Thursday, October 30, 2014

Mind Tools -- Decisionmaking

There are six steps to making an effective decision: 1. Create a constructive environment. 2. Generate good alternatives. 3. Explore these alternatives. 4. Choose the best alternative. 5. Check your decision. 6. Communicate your decision, and take action.

Pareto analysis

- brainstorm options - group and score them (ex: resolve complaints by addressing the one complained about most frequently) - use the '80-20' rule

Paired Comparison Analysis

Compare each item in a list to every other item, 1 to 1.

Grid Analysis

List the options and the relative quality of the various features. Then weight the features.

PMI -- Plus, Minus, Interesting

Plus factors, minus factors, and outcomes, implications, etc.

Force Field Analysis

Factors for and against a decision.

Six Thinking Hats

  • White Hat -- what data is available? Look at trends, extrapolate.
  • Red Hat -- try using emotions, intuition, gut reaction (self and others)
  • Black Hat -- look pessimistically, cautiously, defensively
  • Yellow Hat -- think positively, look at the benefits
  • Green Hat -- creativity, freewheeling thinking
  • Blue Hat -- process control. Switch between the hats.

Starbursting

Understand new ideas by brainstorming questions.

  • Who, what, Why, When, Where, How
  • Just work on questions

Stepladder Technique

Encourage entire group to participate. Basic idea -- start with two people, who come up with some ideas. Add a third person who presents their initial ideas first. Then lay out options. Then add fourth person, who lays out their ideas first, then lay out all options. Reach a final decision only after all members have discussed. This sounds really interesting, but I'm not sure how well it would function in a workplace context. Successive half-hour meetings?

Delphi approach keeps ideas anonymous with an objective facilitator; takes longer.

Cost/Benefit Analysis

Measure costs, measure benefits. Assess payback time.

Cash Flow Forecasting

Spreadsheet showing incoming and outgoing funds.

Decision Tree Analysis

Start with a decision. Draw out lines for each possible solution. Consider results of each, and any decisions or uncertainty. Build out tiers from each decision. Assess likelihood and costs of final branches, then work backward.

Wednesday, October 29, 2014

Reflection -- Week 5

Chapter 6 in Dunlosky & Metcalfe discusses the concept of Retrospective Confidence, building up our understanding of the last metacognitive monitoring processes presented by the basic model of metacognition -- and at this point we've talked about all the angles of how/whether we know what we know or think we know. Retrospective confidence is a post-performance measure, while Judgment of Learning is a pre-performance measure and Feeling of Knowing is a during-performance measure. One of the findings that I found most intriguing is that absent conclusive evidence about one's performance on a given task, it's quite difficult to assess that performance. This may seem obvious, but society in general does not have many immediate/natural sources of feedback to help us guide and improve our performance, especially once we become adults. Performance reviews from bosses are rarely given more than once or twice a year if at all, asking a spouse or friend for feedback on one's social performance can be seen as fishing or simply awkward, and traditional learning approaches more often include questions without answer keys or rigorous processes for coaching people to understand their results. Day to day activities do not typically include "coaching" once some level of mastery is attained (driving, time management, cooking). Other types of feedback loops are more subtle or episodic (parenting, work performance, creative writing).

One topic I don't fully understand is how to more effectively counter the impact of poor retrospective confidence as an individual in real-life situations; it seems like reflection offers some insight, but it seems difficult to do this correctly without outside feedback.

I appreciated reading the efforts to understand the attempts to assess how psychological testing techniques might bias results; in particular it seems like real-life performance examples might be useful in making headway on this question. One example of a real-life situation is longitudinal studies of performance on tests like the SAT or ACT; another might be something relative to resistance to financial fraud or deceptive advertising.

In Chapter 7, we dug more deeply into source monitoring, and how this function can go awry. Under stress, or with age, the ability to tie contextual information to a particular memory can diminish. A crime victim might blame a tv star; we might think we thought of an idea when really we read it somewhere; a name might seem famous when really the name was just on a list you saw. Vivid dreams or readily-made images can also lead us to mistake reality with things we only imagined.

One area I still have questions about is how we might be able to recover, or restore, our sense of reality or a weakening source judgement. I wonder if there are types of therapy that are useful, something like sensory integration or other mind/body activities that help people to recognize or rebuild the connections between action and reality, or distinguish inside versus outside.

This week we also completed the Decisionmaking mindtools section. This section proposes and describes several methodologies to aid in making decisions. Using an instrument like the ones in the book seems useful in several ways: to declare and articulate a process; to encourage decisionmakers to consider angles more fully; to make explicit and document a decisionmaking process; to provide a mechanism for communicating a process. Establishing a decisionmaking process seems like a great way to break through analysis paralysis in project management, too.

In the working world I have seen many instances where a past decision was known but the thinking process used to arrive at that decision was unknown -- perhaps the decision was made by people were no longer there, or the thinking could not be recalled by those who were there. Those who were present when the decision was made are left in the unfortunate position of trying to speak to the decision and give a full accounting of it, which unfortunately is not completely reliable due to faulty recall. Oral historians can end up blamed for what happened. A more Machiavellian type might use the opportunity to manipulate the situation. Creating a decisionmaking document seems like an excellent way to prevent many of the unfortunate consequences of undocumented decisions -- repetition of the mistakes of the past, wasted work on re-discovery, paralysis because "it's always been that way" or "there must have been a good reason, and it'll bite us if we go back and change it now".

Tuesday, October 28, 2014

Mind Tools - Practical Creativity

Improving a product or service – Reversal and SCAMPER

Reversal
Use: As a brainstorm prompt to make something better How-To: think about how to make it worse

SCAMPER Use: Method of design thinking - prompts to ask yourself in coming up with something new How-To:

* S – Substitute – components, materials, people. • C – Combine – mix, combine with other assemblies or services, integrate. • A – Adapt – alter, change function, use part of another element. • M – Modify – increase or reduce in scale, change shape, modify attributes (e.g. color). • P – Put to another use. • E – Eliminate – remove elements, simplify, reduce to core functionality. • R – Reverse – turn inside out or upside down, also use of Reversal.

Creating or improving products, services and strategies: Attribute Listing, Morphological Analysis & Matrix Analysis.


List out the attributes, think about how they might be different.

Morphological Analysis

Generating many radical ideas – Brainstorming and Reverse Brainstorming.

Use: trying to come up with as many ideas as possible, without criticizing/shut down
How-To: as individuals, as a group, with a random seed to prompt

Widening the search for solutions – Concept Fan.

Use: seeking solutions outside the obvious How-To: write the problem, then fan out options to solve. Then ask, is our problem actually a symptom of another problem, and analyze that problem. Continue as long as it's useful.

Looking at problems from different perspectives – Reframing Matrix.

Use: trying to think about the problem in new ways How-To: Put the question in the middle of a grid, and then the 4Ps -- a box for Product Perspective, Planning Perspective, Potential Perspective, and People Perspective. Or you could look at the problem from the perspective of multiple personas (doctor, technican, patient, insurance company).

Making creative leaps – Random Input.

Add a random word to your brainstorm

Carrying out thought experiments – Provocation.

Use: make deliberately stupid statements How-To: think about the consequences, benefits, how it might actually be sensible, how it might work, and what might happen. Shortcut from de Bono: Po (for Provocative operation)

A simple process for creativity – DO IT.

D – Define problem
O – Open mind and apply creative techniques
I – Identify best solution
T – Transform

A powerful integrated problem solving process – Simplex.

Use: 8 stages in a ring -- Problem finding, fact finding, problem definition, idea finding, selection, planning, sell idea, action.

A powerful approach to creative problem solving – TRIZ

Use: Look for a generalized solution from another domain How-To: catalog of solution patterns, lateral thinking

Reflection -- Week 9

This week, I worked with the notions introduced in MindTools and continued to mull over the experience of the Week 8 lecture. MindTools explored two topics -- problem solving, and practical creativity. The problem solving section introduced a range of tools and structures that can be used to tackle a problem. I did find I wished I had a case study to work from, but eventually found my own examples. I had seen some of the techniques before, but others were new -- and the obvious thought occurred to me that these are all techniques used by consultants. A business brings in consultants to give them perspective on their problems, and the consultant uses high-level problem solving techniques to analyze that problem and provide recommendations back to senior management. But these tools are not the exclusive domain of consultants -- they can be used by managers and leaders as well as individuals.

I am a particular fan of various matrix-oriented analyses -- the tools seem to communicate effectively and . The 'Fishbone' approach (which very specifically put me in mind of a consulting firm once hired by a past employer) seems useful for brainstorming and problem exploration.

One topic I don't fully understand is the McKinsey 7S approach. I understand each of the 'S' areas fairly well, but when it comes time to express alignment between each S, and to represent that as a 'before' and 'after', I get confused about the purpose of the analysis, and it seems like pieces are missing. There's no problem statement, goal statement, etc. For example, if our preliminary analysis indicates that our structure is "highly decentralized" and our strategy is "distributed control", what can we say if the change being made is to centralize operations (changing structure and changed our strategy) -- we've stayed 'aligned', but there's no articulation of the object of the change (e.g. cost reduction), and the change in strategy is not represented. If we sketch out the 'after' state in advance, it seems like there will be a tendency toward optimism -- which makes the 'after' state uninteresting. If investigate the 'after' state later, it's not much different than the exercise of the 'before' activity. It seems like the model needs to indicate what was changed and the intention of the change, not just the alignment of factors.

