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  • When We Learn From Failure (and When We Don’t)
    when you learn from failure and when you don t It goes something like this When we fail we internally pinpoint what the authors call an attribution of responsibility namely taking personal ownership for the outcome or blaming it on external circumstances If you take personal ownership their research shows you re much more likely to learn from and work harder after that mistake But in cases when it s unclear if you re responsible for the failure you re less likely to internally attribute a failure and thus less likely to learn Myers told me Importantly he pointed out that this could be the case even when someone is highly accountable for the outcome Francesca Gino and Brad Staats have shown that surgeons learn far less from their own failures learning instead from their own successes and others failures presumably due to the ambiguity that comes from a bad surgical outcome the surgeon is held accountable for the outcome but it is unclear if it is his or her responsibility he said For example there could have been an unforeseen complication an error in another part of treatment et cetera Importantly this means that even when people intend to learn from errors the ambiguity of responsibility can undermine those good intentions The researchers came to these conclusions after putting volunteers through several experiments In the one subjects had to decide whether or not a car should be cleared for an upcoming race a situation modeled directly after the Challenger explosion One piece of crucial information the likelihood of a gasket failure 99 99 was omitted but available via a link Later the same group was given a similar test in which they had to identify a potential terrorist with additional information available via email See Full Story on blogs

    Original URL path: http://personalbranding.sg/2014/05/30/when-we-learn-from-failure-and-when-we-dont/ (2014-06-18)
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  • Attributed to Something
    powerful role in determining when you learn from failure and when you don t It goes something like this When we fail we internally pinpoint what the authors call an attribution of responsibility namely taking personal ownership for the outcome or blaming it on external circumstances If you take personal ownership their research shows you re much more likely to learn from and work harder after that mistake But in cases when it s unclear if you re responsible for the failure you re less likely to internally attribute a failure and thus less likely to learn Myers told me Importantly he pointed out that this could be the case even when someone is highly accountable for the outcome Francesca Gino and Brad Staats have shown that surgeons learn far less from their own failures learning instead from their own successes and others failures presumably due to the ambiguity that comes from a bad surgical outcome the surgeon is held accountable for the outcome but it is unclear if it is his or her responsibility he said For example there could have been an unforeseen complication an error in another part of treatment et cetera Importantly this means that even when people intend to learn from errors the ambiguity of responsibility can undermine those good intentions The researchers came to these conclusions after putting volunteers through several experiments In the one subjects had to decide whether or not a car should be cleared for an upcoming race a situation modeled directly after the Challenger explosion One piece of crucial information the likelihood of a gasket failure 99 99 was omitted but available via a link Later the same group was given a similar test in which they had to identify a potential terrorist with additional information available via email See

    Original URL path: http://personalbranding.sg/tag/attributed-to-something/ (2014-06-18)
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  • Blame
    powerful role in determining when you learn from failure and when you don t It goes something like this When we fail we internally pinpoint what the authors call an attribution of responsibility namely taking personal ownership for the outcome or blaming it on external circumstances If you take personal ownership their research shows you re much more likely to learn from and work harder after that mistake But in cases when it s unclear if you re responsible for the failure you re less likely to internally attribute a failure and thus less likely to learn Myers told me Importantly he pointed out that this could be the case even when someone is highly accountable for the outcome Francesca Gino and Brad Staats have shown that surgeons learn far less from their own failures learning instead from their own successes and others failures presumably due to the ambiguity that comes from a bad surgical outcome the surgeon is held accountable for the outcome but it is unclear if it is his or her responsibility he said For example there could have been an unforeseen complication an error in another part of treatment et cetera Importantly this means that even when people intend to learn from errors the ambiguity of responsibility can undermine those good intentions The researchers came to these conclusions after putting volunteers through several experiments In the one subjects had to decide whether or not a car should be cleared for an upcoming race a situation modeled directly after the Challenger explosion One piece of crucial information the likelihood of a gasket failure 99 99 was omitted but available via a link Later the same group was given a similar test in which they had to identify a potential terrorist with additional information available via email See

    Original URL path: http://personalbranding.sg/tag/blame/ (2014-06-18)
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  • Cop to Failures
    powerful role in determining when you learn from failure and when you don t It goes something like this When we fail we internally pinpoint what the authors call an attribution of responsibility namely taking personal ownership for the outcome or blaming it on external circumstances If you take personal ownership their research shows you re much more likely to learn from and work harder after that mistake But in cases when it s unclear if you re responsible for the failure you re less likely to internally attribute a failure and thus less likely to learn Myers told me Importantly he pointed out that this could be the case even when someone is highly accountable for the outcome Francesca Gino and Brad Staats have shown that surgeons learn far less from their own failures learning instead from their own successes and others failures presumably due to the ambiguity that comes from a bad surgical outcome the surgeon is held accountable for the outcome but it is unclear if it is his or her responsibility he said For example there could have been an unforeseen complication an error in another part of treatment et cetera Importantly this means that even when people intend to learn from errors the ambiguity of responsibility can undermine those good intentions The researchers came to these conclusions after putting volunteers through several experiments In the one subjects had to decide whether or not a car should be cleared for an upcoming race a situation modeled directly after the Challenger explosion One piece of crucial information the likelihood of a gasket failure 99 99 was omitted but available via a link Later the same group was given a similar test in which they had to identify a potential terrorist with additional information available via email See

