The American Scholar - The Disadvantages of an Elite Education - By William Deresiewicz

The American Scholar - The Disadvantages of an Elite Education - By William Deresiewicz
(Jane McGonigal from Avant Game twittered about this link. ) talks about short-comings of US education. The most fantastic part for me was the following quote

Being an intellectual begins with thinking your way outside of your assumptions and the system that enforces them. But students who get into elite schools are precisely the ones who have best learned to work within the system, so it’s almost impossible for them to see outside it, to see that it’s even there. Long before they got to college, they turned themselves into world-class hoop-jumpers and teacher-pleasers, getting A’s in every class no matter how boring they found the teacher or how pointless the subject, racking up eight or 10 extracurricular activities no matter what else they wanted to do with their time.

During the earlier years innovation and challenging the boundaries by simple interaction of different cultures. There were barriers to cultures interacting. Thus top schools, by getting a diverse group together, facilitated the best learning environments. The system was right for the time.
Today technology has broken those barriers. Today learning must come from independent thought. And this is very difficult to induce independant thought. Schools are now trying to build on the diversity base, that they are familiar with, and add newer cross-discipline projects.

Cross-disciplining is expected to be next level of idea generation. Economics interacting with Physics, Medicine with mathematics, economics and thermodynamics - a lot of these fields are cropping up. I believe, education is in good hands. The most we can accuse it is for being slow with change.

Use value Vs sale value and Innovation

GDP, the scorecard of economic performance, does not adequately differentiate between Use value and Sale value. This can be illustrated with a simple example.

Use Value Vs Sale Value - Example

The GDP contribution of one coconut is sold is price of that coconut let say Rs 6/-.

A village buyer then drinks the water and eats the fleshy part of coconut, use outer fiberous cover as scrubber, uses the hard shell as a soap holder and later uses all of this as fuel to heat his bathing water.

A city buyer, typically, drinks the coconut water and eats the fleshy part and rest of it is discarded as garbage.

Now the use value of Rs 6/- is totally different in each case. This is what Karl Marx explained, in his paper called "Capital", the difference between use value and sale value. In this difference, or the divide between use value and sale value, lie many possibilities for innovation both for economic learning and entrepreneurial innovation.

Economic Learning opportunities - the hypotheses

First is related to computing GDP numbers. This divide implies that economies with higher ability to extract use value should feature higher than they actually do. Consequently, the algorithms used for estimating this value need to be tweaked to accommodate this difference.

Secondly, we need to interpret the GDP numbers carefully. A country may be actually creating more value than the GDP suggests.

Thirdly, I wonder if that is why economic development is accompanied by stress and loss of happiness (if it happens i.e.). Possibly in our hearts we know that by spending on packaged coconut water, plastic soap boxes and branded scrubbers we are actually in a loss (in terms of costs vs added benefit) than we were using plain old coconut.

Entrepreneurial Opportunities

On the other side, it also leads me to believe possibility of entrepreneurial innovation would be highest at the  innovations bridging this divide. An apt example can be found in the story of "Idea on a leaky platter". Entrepreneurs can gain immensely from bridging this divide.

Bridging this divide helps increase measured GDP. Secondly the adoption of these innovation is much faster (it already exists!), therefore easier to monetise (that the only thing entrepreneur has to do!). It also leads to productivity gain as firm-based efficiencies come into play.

In Sum

Innovation at the divide between use value and sale value holds a lot of promise in terms of success for investors and entrepreneurs. It is this area we should be concentrating upon. What say?

"Basics" In stints

As I write this Indian cricket team is playing Sri Lanka in world cup. India, as usual, have got themselves into a hole early in the tournament by losing to a minnow team. What happened in that match often happens with Indians. To put it simply, India went wrong in basics. The cricketing basics were simple; bowl straight, close to the batsman, get a little bit of swing and field well. Indians went wrong in these basics while trying more esoteric ideas and experiements.

Importance of "Basics"

While Srinath discovered this fundamental truth in final series, yours truely has discovered this a long while ago. (If only the cricket team would ask me). Yet the question remains if I have discovered the "basics" related to my work. Frankly, I am not sure! As apalling as it sounds, I am not alone. Almost everyone knows only a part of the real basics required in the job. So how can we ensure that we get out basics right everytime.