The many different approaches to developing creative ideas was very inspiring, and I'm eager to try them all out. It makes me think of the idea that problems are 'golden eggs' to Japanese companies. The TRIZ approach particularly resonated with me because there is a similar line of thinking in Computer Science, called Design Patterns. The basic idea here is that there is a set of repeated patterns in software architecture, and that these ideas are durable and useful independent of a given implementation. In fact, one of the leading minds for design pattern thinking is written entirely from a physical builder's perspective -- a traditional architectural view rather than a technology architecture angle. (Timeless Way of Building)

In the week 9 lecture, we discussed dimensions of creative activity -- an approach that reminds me of Costa's Habits of Mind approach to critical thinking. It seems like we can't discuss creativity very far without running into critical thinking, and vice versa. I suspect this theme will continue throughout the degree program. In the live lecture, we had an animated discussion about divergent thinking and creativity, including whether CPS or something similar is inherent in creativity. We defined creativity as being both useful and novel, originating from divergent thinking but ultimately convergent so that the results could be shared with others. The MindTools section drew a distinction between "artistic" creativity and "technical" creativity, and said that CPS activities are intended for the technical type of creativity. This seems wrong to me, but some students in the class felt that their own creative activities did not reflect any kind of CPS. To me this seems more like a lack of awareness or mindfulness in process, rather than the true lack of process.

I have heard many artists talk about their creative process, some in greater detail than others, but it does seem to me that there is a process underlying it all. CPS itself has become so flexibly defined that I think there's a "big tent" definition that can bring all creativity underneath such that awareness of CPS would help with any creative activity. It may become a semantic discussion after a while, in which certain people characterize their work as having process but not CPS, even though they can't define their process. But among those artists who I've heard describe their process in detail, it rather sounds like CPS, even if the words used are somewhat different. After all, CPS might just as well be described like this: "I started out just noodling around with this idea, and then I realized that I should explore A B C in more detail, and then I started doing these things, and now I'm finishing off by...".

It seems like the alternative to CPS is purely divergent activities -- but even the more avant garde types of art have a CPS within them, even if the CPS is entirely in the planning/setup activities while the execution is left to chance. Dadaist poetry strikes me this way, or modern pieces randomized by computer. Another example might be mind-challenging pieces like Gertrude Stein's tender buttons. She seems to string random words together, but they are not random -- there are puns and references and odd repeated refrains to "make the familiar seem strange". Dissecting language, whether with a wrecking ball or a scalpel, still requires that someone first think about how they might accomplish it, try to do so, assess their work, and so on.

Another subject we dug into more deeply in the lecture was the question of whether there are cases where CPS is not appropriate. There is an argument to be made for "just doing" things rather than analyzing them, although this is not the argument on which we focused. Primarily we talked about problem generation as a necessary catalyst for CPS. KT Ulrich in Design Thinking calls problem generation "sensing the gap" -- and he goes on to outline what ultimately is a particularly elegant case study of CPS activity. Perhaps in more "artistic" types of creativity this might be called inspiration, but a more elaborate definition might be "sensing a thing that needs to be expressed" or "finding a subject that one wishes to explore more deeply" -- in other words, the finding of a "problem".

Monday, October 27, 2014

Mind Tools - Problem Solving

This section of mindtools offers an array of mechanisms to gain a different perspective on a problem or otherwise explore the information in order to both better refine the problem and to potentially suggest a solution.

Appreciation

Use: extract maximum information from facts.
  1. Start with a fact
  2. Ask 'So what' successively until you reach all possible inferences

5 Whys

Use: Getting to the root of the problem
  1. Start with a problem
  2. Ask 'Why' and 'What caused this?' five times

Cause and Effect Diagrams - Also Called Fishbone

Use: Think through causes thoroughly -- basically brainstorming plus concept mapping
  1. Identify the problem
  2. Work out the major factors involved
  3. Identify possible causes
  4. Analyze diagram

Affinity Diagrams

Use: organizing ideas into themes. Couple with brainstorming.
  1. Describe the problem or issue
  2. generate ideas by brainstorming, writing each idea on a separate sticky note
    • emphasize volume
    • suspend judgment
    • piggyback on other ideas
  3. Sort ideas into themes (which ideas are similar? is this idea connected to others?)
  4. Create consensus
    • discuss meaning of groups
    • create new groups if items don't fit
    • duplicate ideas if they fit in multiple categories
    • not too many themes (5 to 9)
  5. Create theme cards
    • description for the relationship/theme (short, 3-5 words)
    • place at the top
    • super/sub heads as needed
  6. Group and regroup until you have a hierarchical structure

Appreciative Inquiry

Use: to solve problems by focusing on what's going right
  • appreciation -- recognize/value the positive
  • inquiry -- explore/discover
  • Use the '4D approach'
    • Define the problem
    • Discovery Phase
    • Dream Phase
    • Design Phase
    • Deliver/Destiny Phase

Flow Charts

Use: to define, analyze, understand, communicate process
Usual approach is ovals at start/end, rectangles at actions, diamonds at decisions.

Risk Analysis/Risk Management

Use: to evaluate/manage risks
  • Identify threats
  • Estimate risk
  • Manage risk
  • Review

SWOT Analysis

Use: discover new opportunities. Manage/eliminate threats

PEST Analysis

Use: understand 'big picture' forces of change
  • Political
  • Economic
  • Socio-Cultural
  • Technological
Other variants incorporate legal, environmental, international, demographic elements.

The Marketing Mix and 4Ps

  • right Product at the right Place at the right Price at the right Promotion (time)
  • some incorporate People, Processes, and Physical layout
  • 4Cs takes the buyers perspective -- Customer, Cost, Convenience, Communication

Ansoff Matrix

Use: understand risk of different options.
Corporation example -- X-axis is products & services, Y-axis is markets
NewMarket DevelopmentDiversification
ExistingMarket PenetrationProduct Development
ExistingNew

Career example -- X-axis is functional skills, Y-axis is industries
NewIndustry TransferRetraining
ExistingExpert DevelopmentFunctional Skills Development
ExistingNew
Some analysts place an additional row/column between existing and new -- 'Expanded' -- to make this a 9-box.

Boston Matrix, AKA BCG Matrix

Use to focus on areas of greatest returns
Market share on the x-axis, market growth on the y-axis.
HighQuestion MarksStars
LowDogsCash Cows
LowHigh

Porter's Five Forces

Use: assess the balance of power
  • Supplier Power
  • Buyer Power
  • Competitive Rivalry
  • Threat of Substitution
  • Threat of New Entry
Diagram is drawn with four arrows facing inward and rivalry in a central circle.

Core Competence Analysis

Use: to focus energy on most important items
  • Brainstorm factors important to your clients
  • Brainstorm a list of things done well.
  • Assess if they're truly core competencies
    • Relevant
    • Difficult to Imitate
    • Broadly Applicable
  • Screen client factors to see if we can develop them
  • Compare two lists
  • Identify items that are costly/time-consuming -- do they contribute to core competencies?

USP Analysis

Use: to identify your competitive edge
  • Understand what customers value
  • Rank yourself and your competitors by these criteria
  • Identify where you rank well
  • Preserve and use your USP

Critical success factors

  • Identify objectives of business
  • Identify what factors lead to those objectives
  • Establish goals that measure progress toward objectives/emphasize those factors

McKinsey 7S Framework

  • Strategy
  • Structure
  • Systems
  • Shared Values
  • Skills
  • Style
  • Staff

Using the Greiner Curve

Use: understand and prepare for the crises that come with growth
  1. Growth through Creativity
    • Leadership Crisis
  2. Growth Through Direction
    • Autonomy Crisis
  3. Growth through delegation
    • Control Crisis
  4. Growth through co-ordination
    • Red Tape Crisis
  5. Growth through collaboration
    • Growth Crisis
  6. Growth through alliances

Sunday, October 26, 2014

Treffinger & Isaksen

The theme of this article is the history of Creative Problem Solving teaching strategies, especially concerned with best practices in gifted education.

Since it was introduced, understanding of effective CPS has evolved to become more flexible in how the recommended processes are applied, to more broadly recognize the diversity in people's styles, personalities, and capabilities, and to better incorporate research discoveries. In general, the history of CPS reflects and understanding that many different types of people can be creative and contribute to CPS activities.

The article provides a series of updates on how the methodology has changed over time, which seems useful to anyone who is studying the history of creativity/creativity studies, or to anyone who learned the method some time ago but perhaps has not updated their understanding as the theory has updated.

The article closes with four areas of future research and consideration:

  1. Moving away from CPS as an end unto itself and toward more specific applications
  2. Connecting CPS with the modern interest in standards
  3. Reflecting on the lockstep stages of process that many methods introduce
  4. To more deeply connect CPS with context, including people, processes, and outcomes (Puccio article seems to do some of this, for example)

Reflection -- Week 8

This week, we read about creative problem solving, and especially the idea that it is valuable to approach creativity as a process and a series of activities and tools -- rather than an innate ability. I appreciated that so much effort was extended in the Basadur et al and Puccio et al articles to fully validate the benefits of treating creative problem solving as a process. At the same time, it was surprising to me to realize the level of work required to do this kind of research. I have read many business, organizational development, and leadership books, and taken a fair amount of training on the subject. I often wondered how much research had validated what was being proposed by the trainer, consultant, coach, author, etc. Because the authors of these articles had taken such a data-driven approach to accompany their theories and recommendations, I found the material to be tremendously exciting. All week I found opportunities to share what I had learned with friends and colleagues.

The class discussion on the nature of innovation -- and the rather unusual structure of the class that left all of us doing a bit of creative problem solving ourselves -- was very interesting as well. I appreciated the opportunity to have a somewhat more freewheeling discussion with my classmates. The process of collectively coming to understand the nature of innovation that Professor David was proposing was highly interactive and felt quite 'constructivist'. I think that what I learned about process, and during that process, will definitely stick with me longer because of the kind of efforts we all made to make that meaning together.

One idea that I had in response to this week's materials is about the creative process for writers. I can't speak to true writers' block -- which I'll define as a kind of absolute frozenness and misery that feels more like a symptom of a mental condition like depression than a cognitive speed bump. But I think it's fair to say that most writers experience points where we are stuck -- unable to figure out what comes next, or not sure how to solve a particular problem. Thus creative problem solving techniques for writers seems like a significant application and audience for what has been learned about this topic.

The 'incubation' article is a good example of this. The meaning of incubation in a work context has shifted toward 'environment to foster business' rather than 'let this idea cook for a while', but in the older sense, the advice to 'take a break and let your subconscious work on it' is a longstanding adage. The second half of this adage -- the notion that your brain is somehow still working on the problem while you are doing something else -- seemed to be disproven by the study.