    Original URL path: http://personalbranding.sg/tag/cop-to-failures/ (2014-06-18)
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  • Learn from Failure
    powerful role in determining when you learn from failure and when you don t It goes something like this When we fail we internally pinpoint what the authors call an attribution of responsibility namely taking personal ownership for the outcome or blaming it on external circumstances If you take personal ownership their research shows you re much more likely to learn from and work harder after that mistake But in cases when it s unclear if you re responsible for the failure you re less likely to internally attribute a failure and thus less likely to learn Myers told me Importantly he pointed out that this could be the case even when someone is highly accountable for the outcome Francesca Gino and Brad Staats have shown that surgeons learn far less from their own failures learning instead from their own successes and others failures presumably due to the ambiguity that comes from a bad surgical outcome the surgeon is held accountable for the outcome but it is unclear if it is his or her responsibility he said For example there could have been an unforeseen complication an error in another part of treatment et cetera Importantly this means that even when people intend to learn from errors the ambiguity of responsibility can undermine those good intentions The researchers came to these conclusions after putting volunteers through several experiments In the one subjects had to decide whether or not a car should be cleared for an upcoming race a situation modeled directly after the Challenger explosion One piece of crucial information the likelihood of a gasket failure 99 99 was omitted but available via a link Later the same group was given a similar test in which they had to identify a potential terrorist with additional information available via email See

    Original URL path: http://personalbranding.sg/tag/learn-from-failure/ (2014-06-18)
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  • Feeling Stuck? 6 Tricks for Getting Past a Plateau
    list of things you know you want to do and there s some reason you can t get to them You feel like you re walking in mud What s holding you back You are Brady says Specifically a set of self limiting thought processes may be preventing you from getting past the plateau and on to the next level You can do something about it by taking a closer look at those beliefs and reorienting them in order to open up rather than close off the possibilities Here are some ways to get unstuck 1 Ask how If you find yourself thinking that you can t do something either because it s too difficult requires abilities or skills that you don t have won t fit into your schedule It s that inner critic telling us we don t have what it takes Brady says So whenever you find yourself thinking I can t because ask yourself a different question instead Ask How can I Reframing your belief that you can t get where you want to go into a question of how you might will change your viewpoint she says You start to see that there is a way 2 Don t expect the past to repeat itself When people assume something s not going to work it s generally because they ve tried it in the past Brady says Usually assumptions are based on personal experience But just because something s happened before why must it happen again Here again she says the key is to reframe the thought process Rather than ignore past failures or be bound by them you can learn from them to make your next attempt more successful Ask yourself What can I do differently this time in order to have a different

    Original URL path: http://personalbranding.sg/2014/05/28/feeling-stuck-6-tricks-for-getting-past-a-plateau/ (2014-06-18)
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  • Struck
    plateau You have a list of things you know you want to do and there s some reason you can t get to them You feel like you re walking in mud What s holding you back You are Brady says Specifically a set of self limiting thought processes may be preventing you from getting past the plateau and on to the next level You can do something about it by taking a closer look at those beliefs and reorienting them in order to open up rather than close off the possibilities Here are some ways to get unstuck 1 Ask how If you find yourself thinking that you can t do something either because it s too difficult requires abilities or skills that you don t have won t fit into your schedule It s that inner critic telling us we don t have what it takes Brady says So whenever you find yourself thinking I can t because ask yourself a different question instead Ask How can I Reframing your belief that you can t get where you want to go into a question of how you might will change your viewpoint she says You start to see that there is a way 2 Don t expect the past to repeat itself When people assume something s not going to work it s generally because they ve tried it in the past Brady says Usually assumptions are based on personal experience But just because something s happened before why must it happen again Here again she says the key is to reframe the thought process Rather than ignore past failures or be bound by them you can learn from them to make your next attempt more successful Ask yourself What can I do differently this time in order

    Original URL path: http://personalbranding.sg/tag/struck/ (2014-06-18)
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  • Why Planning Is Overrated
    you know and anything else that s available I know a great chef and if I beg all my family and friends to back me I might have enough money to open a place You make sure that step is never going to cost more than it would be acceptable to you to lose should things not work out And you bring others along to acquire more resources spread the risk and confirm the quality of your idea 3 Reflect and build on what you have learned from taking that step You need to do that because every time you act reality changes Sometimes the step you take gets you nearer to what you want I should be able to afford something just outside of downtown sometimes what you want changes It looks likes there are an awful lot of Italian restaurants nearby We are going to have to rethink our menu If you pay attention you always learn something So after you act ask Did those actions get you closer to your goal Yes It looks like I will be able to open a restaurant Do you need additional resources to draw even closer Yes I ll need to

    Original URL path: http://personalbranding.sg/2014/05/27/why-planning-is-overrated/ (2014-06-18)
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