companies working to create a culture of innovation, “Change is the watchword of progression”

Flickr image credit: WikiMedia Commons

Today I have a question for you, what is the real point of education?

Bill Gates emphasizes “work-related learning, arguing that education investment should be aimed at academic disciplines and departments that are “well-correlated to areas that actually produce jobs.”"

Steve Jobs says, “It’s in Apple’s DNA that technology alone is not enough — it’s technology married with liberal arts, married with the humanities, that yields us the result that makes our heart sing…”

So is the end goal of education to provide the knowledge, skills and tools to work or to teach critical thinking.

The choice is likely to be described as pragmatic and based on available funding.

Years ago a successful business executive I know commented that if people had full bellies, a job and a bit left over to see a movie now and then at the time of the election, then the party in power would be reelected, but if the reverse was happening they would “throw the bums out.”

There are more sinister reasons to find a positive way to avoid graduating legions of critical thinkers.

• Non-thinkers don’t make waves.
• Non-thinkers follow the pack.
• Non-thinkers are easier to control.
• Thinkers are more creative and innovative.
• Thinkers are more likely to reject ideology.
• Thinkers are more willing to take risks.

You have only to look at what is going on in the world to see the effects of an empty belly and education, formal or not, grounded in questions, not answers.

What do you think?

Flickr image credit: http://www.flickr.com/photos/jeanlouis_zimmermann/3042615083/

Image credit: stringbot

A month ago I wrote about HBS’ James Heskett’s research question on deep thinking—or the lack of it—in business and life.

Now, in Heskett’s typically masterful summing up he tells this story and says that it “captures much of the sense of the responses to this month’s question about why managers don’t think deeply.”

“A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, “Nothing.” His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, “Is he alright?” It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings.“

The summing up is valuable, but of far more value are the 136 comments from people around the world.

Take the time to read Heskett’s query and his audience’s thoughts, then ask yourself—how much deep thinking do you do?

Why? Why not?

Post from Leadership Turn Image credit: stringbot

James Heskett is a Baker Foundation Professor, Emeritus at Harvard Business School and posts some of the most intriguing research questions I see at HBS Working Knowledge (FREE registration).

This week is no exception.

“According to Gerald and Lindsay Zaltman, nearly all research techniques commonly used today probe humans only at their conscious level, though it is the subconscious level that really determines behavior.

Online forum OPEN for comment until June 26. Jim Heskett asks: What is your organization—and what are you—doing to bring more deep thinking into work and life?”

I hope you’ll take a moment and share your thoughts both here and at WK.

Your comments—priceless

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Image credit: stringbot

James Heskett is a Baker Foundation Professor, Emeritus at Harvard Business School and posts some of the most intriguing research questions I see at HBS Working Knowledge (FREE registration),

This week is no exception.

“According to Gerald and Lindsay Zaltman, nearly all research techniques commonly used today probe humans only at their conscious level, though it is the subconscious level that really determines behavior.

Online forum OPEN for comment until June 26. Jim Heskett asks: What is your organization—and what are you—doing to bring more deep thinking into work and life?”

I hope you’ll take a moment and add your thoughts to the dialog.