But the first half, the notion that taking a break will help you to become 'unstuck' on a problem, seems validated both by the study data and by reported individual experiences. Segal goes on to explore the idea that what you do when you're taking a break really matters -- the crossword puzzle wins out over leafing through the newspaper.

Reading this particular study opened a lot of questions in my mind. What might happen if the participants took a walk, a nap, a shower, etc. Would students who intensely read the newspaper perform the same the idly-paging-through group? What correspondences might be found between certain kinds of puzzles and certain kinds of idle activities? I would also like to see the comparison with television-watching, although it might be harder to control for certain kinds of external stimuli encouraging people to think about the right answer inadvertently. Maybe if they showed old episodes of Seinfeld -- although perhaps the humor would shake something loose. At any rate, the idea that it matters what you do when you take your break -- that not all breaks are created equal, struck me as particularly useful for writers as they try to solve problems.

Segal also proposes that the benefit of the break is not in the length of it, but rather in the ability to break away from certain organizing assumptions, also seems to have direct applications for writers. If the task is truly to break your organizing assumption, and the break is the means to that end, then presumably other kinds of means might be effective as well. Collaborating with others, free writing, or seeking an outside perspective might be just as helpful. I suspect that what matters most is finding the amount of time you need in order to gain distance from your past solution, and that the duration probably varies by the amount of time spent with the work (measured in months or years, rather than minutes), the length of the work (perhaps a hundred thousand or more words, versus a single math problem), and the individual disposition of the writer.

Also of great interest to me were the articles about workplace application of CPS and the notion that people with certain problem-solving techniques might feel more at home and efficacious in certain professions because of both the style of problem presented within it, and the type of colleagues found in that area. I have not done a formal evaluation, but I would guess that my problem solving style is somewhere in the Conceptualizing and Generating area. I am in the process of shifting gears from being a middle-manager in a fairly creative area of Information Technology (Academic Technology & Digital Media), heading toward a more academically-oriented area (Education Research). It was validating of my choices to see my style reflected in Basadur's data.

Another observation I had about the Basadur article is that so many Generators seem to be schoolteachers. I've met some very creative teachers, and I often find myself feeling very comfortable with them when I'm in a Generator sort of mindset, so it was not a large surprise to read -- or at least, it feels quite correct once someone points it out. This makes me wonder if perhaps those industries which are seeking more innovation ought to be hunting for advice among teachers, perhaps through advisory panels if not by bringing them in as consultants.

Friday, October 24, 2014

Schoenberg on Assumptions

Schoenberg on Assumptions

??

Linda Bahn - Frame of Reference Presentation

Frame of reference can be a barrier to critical thinking by limiting information you consider -- lack of information, lack of knowledge, poorer decisions.

Frame of reference is your belief structure, perception of the world, and the ways you communicate.

If you only have part of the picture, you only have part of the story.

Geography, upbringing, religion, culture, media can limit our perspective.

Ways to broaden perspective

  • Curiosity: Continually seek knowledge
  • Willingness to listen and understand others
  • Place yourself in someone else’s shoes
  • Understand that nobody knows everything
  • Recognize that life is a learning process
  • Attempt to answer your own questions by research
  • Do not assume anything you don’t understand

Summary Steps to alleviating a limited frame of reference:

  • recognize that frame of reference exists
  • continue to evaluate our beliefs by acquiring new information

Costa - teacher behaviors to enable student thinking

Arthur Costa, "Teacher Behaviors That Enable Student Thinking" [DM, 359-369]

Four major behaviors:

  • Questioning -- challenging intellect, help with processing, help with applying from one situation to the next
    • Ask powerful questions
    • Avoid closed, rhetorical, defensive questions
    • Invite reflection, planning, multiple points of view, multiple options
    • Push toward '3-story' mind
  • Structuring -- individual, small-group, total-group interaction; manage resources; legitimize thinking
  • Responding -- creating a trusting environment helping students maintain/extend/be aware of their thinking
  • Modeling -- displaying desirable intellectual capacities

Interaction types:

  • Recitation -- teacher-centered
  • Dialogue -- student-centered

Be careful with judgmental styles of praise -- "good work". Better to praise the specific accomplishment.

Teacher As Thought-full Designer (DM)

Bena Kallick and Marian Leibowitz, "Teacher as 'Thought-full' Designer"[DM, pp. 253-255]

Lesson planning that incorporates critical thinking skills

Needs to include both unit and lesson level -- unit is necessary for the skills to take root.

Considerations

  • Context -- situation in your classroom, how the students are
  • Essential Questions -- evidence, factors, impact, meaning
  • Content -- facts, concepts, themes you want to teach
  • Skills -- thinking about/processing the content
  • Habits of mind -- work ethic -- persisting, listening, accuracy
  • Assessment -- scoring rubric for the task
Rubric
  • Individual assessment -- speech, journal, essay, test
  • Group assessment -- essay, play, video, etc.
  • Assessment indicators -- can change mind based on evidence, can accept multiple solutions, stays on task, asks relevant questions
  • Product indicators -- the project includes knowledge, follows the plan, is done on time, attends to detail
  • Presentation indicators -- uses appropriate language, enhances presentation with visuals, presents ideas logically

Designer should be clear about the emphasis in the unit, reflective about the work. Can be helpful to work backward from a worthwhile assessment activity.

Beyer on Sequence for Crit Thinking Skills Instruction

Barry K. Beyer, "Developing a Scope and Sequence for Thinking Skills Instruction" [DM, pp. 248-252]

This reading includes some useful charts which I won't try to reproduce in html here. I did find the 'thinking skills and strategies' table problematic, I think because he puts "level 1" at the top -- and these are the hardest/aspirational level items. So you'd expect level 1 to be the basic items, at the bottom, and for level 2 to be advanced/build from there, etc.

He also advocates for only introducing a few skills at a time and coordinating carefully among grades in terms of when each item is introduced. This sounds groovy, but it's got a few problems ... namely that students roam from school to school and coordination inside the school or inside the district is not enough. It implies a need for a national curriculum...and the problem here is that this denies teachers the ability to make the most effective use of their own gifts. They might be able to teach an outstanding version of (skill X) to (age Y) -- but if it's not in the Big National Plan....too bad. It seems like there has to be a better way than a heavy national plan or purely arbitrary local plans -- maybe a less heavy national plan with some competency blocks to the side, similar to how a college curriculum might mix required courses and electives? This practice is under assault and yet it seems like the best approach; we want students to graduate with a basic understanding of (ABC), and to have been exposed to higher-order stuff of interest to them -- during which they learned groovy content but also sharpened their overall skills in ways that are broadly applicable. If this "balanced diet" was then able to be represented in a student portfolio, parents might be able to plan their children's education more actively. "Oh look, Johnny has gotten great exposure to most crit thinking skills on the Beyer chart, but he hasn't seen a lot of decision-making strategies because the emphasis was on critical thinking and analysis. I'll make sure to sign him up for Pretend To Be President summer camp, or model UN, or whatever extracurricular spurs these skills"

Accounting Simulation for Critical Thinking

Taken from Business Simuation to Stage Critical Thinking in Introductory Accounting http://www.gsu.edu/~www301/principles/papers pp. 277-282 -- 2nd link from bottom.

By Springer and Borthick
Issues in Accounting Education
This article outlines an approach to teaching accounting skills, including critical thinking skills, through a simulation.

My observations: this approach takes a lot of planning to make sure that students learn both content and thinking skills -- especially in a higher-ed context where classes become so discrete and the variety of paths through the degree process proliferate. Science classes tackle some of this by having a lecture/lab/discussion combo -- it's more overall hours to spend, though. I've taken writing, history, language, and philosophy classes classes that combined clinic/workshop with lecture. It would be interesting to see this approach in all disciplines -- like math! Now I really want to teach/take a math class that has labs/discussion sessions combined with lecture! Proofs are perhaps a step in this direction? What about multi-subject labs, like a curriculum where you take a history class and a literature class and a combined problem/simulation session?

Article gives an interesting distinction between simulation and case study -- simulation is about proceeding with limited information and responding, cases include "all" the information and an analytical response. Both seem valuable.

Shapiro on teaching crit thinking using the believing & doubting games

From http://www.morningsidecenter.org/teachable-moment/lessons/teaching-critical-thinking-believing-game-doubting-game

TEACHING CRITICAL THINKING: THE BELIEVING GAME & THE DOUBTING GAME
by Alan Shapiro

Example -- a history class debating civil disobedience. But there's a problem.
"The debate has produced strong disagreement, some reasonable arguments, and lots of heat. But it has not produced a recognition of complexity, a sense of the strength and worth of a position not one's own; a movement, however, slight, in one's own position; a desire to go on thinking.
We teachers are often better at stimulating exciting arguments than at complicating and deepening understandings; often better at developing critical thinking skills than at entering into another's point of view and working to experience it and find whatever truth it may contain."

Proceeds into lesson plan using 'Civil Disobedience' as a launch point.

