Tag: innovation (Page 1 of 2)

Intelligence is about honesty and the will to think as much as it is about raw intellect

“The smartest person I’ve ever known had a habit that, as a teenager, I found striking. After he’d prove a theorem, or solve a problem, he’d go back and continue thinking about the problem and try to figure out different proofs of the same thing. Sometimes he’d spend hours on a problem he’d already solved.”

Nabeel Quereshi

I read an excellent post by Nabeel Quereshi on intelligence and learning. He makes the argument that intelligent people simply aren’t willing to accept answers they don’t understand, and they need to prove it to themselves. This reminds me of the Richard Feynman idea: “The first principle is that you must not fool yourself — and you are the easiest person to fool.”

One of the best ways to be intellectually honest is to explain a topic to yourself with the Feynman Method, since the Feynman Method forces you to explain to understand. In addition, writing and proper note-taking are exercises in intellectual honesty, since it forces you to make information and connections explicit: The function of note-taking is to augment thinking rather than store information.

Thinking is hard — “will to think” is a cool concept from the famed physicist Enrico Fermi. Thinkers are naturally reluctant to commit themselves to the effort that tedious and precise thinking demands.

The other implication is that intelligence (as defined here, which is more of a practical/problem-solving ability intelligence rather than scientifically-measured intelligence/raw intellect) is software, not hardware. It can be augmented by practicing the right principles.

From Shanghai to Silicon Valley

From Shanghai to Silicon Valley is another book that I procrastinated on reading, but then upon reading it, instantly regretted my decision to do so. Maybe it was the extremely long title, or the fact that the author’s face was plastered across the book cover, but I digress.

Robert Chen has written a masterful book that contains a wealth of information for high-tech entrepreneurship — from hiring talent, global expansion, funding and investors, leadership, IPO’s, and more — which is augmented with his personal anecdotes and commentary. This book definitely requires a revisit in the future, as it contains a lot of insight that I can’t fully appreciate at my current experience level.

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An introduction to mental models

A useful tool that I’ve found for acquiring knowledge is the “mental model approach.” Mental models are central ideas that help us understand how the world works or understand how our mental processes lead us astray. You can also think of a mental model as a “big idea from one of the big disciplines,” like psychology, history, biology, physics, and other subjects. Essentially, mental models are used by our brains to look at and understand the world.

When you use the mental model approach, you should have a framework of a multitude of mental models to associate new ideas you learn. This structure of mental models allows us to understand our past experiences and then analyze and act upon new situations. In this case, when the big ideas from a variety of multiple disciplines all lead you to the same conclusion, it is likely that you have encountered an important truth in life.

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The “ball bearings” philosophy

The “ball bearings” philosophy is something that I first heard about from Tim Ferriss’ podcast. He was interviewing Adam Robinson, a world-renowned advisor to many of the world’s largest hedge funds (and co-founder of the Princeton Review), and Robinson was asked about what advice he had for people trying to make an impact. Almost immediately — and to the audience’s delight — Robinson responded, “ball bearings.”

Adam’s point was not that everyone should actually go devote their lives to ball bearings, but rather, that innovation often comes when people explore topics that no one (or relatively few people) have ever looked at. He gave the examples of Uber and Airbnb: who ever thought that two of the most valuable companies in human history would come from studying the problems revolving taxis and hotels?

The “ball bearings” philosophy: look into places where most people have never looked at (and therefore there are the most opportunities), hone and apply your skills in the subject, and innovate.

The innovation fallacy

Last month, I had the chance to sit down and talk to Farhat Ali, the previous President and CEO of Fujitsu America, as well as a member of the Princeton Class of 1977. Our talk spanned everywhere from topics like combining business school with a technical degree, to appropriately managing a startup. However, I think one of the most interesting pieces of insight I got from Farhat was his explanation of the difference between “invention” and “innovation.”

Strictly speaking, an invention is some novel creation — U.S. patent law defines it as “a new, useful process, machine, improvement, etc., that did not exist previously and that is recognized as the product of some unique intuition or genius, as distinguished from ordinary mechanical skill or craftsmanship.”

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