Know the basics

It is not so simple as it sounds. We almost never know what are our employers basic expectations from us. This is primarily because the expectations keep changing often and we are not informed as frequently. Unfortunately we never take the initiative to ask! Also it is important to ask often enough.

All basics Right All the time

I often found myself incorporating too many "experiments" into my project work. These take up lot of monitoring, focus and therefore energy. This induces a loss of foucs on basics. I have found an easier way by limiting "experiements" and giving adequate focus on basics.

Find an "articulate" mentor!

Often the immediate supervisors may not be able to help us. We need to find enough people who can give us the organisational view-point and explain the changes in the role expected of us. I really have never found mentors who can articulate "basics" (thats "spoon-feeding"!), but the perspective really have helped me in getting closer to what are the base level deliverables.

Finally

It has been a learning process for me till today. I believe I havent even scratched the surface. Feel free to let me know the secret if you have found it already!

Individualism and Innovation

Very recently I read an article that explained that Indians are rather individualistic and general process principles are not well adapted to mass manufacturing. This, the author deduced, manifested in higher dominance of Indian products/services in creative space. There also appears to be a lesson in this history.

This explains to a certain extent why there are no truly national parties in India. In fact, never in the history of India has there been a single leader ruling the entire Indian subcontinent. The only exception to this rule was Indian National Congress (founded by Alan Hume counting Mahatma Gandhi, Lokmanya Tilak and Subhashchandra Bose amongst its members). After the Indian National Congress (that was gratefully buried after independance; the current congress is a version used to be called Congress I), most of the current crop of political parties are essentially agglomerations of regional parties including the BJP. At one level this is the very core of democracy and possibly the single most important reason why Indians have taken to democracy like no other nation has.

This traditional Indian mindset is most apt for start-up ventures or companies that are just finding their feet on global stage. To my mind this explains the Indian successes in IT and manufacturing (in specific cases involving commodity products). Using capital better and more creatively Indian companies have created enough wealth to buy-out global giants.

Sadly, this is also the reason why Indians have not innovated most of the new path breaking products. In industry driven by creativity, like advertising, Indian companies have not been able to sustain innovation in a people-independant manner. Path breaking innovation needs the bedrock of processes. It needs standard, non-deviating operations to release the time and free the energy required to design and bring to fruition a path breaking innovation.

To a certain extent, these changes are visible in the software industry particularly in the BPO business where process orientation is a prerequisite. The next phase of Indian corporate development will essentially revolve around the way companies are able to assemble an efficient, non-deviating operational core to free up talent and resources for great more impactful innovation.

Looking for Performance?

Getting people to perform is the single biggest challenge for organizations. Of course, people in organizations work. But do they perform to their potential? Generally I don’t think so! There is huge untapped potential within people and it simply never comes out. However great leaders are somehow able to ignite a passion for performance that makes people put in that extra little bit for them. What magic potion do these leaders have that makes performers out of ordinary people? Is it a rocket science? Can I have it?

Of course you can!
Like everyone else I am too searching for that potion, but in the course of my search I have found some tidbits that I believe will be helpful. I have found that

• Everyone has a performer within them. Often the performer is sleeping. Awaken that performer in your team.
• Performers are wary of politics! But given that organizational politics is a reality, Performers see a performer who is good in organizational politics as more worthy adversary than a non-performer! If you can discourage organizational politics, at least shield your team from the pan-organisational politicking.
• Performers are not wary of other performers. In fact they love performers. Promote the performers in your team to get together, act as a team, take on bigger challenges!
• Performers are not hugely motivated by money alone. Along with money, performers need recognition. As a leader, it is your responsibility to advertise the performers in your team! Performers will love you for it! Yet remember performance love genuine appreciation and can see through fakes!
• Performers want preferential treatment over non-performers. Any indication of socialism in reward allocation is a big put-off for performers. After all there has to be enough motivation to perform. A healthy bias towards performance is a good performance initiator! Remember show the bias to performance and not to performers!

What has been your experience? Have you experience this as a leader, or as part of a team? Let me know.