Elbow on The Believing Game

The Believing Game or Methodological Believing Peter Elbow, University of Massachusetts - Amherst Abstract The kind of thinking most widely honored is often called "critical thinking." I call it "the doubting game" because the premise is that we should test ideas by subjecting them to the discipline of doubt. It's a valuable and necessary methodology for good thinking because it trains us to find hidden flaws in ideas that sound attractive or that are widely assumed to be true. In this essay I suggest a different kind of thinking that is equally important but little honored or even noticed. I call it the believing game because the premise is that we should test ideas by subjecting them to the discipline of belief. The believing game trains us to find hidden virtues or strengths in ideas that sound wrong or even crazy, or that are widely assumed to be false. Suggested Citation Peter Elbow. "The Believing Game or Methodological Believing" Journal for The Assembly for Expanded Perspectives on Learning 14 (2009): 1-11. Available at: http://works.bepress.com/peter_elbow/41

Definitions

"The doubting game represents the kind of thinking most widely honored and taught in our culture. It’s sometimes called “critical thinking.” It's the disciplined practice of trying to be as skeptical and analytic as possible with every idea we encounter. By trying hard to doubt ideas, we can discover hidden contradictions, bad reasoning, or other weaknesses in them--especially in the case of ideas that seem true or attractive. We are using doubting as a tool for scrutinizing and testing ideas. "

"In contrast, the believing game is the disciplined practice of trying to be as welcoming or accepting as possible to every idea we encounter: not just listening to views different from our own and holding back from arguing with them; not just trying to restate them without bias (as Carl Rogers advocated); but actually trying to believe them. We are using believing as a different tool for scrutinizing and testing ideas. But instead of doubting in order to scrutinize fashionable or widely accepted ideas for hidden flaws, we use belief to scrutinize unfashionable or even repellent ideas for hidden virtues. Often we cannot see what's good in someone else's idea (or in our own!) till we work at believing it. When an idea goes against current assumptions and beliefs--or if it seems alien, dangerous, or poorly formulated---we often cannot see any merit in it."

Evolutionary notion -- we begin with the believing game, accepting authority. We tend to learn the doubting game in school. The down side to this is polarization.

"This is a tradition of systematic skepticism that I call the doubting game or methodological doubting. The goal is not to reject everything but to use skepticism as test to see which ideas are more worth trusting. "

Methodological doubting developed through Socrates, Descartes, Popper's formulation of the scientific method. There's a notion that you can't truly prove theories, just disprove the opposite -- absence of evidence is not evidence of absence. Etc.

A scientific version of belief is the next step in evolution -- naive belief begats systematic skepticism, but how do we get ourselves around to agreeing and believing again?

The believing game is focused on believing someone else's point of view temporarily. Does this truly lead to more scientific versions of believing?

We haven’t learned to use belief as a tool--as we use doubt as a tool. That is, over the centuries, we learned to separate the process of doubting from the decision to reject. But we haven’t learned to separate the process of believing from the decision to accept.

to me this seems like more than just "put yourself in the other person's shoes" -- it is actively trying to believe what they do, not just to see through their eyes, but also to think with their brain

"Three Arguments for the Believing Game Three Arguments for the Believing Game (1) We need the believing game to help us find flaws in our own thinking. (2) We need the believing game to help us choose among competing positions. (because defeating supporting evidence doesn't necessarily defeat the position) (3) We need the believing game in order to achieve goals that the doubting game neglects. (reflecting, understanding, moving forward on common goals without achieving consensus on other items)"

"Summary. The doubting game and believing game are tools or methods. As such they cannot make decisions for us. The doubting game can’t prove that a position is wrong; the believing game can’t prove validity. For decisions we need to make judgments. But our judgments will be better if we get to use both sets of tools. In summary, I’m arguing for a richer and more accurate picture of rationality or intelligence or careful thinking. "

Tuesday, October 21, 2014

Puccio Et Al - Effectiveness of CPS Training

"A Review of the Effectiveness of CPS Training: A Focus on Workplace Issues"
Puccio Et Al
Definition of Creativity: production of novel ideas that are made useful
  • CPS one of the few process interventions that has proven value
  • Various process models out there
    • Creative Problem Solving
    • Synetics
    • TRIZ
    • 6 Thinking Hats

Key point of paper: explicitly examine one applied creativity model, Creative Problem Solving (CPS), and to summarize the research evidence that demonstrates the positive effects of CPS training.

Osborn Model:

  1. Fact-Finding
  2. Idea-Finding
  3. Solution Finding
CPS is a model designed to make explicit the steps involved in the creative process -- NOT brainstorming.

Through his leadership Osborn established a creativity foundation (i.e., Creative Education Foundation) and an academic program (the International Center for Studies in Creativity at Buffalo State College) in Buffalo, New York, USA.

First, the CPS process is comprised of multiple steps that capture the basic operations associated with the creative act, namely the need to define problems, generate ideas, transform ideas into solutions, and construct action plans. Second, all CPS models show a balance between divergent (i.e., generating a diverse set of alternatives) and convergent thinking (i.e., screening, selecting and evaluating alternatives) in every step of the process. This dynamic balance between divergent and convergent thinking is the hallmark of CPS.

Study of studies approach -- formal CPS training in the Buffalo model shown to be highly effective in the various measures.

Basadur's Attitude Scales (measuring the progress of CPS training)

  • Preference for Active Divergence
  • Preference for Avoiding Premature Convergence **particularly key
  • Valuing New Ideas
  • Creative Individual Stereotypes
  • Too Busy for New Ideas

Value demonstrated in Japan and South America as well.

Small amount of training (<30 hrs) still resulted in changes lasting longer than 1 year

"Incubation in Problem Solving" -- Eliaz Segal

Key Insight: Taking a break from a hard problem is about breaking through your organizing assumption, not "letting your mind rest" or "letting your subconscious work on the problem"!

Incubation: a break in the activity devoted to the problem, which may eventually facilitate the solution process

How Does It Work?

HypothesisExplanation
*argued in this paper*Attention-Withdrawal Hypothesis -- you get a New Organizing AssumptionThe role of the break is to release you from false organizing assumption -- allow you to see the problem with new eyes
Autonomous-ProcessesYour "subconscious" is working on the problem, or your brain is getting a break because it's tired, or you forget irrelevant information
External-Cues HypothesesThe role of the break is to bring in external cues, trigger critical memory traces
  • Length of the break doesn't change result
  • More helpful to engage mind than to veg out

This study uses insight problems to study incubation -- one in which it's easy to come to an impasse due to your assumptions, then have an 'A-ha' moment.

Caution: "taking a break while solving a problem that must be solved only by a gradual and continuous pro- cess is a senseless move that only impairs the solution process or at least delays it."

Key observation: "Some gestalt psychologists noticed that participants tend to fixate on a false assumption when trying to solve an insight problem, and that in order to solve it, one has to form the correct assumption instead".

You must "restructure the problem elements" or "change the representation of the problem".

An organizing assumption is key to the problem-solving process. A theme around which to vary.
"But why must one assume any assumptions at all in order to solve an insight problem, and why do solvers almost always assume false assumptions? Whether an assumption is false or correct, it is not another piece of information, but rather an organizing agent that connects all the elements of the problem to each other and thus enables the solver to understand the problem and to act upon it. Without an organizing assumption, the problem would not be formed in the mind of the solver in the first place, and changing it would change the way one represents the problem. The organizing assumption has another critical function: It directs the attentive activity of the solver into closed borders, or in other words, into a bounded problem space. When the organizing assumption is false, it is impossible to reach the solution within the limits of the false problem space."

"Taking a distracting break when running into a dead end (impasse) in the solution process, and then returning to the problem, proved more efficient than working continuously for the same net duration."

Basadur Et Al - Creative Prob Solving Styles

Creative Problem-Solving Process Styles, Cognitive Work Demands, and Organizational Adaptability Min Basadur, Garry Gelade and Tim Basadur Journal of Applied Behavioral Science 2014 50: 80 originally published online 3 December 2013

CPSP -- Creative Problem Solving Profile
Article describes how these styles match up with the creative problem-solving process

In a changing world, organizations need adaptability (mastering the process of deliberately changing routine), not just efficiency (mastering routine). Adaptability is proactive and entails deliberate discontent, looking for new problems, finding new things to do, adopting new technologies and methods ahead of the competition.

Four-Stage Model of Creative Problem Solving Maps to four overall styles in their questionnaire/model.

  1. Generating -- creating options via new possibilities. New problems, new opportunities.
  2. Conceptualizing -- Creating options via new understandings/definitions of the problem/opportunity. Good ideas to help solve it.
  3. Optimizing -- creating options in the form of ways to get an idea to work in practice and uncovering factors for successful implementation.
  4. Implementing -- creating options in the form of actions that get results and gaining acceptance for implementing a change or a new idea.

Creative Problem Solving Profile

  1. Measure the problem solving styles
  2. map the profile to the creative problem-solving process
  3. increase understanding of different process demands in different roles
  4. provide a blueprint to follow in order to
    1. initiate and sustain permanent adaptability performance
    2. simplify and facilitate change management
    3. address long-standing organizational effectiveness problems and challenges

Different occupations require different cognitive activities, different styles are needed at different levels.

This model approaches creativity as a process occurring in a context, pertaining to solving problems, and having a product or plan as the final result.

The CPSP Instrument

Two axes -- Apprehension as Experiencing vs Thinking.
Experiencing: open, nonrational, experiential, divergent. Learning by doing, physical processing.
Thinking: closed, rational, theoretical, convergent. Gaining knowledge through detached, abstract thinking (pondering) or by "mental processing".

Utilization as Knowledge Evaluation vs. Knowledge Ideation
Ideation: Nonjudgmentally creating new information to increase the variety of options
Evaluation: Judgmentally reaching decisions about new information to reduce the variety of options.

Basadur method uses a cycle of ideation/evaluation in each of the four steps of creative problem solving.

Applying the CPSP

  • clarify breakdowns in creative processes -- ex: great ideas, no implementation
  • identify weaknesses in team composition or organizational composition

Field Research

Occupations and the CPSP
Why identify trends in CPSP relative to occupation?
  • increase team effectiveness
  • identify where individuals will find success
  • correlation to hierarchical level - skills needed for leadership
"The occupation that a person will find most satisfactory, and the one in which they will be most successful, is the one that maximizes the congruence between the demands of the work environment and their vocational personality."

"If organizational success depends so critically on innovative change, and if Holland’s theory of vocational choice is correct, why are employees with Generator characteristics apparently underrepresented in business organizations? Perhaps many companies have yet to learn how to retain and motivate individuals who prefer the Generator style. Generators are the farthest away from work that is visibly measurable. However, one could argue that it may be overly simplistic to speculate that the dif- ficulty with innovating in organizations is the lack of employees who prefer the gen- erator style of thinking. For example, a single Generator might initiate enough work for 10 Implementers. A more productive approach might be to raise broader questions and hypotheses about the appropriate mixes or ratios of the four quadrant preferences within various organizational departments and functions, or within an organization as a whole."

Wednesday, October 15, 2014

Ward on Assumptions In Business

Stephanie Ward
Assumptions In business
http://www.businessknowhow.com/growth/assumptions.htm

Making assumptions is bad for business because doing so can:

  • Cause unnecessary stress
  • Waste time and energy
  • Create misunderstandings
  • Cause you to miss out on great opportunities
  • Lower your confidence and create self-doubt
  • Lead you to offer the wrong product/service
  • Create obstacles that don't exist
If you don't know, ask!

Kies on Assumptions

From http://papyr.com/hypertextbooks/comp2/assume.htm Daniel Kies
An ontology of assumptions
  • Cultural
  • Biological
  • Intellectual -- with rational, emotional, or ethical appeals
  • Idiosyncratic -- my personal history
  • warranted -- those with evidence
  • unwarranted -- those without evidence
  • explicit -- stated directly
  • implicit -- must be derived
  • relevancy and validity -- connect the argument, analogy, generalization to the general case
  • limiting assumption -- keeps us from seeing situation/evidence clearly

DM 26 - Our Changing Perspective of Intelligence -- Master Architects of the Intellect

DM Ch 26
"Our Changing Perspective of Intelligence -- Master Architects of the Intellect"
By Robin Fogarty
Successful Intelligence
  • analytical (compare, analyze, judge, evaluate)
  • creative (invent, imagine, suppose, design)
  • practical(practice, implement, show, use)
The interaction of these three creates "successful intelligence".
TheoristTheoryNotes
DeweyExperiential Learningfield studies, immersion -- service/civic projects, simulations, field trips
MontessoriDiscovery Learningprepared learning environment with practical, sensory, and formal skills. Success-oriented, self-correcting, hands-on manipulatives.
PiagetConstructed LearningHands-on with subject matter and materials representing the subject matter
VygotskySocial Interactionsstudent-to-student interaction, debate, discussion
FeuersteinCognitive ModifiabilityMediated learning experiences -- intelligence can be learned. Bringing metacognition to the classroom (why did you...what were you thinking....what did you do well...what would you change...)
CostaHabits of Mind16 Habits: persisting, managing impulsivity, listening with understanding and empathy, thinking flexibily, thinking about our thinking, striving for accuracy and precision, questioning and posing problems, applying past knowledge to new situations, thinking and communicating with clarity and precision, gathering data through all senses, creating, imagining, and innovating, responding with wonderment and awe, taking responsible risks, finding humor, thinking interdependently, learning continuously.
GardnerMultiple Intelligences
  • verbal
  • logical
  • visual
  • musical
  • bodily
  • interpersonal
  • intrapersonal
  • naturalist
Sternberg
PerkinsLearnable Intelligence
  • neural intelligence that contributes to efficiency
  • experiential intelligence that stores experience in diverse situations
  • reflective intelligence that contributes knowledge, understanding, and attitudes
DiamondEnriched EnvironmentsVisible in the variety of enrichments in a classroom
PinkerComputational Theory of MindMind is an organ of computation, information processing is our fundamental activity. May study computers to understand the mind.
GolemanEmotional Intelligence
  • self-awareness (confidence, decisiveness)
  • self-regulation(impulsivity, emotions)
  • motivation(hope, initiative, zeal)
  • empathy(reading the feelings of others, caring)
  • social skill(influence, leadership, team building)
ColesMoral Intelligencecase studies, ethical questions

DM Ch 11 -- Thinking About Decisions, by Robert J Swartz

DM Chapter 11
"Thinking About Decisions"
Robert J Swartz

Problems with Our Thinking About Decisions

  • Deciding too quickly, without thinking through other options
  • Failing to consider alternatives (multiple ways to wait, defer, negotiate, etc)
  • "Myside bias" -- thinking about things only from our own perspective
  • making decisions based on immediate self-interest rather than long-term self interest
Essentially: hastiness and narrowness Common Faults in Thinking

scattered and sprawling
fuzzy

Studying Good Decision Makers

  1. Understand why a decision is needed.
  2. Consider as many options as possible.
    • fluency
    • flexibility
    • originality
    • elaboration
  3. consider consequences, their likelihood, and their significance
  4. weigh the consequences against our values
  5. remain open-minded even after deciding
Monitoring Our Decision-Making
  • Remind ourselves of key questions and the order for answering them
    • Why necessary?
    • What options?
    • What consequences?
    • How likely consequences?
    • Value/weight of consequences
    • Pro/con compare/contrast
    • How do I carry out?
  • write down our thinking in answering these questions -- pros, cons, options, info
  • collaborate to bring in new perspectives, disagreement, etc.

Teaching Students to Be Skillful Decision Makers Making Skillful Decision Making Stick

  • Making explicit the strategy for skillful decision making -- on the board, on a flip chart or poster
  • Guide through the strategy
  • Have students work collaboratively
  • Use a graphic organizaer
  • Ask students to describe/evaluate their thinking
  • Ask students to develop a plan for future skillful decision making
  • Prompt students to think through other decision-making issues using the same strategy

Assessing Students' Decision-Making Abilities
see chart on page 65
could also use strategy you taught as a rubric

DM Ch10 -- What Is Problem Solving? by Jack Lochhead and Aletta Zietsman

Def: Applying knowledge and algorithms in context

Subject-specific problem solving

  • general-purpose mathematical strategies
  • computer-assisted problem solving -- allows focus on the concepts without complex calculations
General-purpose problem solving
  • attitude
  • awareness

"That's Not My Problem"
  • ownership -- must believe this is a problem, and have a stake in solving it
How do we solve problems?
  • one conceptualization:
    • Problem Space
    • Solution Paths
    • analogies follow from there
      • working backwards
      • hill climbing
      • means-ends analysis
      • forward chaining
  • problem representation -- visual, verbal -- may be the most important step
A Complex Challenge
  • Skinner says all behavioral processes are relevant
  • challenging area with few advanced models right now

Monday, October 13, 2014

Metacognition Ch 5 Concept Review

Concept Review Questions

1 - We think that FOK and JOL are not based on the same information because they respond differently to different kinds of brain injuries, and a given individual can have a very different relative accuracy in their FOK and JOL.

2 - Cues for JOL include domain familiarity, creation of a mnemonic, and a sense of novelty/rarity. These cues might reduce accuracy if the person misjudges their familiarity with the domain, if their retrieval is focused on the mnemonic rather than the thing being studied, or if the novelty/rarity produces a TOT but no actual retrieval.

3 - Monitoring accuracy is significant for controlling study activities because it allows you to know when to stop studying a given item or when you need to study a bit longer. It also can help you to know when you need to change strategies in order to be successful.

4 - The ‘discrepancy reduction’ model of self-paced study focuses on finding the topics where what you know and the information to be known has the widest different — which is to say, it’s the topic you know the least about, and hence the one where you can make the most improvement. The region of proximal learning model encourages learners to focus on those topics that are closest to being mastered, and to build on that topic for learning the next-most-proximate, and so on.

Metacognition Ch5 Discussion Questions

Discussion Questions 1 - In the scenario, subjects were presented with a category and words associated with that category. The study did not find substantial difference between JOL and delayed JOL. I speculate that the reason for this would be the familiarity the person had with the category allowed them to quickly assess their own memory. They already had a framework in which to store the words, and knew the relationship already. There may be ways to create some discrepancy between immediate and delayed JOL in this case, such as prompting the students with different information or asking them to remember via a ‘fill in the blank’ rather than a multiple choice. 2 - Monitoring learning seems to me to be a reflexive or near-reflexive activity; even if a person is not told to monitor their learning or does not have the habit of it, they should be able to at least make a JOL after a learning experience, and even then the JOL should be better than chance, because they can make a retrieval attempt at any time, whether they did much active monitoring during the learning experience or not.

Sunday, October 12, 2014

Metacognition Week 4 - Reflection

This week we dug more deeply into the topic of three types of metacognitive monitoring -- Judgment of Learning, Feeling of Knowing, and Ease of Learning. Since JoL has been studied extensively, it represents much of what we know about metacognitive monitoring in modern scientific literature. However, JoL, FoK and EoL are positively but weakly correlated, so it seems fairly likely that there are multiple or more complex mechanisms in place here. This makes me think that this is an area where our models and techniques will undergo significant change -- as we seek to "hack our brains" to live in an ever-more-complex environment. The work studying JoL seems very preliminary despite being an area of focus for the field recently. I say this because although there are interesting theories about whether people are using their ease-of-processing, retrieval-fluency, and/or cue utilization abilities, it seems like the strategic approach to the task would vary from person to person, and that their overall level of self-awareness and study skills would be cross-cutting through all of these hypotheses. I wonder if there is an element of pattern recognition as well; in your brain, do you get a strong "I've got this" feeling, or is it more like "enough of this one" that causes people to move on. I think the experiment that coaches people to employ a given memory technique is particularly interesting. I was particularly interested in the "Region of Proximal Learning" hypothesis, because it echoes my experience and seems highly practical for teachers to adopt -- to identify the next "stretch goal" and then support students through it, time and time again. It works for sports and it seems very effective for brains as well. Thinking so much about thinking and learning makes me much more conscious of these processes at work in my brain as well as my children's brains. I still have many questions. I wonder how national origin/culture relates to metacognition -- cultures that value memorization, cultures that value intense meditation/reflection, and so forth -- if our sample set included a much wider representative sample of human variation, we might come to different conclusions about what's universal. I wonder how ADD/ADHD fits into this picture; is metacognitive control a challenge for people struggling with attention deficit? Can metacognition help people struggling to keep their brains on task? I find it interesting that ADD/ADHD sufferers seem to have an opposite response to caffeine -- it makes them more focused. I find myself drawn again and again to the middle "memory maintenance" zone, wherein the only advice is to rehearse our knowledge. Combined with statistics that talk about people only retaining some small fraction of what they see and hear, I find myself suspecting that these are really important subjects that are worth more study than they've received. And I still haven't heard anything about instinct and the distinctions that might be drawn between memory of facts/details versus memory of overall themes versus the learning of skills/techniques/algorithms.

Thursday, October 9, 2014

DM15 -- "Habits of Mind". pp80-86

DM Ch 15 -- "Habits of Mind"
by Arthur L. Costa

Habits of mind -- disposition toward behaving intelligently when confronted with problems
Five key characteristics:

  • Inclination -- feel a tendency to employ patterns of intellectual behaviors
  • Value -- choose to value and employ the most effective patterns of intellectual behaviors
  • Sensitivity -- perceive opportunities for employing a particular pattern
  • Capability -- have the basic skills to carry out intellectual behaviors
  • Commitment -- strive to reflect on and improve performance of the behaviors

Sixteen Habits of Mind -- ways humans respond intelligently to problems -- behaviors of the effective problem solver

  • Persisting -- don't give up easily
  • Managing Impulsivity -- think before acting, form a vision of a product/goal/destination first
  • Listen to Others with Understanding and Empathy -- spend the time and energy to be able to take on the diverse perspectives of others. Demonstrate understanding and empathy by recapping, building on, clarifying, giving examples. Listening is not often taught in schools -- we rehearse what we're going to say.
  • Thinking Flexibly -- the brain is plastic and can rewire itself. Draw from a range of problem-solving strategies, tailor the style to the situation. Approach a problem from a new angle using a novel approach.
  • Thinking about our thinking (Metacognition) -- neocortex, knowing what we know/don't know. Major components:
    • form a plan of action
    • keep the plan in mind over a period of time
    • evaluate the plan upon completion
    This is valuable because: can consciously track the steps, make temporal/comparative judgments, assess readiness for activities, monitor interpretations, perceptions, decisions, behaviors.
    Superior teachers practice metacognition daily by:
    • developing a teaching strategy
    • keeping the strategy in mind throughout the lesson
    • reflecting on effectiveness later
  • Striving for accuracy and precision -- the desire for craftsmanship, mastery, flawlessness, efficiency. Pride in work.
  • Questioning and Posing Problems -- why? what if...? how are these items related? what's the evidence? how reliable is that?
  • Applying Past Knowledge to New Situations -- learning from experience
  • Thinking and Communicating with Clarity and Precision
  • Gathering Data Through All Senses
  • Creating, Imagining, and Innovating
  • Responding with Wonderment and Awe
  • Taking Responsible Risks
  • Finding Humor
  • Thinking Interdependently
  • Learning Continuously

DM 14 -- "Actively Open-Minded Thinking" pp 76-70

"Actively Open-Minded Thinking", DM ch 14
by Jonathan Baron
"Myside bias" is rejecting facts and ideas that are counter to your own understanding. Leads to negative outcomes in public and foreign policy. Leads from and stems from overconfidence. Confidence in the future lets you take risks and generally achieve more. But confidence in the past can discourage risks and prevent people from questioning their understanding.

Asking people to think about why they might be wrong reduces bias due to overconfidence. Thinking through the rules that govern your behavior -- to see if you are following the rules instead of seeking the objective behind those rules -- can lead to greater happiness and satisfaction.

Actively Open-Minded Thinking is bending over backward the other way, to make sure we understand the other side. Seek out counterarguments, listen to disagreements (be "active" in this).

Role of Educator in Actively Open Minded Thinking Teachers can encourage thinking skills by addressing illogical or lopsided arguments through grading and feedback.
Insist on:

  • thorough and fair search
  • fair inference
  • appropriate confidence
Foster competition among possibilities, evidence, and values.

Reflective Essay Outline

  • Explain your question and why it is important
  • Present the most obvious answer or answers
  • Consider less obvious alternatives, or objections to the obvious answers
  • Rebut the criticisms, or explain how the original answers can be modified to deal with them
Instead of only teaching facts, teach history of thinking that led to that understanding.
Request alternative points of view
Give credit for bringing up alternatives or criticisms

Wednesday, October 8, 2014

Metacognition Class Notes, Week 5

scott barry kaufman — scientific american mind irving janis groupthink, notion of a ‘whole brain group'

confidence gap in the workplace?

perfect confidence level? can we go back to our older readings on both relative and absolute accuracy measurements? (back to mike c, and sabrina) -- but conflict -- what about the confidence ladder? is it actually stronger to maintain your conscious incompetence?

Metacognition D&M Ch 5 Notes

D&M Chapter 5, textual notes

Judgments of Learning

Do all monitoring judgments tap the same information? (FOK, JOL, EOL) [Answer: Nope]

**JOL is the most studied recently**
When comparing all 3 monitoring judgements, research found that these factors are positively but only weakly correlated

Variables Influencing JOL Accuracy

JOL accuracy influenced by:
  • number of trials
  • timing of those judgments
  • ...others, not covered here

Historical background

Arbuckle & Cuddy had college students do a simple JOL on word pairs, with reasonable accuracy. Groninger had similar results. Everyone seems to be testing college students, very convenient :). Did not tend to assess degree of accuracy. Nelson introduces gamma correlation to measure relative accuracy in 1984 and this becomes the standard. 0 correlation == chance. Correlations come in ~.30 for their relative accuracy. Opportunity here for improvement. Increased trials impacts calibration and relative differently, whereas timing improves both.

Number of Trials and Underconfidence-With-Practice Effect

When doing multiple trials, people's relative accuracy improves (they more consistently know themselves relative to the trial in front of them), they underestimated their calibration (actual accuracy) -- apparently not realizing how much the multiple trials would help them. I wonder how this applies to non-college students and non-Americans -- might people from cultures that value reflective behavior or memorization perform differently?

Global judgments -- your sense of how you'll do overall, as opposed to the item-by-item type of JOL. Your assessment tends to follow your previous performance rather than increase when you have more practices.

Timing of Judgments and Delayed-JOL Effect

Nelson & Dunlosky found that immediate JOL has low-to-moderate relative accuracy, but a short delay boosts rel. accuracy. Essentially we are more consistent in our self-judgments if we wait a moment.

Note on Impact of Drugs:
Drugs seem to impact learning but not JOL -- depressants decreasing learning, stimulants improving it slightly.

One experiment to explain delayed JOL found that if you give people the pair, you throw off even a delayed JOL. So the metamemory 'if I know if now, I'll know it later' is removed. But if you give them half, they have reasonable rel accuracy. (prompting "undermines the students' ability to attempt retrieval of the response")

Overall assumption is that you're making a retrieval attempt as part of your JOL -- either metacognitive monitoring is real, or else there's a self-fulfilling prophesy at work here. Research debate -- do delayed JOLs change your memory or does the elapsed time actually improve your judgment process?

Monitoring-Dual-Memories Hypothesis

  • Nelson and Dunlosky
  • since JOL is attempt to retrieve, short-term memory interferes with an immediate JOL; you don't know if it's in your long-term store
  • gap before JOL means you're just looking at long-term memory -- which is what JOL is meant to assess

Self-Fulfilling Prophesy Hypothesis

  • Practicing retrieval improves assessment of retrieval (seems like you should be able to test for this)
  • A delayed JOL acts on long-term memory, so it's a more accurate time to JOL.

Probably a combination of both -- but MDM is challenged by the fact that accuracy does not vary with delay length. And the underlying assumption of a retrieval attempt doesn't seem borne out by timing -- a negative JOL is sometimes very fast (lack of recognition of the prompt). Also, there seem to be may kinds of JOL.

Hypotheses about JOLs

Ease-of-processing Hypothesis -- Begg 1989 proposes that JOLs are based on how easy it is to processing an item immediately prior to making the judgment. A heuristic/rule. Given a pair, you might look at it and decide on a mnemonic -- a good one, and you'll feel confident. Nothing comes to mind? Not confident. Then again, easy-processing may still lead to difficult-to-remember (names seem like an example of this). Explored this via common and rare words -- but rare words were actually remembered better. To more fully assess processing ease, Hertzog et al had participants use imagery (press a button when you've got an image). The time taken to come up with an image was used as the ease of processing. Quick imagery generation does indeed seem to predict JOL.

Retrieval-Fluency Hypothesis -- also heuristic. Benjamin and Bjork 1996 described. More fluent when: retrieval is quick and when retrieval includes more details. (related to FOK accessibility hypothesis) Fluency demonstrated by first asking a relatively easy trivia question, then ask them to predict if they'll remember their response (JOL). JOLs were highest when they answered the trivia question quickly -- BUT -- actual recall is greater when retrieval is slower! People may have thought they'd get the cues on the final test, and therefore paid less attention. Fluency heuristic misled them. JOL/recall correlation was zero.

Cue-Utilization Approach for JOL Ease of processing hypothesis doesn't explain underconfidence-with-practice effect. Accuracy comes from a variety of cues both in the brain and in the study conditions -- and use those to infer memory. Accuracy comes from correlation of cues and the test.

As expected, item relatedness is influential on JOL -- salt-pepper gives you more confidence than dog-chair. Study trials influence JOL, but not as strongly as they influence actual performance (UWP). Relative accuracy is influenced by test trials and delayed JOL.

Koriat proposed a taxonomy of cues and their influence.
Koriat's Cue Taxonomy

  • intrinsic cues -- things about the items themselves, such as relatedness
  • extrinsic cues -- using imagery or other "encoding operations" actual mnemonics and loci also a trick here?
  • mnemonic cues -- internal indicators based on subjective experience ease of processing, previous recall

Overall theory is that individual JOLs are differentially sensitive to cues. JOL more susceptible to intrinsic than extrinsic, but performance is impacted by intrinsic and extrinsic as well.

Overall -- people seem relatively unaware of the impacts of extrinsic cueing

So why are we bad at metacognition, including both metamemory and metacomprehension?

Still studying . . . re-reading and summarizing helps, but we don't know why

What's the function of JOL?

  • monitoring regulates behavior
  • FOK is retrieval strategy
  • JOL is studying control -- validated using self-paced study and multiple tests

Theory of Self-Regulated Study

You likely establish a 'norm of study' for the subject -- how much do you care and how well do you want to do? Usually people follow their norm of study in how they allocate their time. If told to emphasize accuracy ("until you're absolutely sure"), students had a higher norm of study -- if told to emphasize speed ("only as long as you need").
Discrepancy-Reduction Model
Why do people study 'difficult to learn' materials longer than 'easy to learn' ones?

DR Hypothesis says it's a measure of the difference between your monitoring of learning and your norm of study.

But there seems to be more to it than this. When cramming, students are likely to study easier material. Given varying times to study, test subjects tended to focus on easier (less time given) or harder (more time given) topics. This is called 'STEM' Effect -- the "Shift-To-Easier-Materials" effect. Seems to be adaptive decision making conducted during study time.

Region-of-Proximal-Learning Hypothesis
Metcalf argues that discrepancy reduction isn't enough -- would cause students to spend too much time on items they might be unable to learn. He offers Region-Of-Proximal-Learning (RPL) hypothesis -- that study time is allocated to material in the region that is "just beyond the grasp of the learner and that is most amenable to learning."

Tuesday, October 7, 2014

Metacognition Week 3 - Reflection

What I found particularly interesting this week was learning about all of the experimental techniques in more detail. I find myself frequently wondering how psychologists validate their models. As I worked my way through the text, I found that the objections I had were frequently answered by the section which followed. One question I have is how the FOK tests are validated/calibrated. It seems like they are ripe for distortion. I've participated in a few psych experiments at this point, or taken my children to participate in them, and one thing I find myself dialing in to is trying to get some sense of consistency or pattern from the test itself, so that I can make better predictions. All of the experimenter's assumptions are on display in a test like this -- familarity with some of the old-school pictures used for phonics instruction, like putting an 'igloo' for 'i'. Or that they still call native Alaskan and Canadian peoples 'Eskimos' instead of Inuit, Inupiat, Yupik, Aleut, etc. Or that they know to call a 'potbelly stove' a stove. Alternately, what if the answer is made obvious by the alternatives presented, or what if the answers are all so clever and close that they introduce new possibilities to the mind of the subject? For example, if we ask, 'Who was the first person to orbit the moon?', and the answers were ridiculous ("Joe Banana, Suzy Spaceship"), surely everyone would get it right -- and if the test was composed primarily of ludicrous answers, eventually their FOK would climb rather high in response. If the experimenters then switched to very difficult items, the FOK would suddenly appear overconfident (and so on). If the answers presented were all very plausible and some introduced new interpretations (such as including Russian cosmonauts as well as Americans, perhaps introducing confusion to anyone who had been thinking about the topic from an Americans-only point of view), or if each question was a close variation of the one that preceded it (for example, if there's a series of questions about capital cities, a person might score more highly on later ones because they are increasingly dialed in and focused on that type of knowledge). Developing a set of tests that can be validated and then used longitudinally must be incredibly challenging, but I suspect there must be ways to analyze the test itself. I'd like to learn more about how this is done. I don't feel as clear about what exactly a FOK is, biochemically or neurologically. If it's not in the temporal lobe, what does that mean? It seems like a kind of inter-sensory perception, give its location in the brain. I'd like to learn even more neuroscience to combine with the psychology studies we're doing. The Epistemology reading -- as we discussed in class, this was a challenging read. I tried to plow through it a few times with limited success. I'm going to interpret it as being mostly an exercise and circle back to it if it turns out we needed to extract more meaning from it. It's interesting to me that although on my first reading I identified the issue as being a lack of organization/structured ontology/connective tissue in the article, it actually has a decent outline and a readable introduction. But the first paragraph immediately establishes four abstractions/abbreviations (S, p, TK and NTK). The next paragraph adds one more abstraction to the mix (JTB). In addition to requiring constant translation from the reader, they're not necessary at all for what the author wants to say. For example, the sentence: "Finally, S's being correct in believing that p might merely be a matter of luck." could just as easily be written: "Finally, a person's correct belief in a proposition might merely be a matter of luck." -- but it would be more clear if written like this: "Correct beliefs might be held only due to luck." or "A person may hold correct beliefs only due to luck." if the passive voice is unwanted. The writing is not rich and flowery, but it seems to manage to be flabby anyway because it shortchanges clarity. A mix of diagrams and clearer writing would have helped this author immensely. The mind tools section this week was on information skills, covering note-taking and reading techniques. Mind mapping is a technique that I have used before, but not as a way to take notes in a text -- usually I've used it as a way to convey information when one of the most important things I want to convey is the relationship between the pieces (this begets this, or this is composed of this), or to explore the territory. I've done a lot of group facilitation/whiteboarding where this style of note-taking was part of the picture. But I don't find it as useful in reference notes -- I'd rather work with those in a grid or a paragraph. Right now my approach is to read material all the way through, then go back a second time and take notes, answer the questions, do a reflection (etc.). I think after those steps, I could probably make a fairly effective mind map, but I'm not sure I could do it as part of a first read. When doing research, I can see using it as a technique to give myself broad reminders about certain relationships and links between things. I suspect this is a technique that works differently for different brains. The speed-reading/rapid absorbtion techniques sections were all interesting. I think that SQ3R is probably what I'm already doing, but perhaps being more conscious of this technique will help me to utilize it more fully. I definitely want to practice the skills in this area. The learning styles summary is very useful, although I find myself either in the middle of the road or alternating in my preferences depending on the material. I also tend to switch up my style in response to my environment -- with a bunch of reflective thinkers, I'm going to feel active -- and mixed among global thinkers, I'm going to feel procedural. I don't see a section for contrarians! So, for example, when I learn math, I need to hear a problem explained, and I really have to hear the theory, but I also want to work through examples. In some contexts it can be an advantage to be a switchup learner, but it also encourages me to be somewhat demanding (and contrarian) in learning situations. I want a full rainbow blast of information!

Metacognition Class, Mind Tools -- Information Skills -- Notes

Mind Maps

Useful for:
  • Taking Notes
  • Summarizing information
  • Consolidating info from different sources
  • Thinking through problems
  • Presenting information in a format that shows the structure

SQ3R

  • Survey
  • Question
  • Read
  • Recall
  • Review
Survey -- scan contents, intros, summaries
Question -- make note of your questions, consider any study goals
Read -- actually read the document, go slow as needed
Recall -- run through it in your mind
Review -- read the document again, discuss with others, teach it

Speed Reading

Key Insight: Know what you want from a document before you start reading it
  • Read bigger blocks
  • Consume those blocks faster
  • Skip back less often

Reading Strategies

  1. Know what you want to know
  2. Know how deeply you want to read
  3. Read actively
  4. Consider the type of material you are reading
  5. Whole subject documents Not sure I get this -- make your own table of contents in advance ?????
  6. Use or compile a glossary

Review Techniques

  • Establish a review cycle -- one day, one week, one month, and four months after learning

Learning Styles


SensoryIntuitive
Concrete, practical, procedural information -- the facts Conceptual, innovative, theoretical information -- the meaning

VisualVerbal>
Prefer graphs, pictures, diagrams Prefer to hear/read, explanations with words

ActiveReflective
Prefer to manipulate objects, do experiments, try things, work in groups to do problem-solving Prefer to think things through, evaluate options, learn by analysis. Enjoy figuring out a problem on their own

SequentialGlobal
Prefer information presented linearly and in order. Put together details to create the big picture Prefer holistic/systematic. See the big picture first and then fill in the details

To create a balanced learning experience, provide both hard facts and general concepts, incorporate both visual and verbal cues, allow both experiential learning and time for evaluation and reflection, provide detail in a structured way, as well as the big picture.
No easy fixes for sure -- the advice here pushes us to work harder

Competence Ladder

  1. Unconscious incompetence (don't know you don't know)
  2. Conscious incompetence (you know you don't know)
  3. Conscious competence (you know you know)
  4. Unconscious competence (you don't know you know)

Memory Tools

  • Mnemonics
  • Whole mind -- mental images
  • Make vivid, with a place, time, humor, etc.

Monday, October 6, 2014

Metacognition D&M Ch 4 Concept Review

1 - FOK judgments are collected by scientists by giving someone a cue, asking them to recall the answer, and then, if they cannot recall it, asking for their estimate of the likelihood that they would recognize the answer if they saw it. Relative FOK accuracy is a measure comparing your FOK to your performance -- high relative accuracy means you were consistent in judging yourself, low relative accuracy means you were perhaps not that tuned in to how strong or weak your FOK really was.

2a - Evidence that FOK comes from cue familiarity:
The notion here is that perhaps you know something about the topic already. This has been studied by manipulating familiar and unfamiliar pairs, to see if you recognize it. Domain knowledge is hard to study so the overall data is weaker.

2b - Evidence that FOK also comes from target accessibility:
The notion here is that you're pulling up some kind of partial memory -- an image, a first initial. This has been studied by asking people to remember what else they might know about something they are TOT about. Providing a partial memory cue seems to increase recall, and people seem to recall these partial pieces.

3 - Brain areas for FOK -- same as memory?
Frontal lobe seems responsible for FOK, but memory is in the temporal lobe. Work as a team.

4 - What is a TOT and how does it arise? What are strategies to eliminate it?
A TOT state is one in which you feel that you know a particular piece of information but can't quite recall it. It might be eliminated by giving yourself more time to remember something, or by walking through the alphabet, or by thinking about all the other information you might know about the subject to see if you can strengthen your own cue.

5 - Describe the functions of FOKs
FOKs are useful in strategy selection for memory retrieval.

Metacognition D&M Ch 4 Discussion Questions

1 - the 'star recognition' question
In this case, your friend is having a tip-of-the-tongue experience to accompany her feeling of knowing. She's made a strategy selection to ask you instead of to wrack her brains. The context of seeing this person with some expected markers of a famous person -- in Hollywood, well-dressed and attractive -- has misled her. I'm not sure if this has been validated in the same way as other metacognitive topics, but it also seems like one's expectation introduces biases. Perhaps an expectation lowers the FOK threshold, making us more susceptible to fainter clues.

2 - Person with normal memory but no metacognitive awareness/no FOK. Her interactions with others would be disrupted, because, for example, if she failed to remember a person's name, having been in a FOK state might make her apologetic or create additional motivation for remembering their name the next time. A lack of FOK would also be an impairment for trivia games, because FOK assists with strategy selection. If she has no FOK, presumably she never knows if she is likely to know it if she thinks harder or if she will actually never know an answer. I wouldn't call this normal memory. Strategy selection for recall is very helpful in many domains; compared to the annoyance of an occasional TOT state I would not want a condition like hers.

Metacognition, D&M Ch 4 Notes -- "Feeling of Knowing and Tip of the Tongue States"

D&M Chapter 4 Notes -- Feelings of Knowing and Tip of the Tongue States

History -- early metacognition studies
Feeling of Knowing

  • First metacognitive judgment subjected to rigorous experimental scrutiny
  • Joseph Hart in 1965
  • RJR method -- Recall -> Judge -> Recognition
  • Recall: ask a trivia question
  • Judge: If can't answer, ask for a FOK
  • Recognition: Prompt with a multiple-choice
Recognition tests keep bothering me -- they seem ripe for distortion by the selection of answers. What if the answer is made obvious by the alternatives presented, or what if the answers are all so clever and close that they introduce new possibilities to the mind of the subject? For example, if we ask, 'Who was the first person to orbit the moon?', and the answers were ridiculous ("Joe Banana, Suzy Spaceship"), surely everyone would get it right -- and if the test was composed primarily of ludicrous answers, eventually their FOK would climb rather high in response. If the experimenters then switched to very difficult items, the FOK would suddenly appear overconfident (and so on). If the answers presented were all very plausible and some introduced new interpretations (such as including Russian cosmonauts as well as Americans, perhaps introducing confusion to anyone who had been thinking about the topic from an Americans-only point of view), or if each question was a close variation of the one that proceeded it (for example, if there's a series of questions about capital cities, a person might score more highly on later ones because they are increasingly dialed in and focused on that type of knowledge).

Theories about Feeling-of-Knowing FOK Judgments

Target Strength Account (historical theory) Proposed a 'strength' assessment -- if the strength of the target is higher than the recall threshold, you recall it, if the strength is below the recall but above the recognition, you recognize, if below both then you're just guessing or maybe seeing it triggers your memory??
Not well-supported in studies. Ex: definitions task from Yaniv and Meyer -- prompted to recall a word from a definition, and then to recognize word among non-words. But this is essentially too generalized, because recognizing a word among non-words might pull from your area knowledge, not your specific knowledge of that trivia question This is partially what I was wondering about above Conclusion: FOK is not directly targeted but rather more general to a topic. Heuristic-Based/Contemporary Theory Proposed an 'inference' assessment -- your FOK is based on familiarity with the cue. Example, you see a face, and you remember that face, but not the name to go with it. Or you think about a book title, and are trying to recall the author.
Two types of cues:
  • familiarity with the domain (you read a lot)
  • perceptual or conceptual familiarity with the cue (you know you've read the book, you've seen the person a lot)
Evidence seems to favor this hypothesis. Also, FOK judgements are made faster than other types.

Target Accessibility -- another heuristic basis for FOK judgments
Idea here is that the act of making an FOK may actually improve our overall recall -- you might pull up partial data, like a first initial, or an image, etc. The more you pull up, the more you infer that you will get it correct in a multiple-choice situation. This is similar to what I was thinking about how proximity dials you in -- although this is for a single question rather than domain knowledge

Which has a stronger effect on FOK -- cue familiarity, or accessibility?
Or, more importantly, how do people monitor the varying cues they receive from FOK activity?
Nelson, Gerler, Narens made a list of 12 potential influences on FOK -- social desirability, actuarial information (question looks easy), etc. Research needed!

Tip of the Tongue States

William James described this state of consciousness as "peculiar. There is a gap therein; but no mere gap. It is a gap that is intensely active."
We may have a blocker -- an incorrect alternative that keeps popping up even though it's wrong. Diary studies indicate the TOTs occur 1-2 times/week for younger adults, almost twice as often for older adults. Also possible to generate a blocker externally (experimenter suggests an incorrect answer), but may function differently. Incubating (come back later) is often evoked as a way to escape an insight problem.
Widely believed that blockers damage recall. But experiments with blocked and unblocked TOTs seem to be recalled at the same level, so perhaps blockers are not so blocking.
Experimentally tend to be assessed using rare words -- which successfully elicited TOT states. Participants might be able to recall some letters, number of syllables, etc. Seems to indicate that the TOT state generated this way is accurate -- they know it, but can't quite retrieve it.
Experiments seem to indicate a feeling of TOT is reliable -- more likely to actually retrieve it if you are TOT about it.

What causes TOT states? How can we explain the accuracy of TOT feelings? as compared to . . . FOK . . . maybe? Or relative to what?

TOT may give you complete access to conceptual meaning but not sound/phonemes. Lexical access is thought to entail two levels of processing -- Stage 1, semantic/syntax representation is accessed -- Stage 2, phonological representation is accessed. TOT speculated to occur because you can access the semantic/syntax level but not the phonological. This is thought to explain the higher rate of TOT in older adults. To test this experimentally, researchers tried prompting people with words that sound alike ("abstract" if the word looked-for is "abdicate"). Italian speakers were able to access word gender when in TOT (syntax). Cue familiarity also seems to stand up experimentally. If you retrieve anything, you infer you know it -- and the more you retrieve, the stronger your sense of knowing.

How to validate the inference from the accessibility theory? Let's play TOTimals! Idea: made-up animals, facts, pictures. Result 1: the more you recall (minus the wanted detail), the more TOT state you will report. Result 2: The more information on the TOTimal card, the more frequent the TOT state. Seems to validate the 'accessibility' theory.

Ideas on how to cure a TOT state:

  • Make sure your hands are free, gestures may break it.
  • Answer other kinds of questions about the topic
  • Walk through letters of the alphabet
  • Ask someone
  • Don't get frustrated, TOT states are typically resolved

Brain Bases of FOK Judgments

  • Some ideas that frontal lobe is significant here
  • Amnesiacs have normal relative FOK -- low FOK, low recall
  • By contrast, Korsakoff patients -- memory impaired and FOK is also impaired.
  • Indications that the 'novelty' section of the brain is significant -- high novelty, low FOK

Functions of Feeling of Knowing

  • Helps you decide how long to search your memory for the definition of an unknown word -- first, strategy selection (let me think, instead of looking it up), and then ongoing monitoring (hm, am I feeling like I'm on the right track?).
  • Actually same speed to think if you know it, then answer, as if you just answer! So even those being asked to just answer were surely making some kind of FOK.
Since Hart's initial FOK work, many core questions under investigation -- why does FOK exist? What's the nature of it/how does it work? It's not Hart's original theory about the strength of your actual knowing, it's a series of heuristics.

Friday, October 3, 2014

Metacognition - Mind Tools - Time Management - Notes

Mind Tools, Ch 6 -- Time Management

Concentrate on results, not on being busy.

Includes:
  • Mindful of the 80/20 rule -- this broad pattern of a small proportion of activity generating non-scalar returns recurs so frequently that it is the norm in many situations. Why? Is it that people take a long time to get "in the zone", focused etc. and that distractions are so costly?

Quiz on Time Mgmt.
1 - 4
2 - 3
3 - 5
4 - 4
5 - 3
6 - 5
7 - 3
8 - 5
9 - 4
10 - 3
11 - 3
12 - 5
13 - 5
14 - 5
15 - 4
Total: 61 pts. "Very effective."
Goal Setting: 17/20
Prioritization: 31/35
Managing Interruptions: 15/20
Procrastination: 11/15
Scheduling: 13/15

Key Topics in the Chapter: Beating Procrastination – Manage your time. Get it all done. • How Good is Your Time Management? • Activity Logs – Knowing where you waste it • Action Plans – Starting to achieve, in a small way • Prioritized To-Do Lists – Taking control of your time • Action Programs – Becoming exceptionally well organized • Prioritization – Making best use of your time and resources • Scheduling Skills – Bringing your workload under control • Personal Goal Setting – Planning to live your life your way • Locke's Goal Setting Theory – Understanding SMART goal setting • Golden Rules of Goal Setting – Five rules to set yourself up for success • Backward Goal Setting – Using backward planning to set goals • In Flow – Maximizing productivity through improved focus • Leverage – Achieve much more with the same effort

Thursday, October 2, 2014

Critical Thinking - DM Ch 18 - "Thoughtful Parenting"

"Thoughtful Parenting"
by Dee Dickinson
DM Chapter 18, pp 101 - 105

How can we help children to develop into self-actualized people, psychologically complex, healthy?
Gardner model for types of intelligence:

  • verbal
  • logical/mathematical
  • visual/spatial
  • kinesthetic
  • musical
  • inter-personal
  • intra-personal
  • naturalistic

Infants -- friendly, sensitive, loving stimulation

Preschool -- Creativity, cooperation, respect, and play, play, play

Elementary -- Positive challenges in a safe environment, mix of opportunities and quiet time

Adolescence -- love & discipline, challenges that may frustrate a little, listening nonjudgmentally, expectations, limits

Bits and Pieces on R

Today I listed through three weeks of R Programming lectures again, and took a few notes. Data Types I thought I knew what a vector was -- it's supposed to have a velocity and a direction, right? Not so in R. It's more like a general data container. Not much of a container, either -- maybe like storing a bunch of food in a plastic bag in the fridge. All items get turned into the same type if you dump them into a vector.
Assignment: x <- "thingy" Creation: x <- vector("numeric", length = 10)
If you add a bit of dimensionality to the data container by stacking up some vectors, now you've got a matrix. Maybe turn your plastic bag storage approach into one of those divided plastic toolboxes. This makes me wish my matrix math was a bit crispier . . . it's been a while. Time to sign up for more math classes I guess. But everybody's favorite has gotta be the data frame. This is an organizer for your data, with headers and such -- pretty much Excel spreadsheets but more flexible to program against.