【TED】如何做得更好
听到一个不错的TED演讲，有些触动，刚好也在练习英语，遂记下来诵读和做了笔记。
笔记：
1. 两个区
学习区： 这个区域的技能都是我们没有掌握或者熟悉的，在这里可能会犯错误，但是我们也知道可以从这些错误中学习到新的知识和技能。
执行区： 这个区李的技能我们都是已经熟悉或者掌握了的。我们这里的工作更多只是执行或者将错误率降到最低。
2. 区别与联系
区别：学习区专注于未掌握的技能，通过犯错习得新东西；执行区专注于已掌握的技能，通过不断重复练习来提高效率。
联系：
1). 都是生活中不可获取的部分，清楚了解两个区有助于我们有计划的、有目的的自我提高；
2). 执行区的提高，可以有效的、高效的完成我们的工作，例如熟练的手术医生；学习区可以拓展和学习新技能，长远来看提高我们的执行能力。
3. 高效的人或团队善于在两个区有意识的切换，从而持续有效的提高、进步。我们无论在工作、学校，花了很多时间却没有得到技能的提高，是因为我们将大多数的时间花在了执行区上，没有花时间在学习区。
在学校，我们害怕犯错误被看不起；考试、作业都被量化并会计入最后结果，使得犯错代价比较高；老师、家长更倾向于一个正确答案，而不关心能从错误中学习多少、学到什么；
在职场，公司鼓励高效执行的文化，在一定程度上使得员工原地踏步，没有创意和提高而落后。
4. 如何提高，做得更好？
1), 通过刻意的练习： 有意识地明确我们未掌握的技能分解为更小的技能，并刻意地加以练习，在练习的错误中总结和学习，从而达到提高技能的目的。刻意设定学习计划、请求专家设计计划或者提供练习反馈，通过网络课程自学或者模仿。
2). 在学习区建立新技能，再将新技能投入到执行区进行反复练习提高，从而达到螺旋上升，不断进步提高。
3). 如何在学习区花更多时间？ 四点建议
A. 确信自己能提高的心智模式；
B. 明确我们要提高的技能是什么；
C. 明确我们提高的方法，怎么去提高；
D. 创建一个低风险的联系区域；
5. 一点体会：
1）. 这个理论和走出舒适区的理论相似，却比之更详尽。执行区大概就是我们的舒适区、学习区就是那个非舒适区。
2）. 这个理论和反脆弱书本的理论也很相似，太高风险的练习是灾难性的，适当低风险的练习和错误，有助于提高和进步；
3). 这个和TED另外一个演讲，每天尝试做一件新的事情有点类似。避免自己陷于执行区，尝试是有意识的学习，会带来进步。
3）.相信那么多的理论从不同角度论证，最后殊途同归的道理，应该是真的有一定道理的。再者回顾自己在工作几年，及生活中、游戏中的表现，确实自然不自然地容易停留在一个舒适的环境，不思进取，特别是有个理论说人到三十容易有暮气，不喜欢学习新东西。知耻近乎勇，勤诵读以自勉！
演讲结构：
1). 通过自身例子发问，研究结论的普遍性提出主题疑问：为什么努力做、花那么多时间做去没有得到提高？
2). 给出答案：高效的人懂得在学习区和执行区进行切换、学习、练习，提高。进一步讲解什么是学习区、执行区，以及他们的联系和区别，并举例加以论证。
3). 如何更好花时间在学习区？提出四点：
A. 确信自己能提高的心智模式；
B. 明确我们要提高的技能是什么；
C. 明确我们提高的方法，怎么去提高；
D. 创建一个低风险的联系区域；
4). 对比上述方法，反观学校、职场为什么比较少花时间去提高、进步（学业工作都被量化并计算在最终表现，不关心我们能从错误中学到什么只在乎正确的答案），进一步呼应主题我们应该清晰地、有目的地在两个区之间切换，以保证持续到提高、做得更好。
网易公开课： 如何做得更好
http://open.163.com/movie/2017/2/C/U/MCC01J0QP_MCC021ACU.html
为了英语学习方便，以下是英文稿，自己逐字记录下来的。。。
Most of us go through life trying to do our best at whatever we do, whether it's our job, family, school, or anything else.
I feel that way, I try my best. But some time ago, I came to a realization: I wasn't getting better at the things I cared most about. Whether it was being a husband or a friend, or a professional or teammate. And I wasn't improving much at those things even though I was spending a lot of time working hard at them.
I've since realized from conversations I've had and from research that this stagnation(鍋滄粸), despite hard work turns out to be pretty common. So I'd like to share with you some insights into why that is and what we can all do about it.
What I've learned is that the most effective people and teams in any domain do something we can all emulate(妯′豢). They go through life deliberately alternating between two zones:聽 The learning zone and performance zone.
The Learning zone is when our goal is to improve. Then we do activities designed for improvement, concentrating on what we haven't mastered yet, which means we have to expect to make mistakes, knowing that we will learn from them. That is very different from what we do when we're performance zone, which is when our goal is to do something as best as we can, to execute.聽 Then we concentrate on what we have already mastered. And we try to minimize mistakes.
Both of these zones should be part of our lives, but being clear about when we want to be in each of them,聽 with what goal, focus and expectations, helps us better perform and better improve. The perform zone maximizes our immediate performance, while the learning zone maximizes our growth, and our future performance.
The reason many of us don't improve much despite our hard work is that we tend to spend almost all of our time in the performance zone. This hinder our growth. And ironically, over the long term, also our performance.
So what does the learning zone look like? Take Demosthenes, a political leader, and the greatest orator and lawyer in ancient Greece. To become great, he didn't spend all his time just being an orator or a lawyer, which would be his performance zone. But instead, he did activities designed for improvement. Of course, he studied a lot. He studied law and philosophy with guidance from mentors. But he also realized that being a lawyer involved persuading other people. So he also studies great speeches, and acting. To get rid of and odd habit he had of involuntarily lifting his shoulder, he practiced his speeches in front of a mirror, and he suspended a sword from the ceiling(澶╄姳鏉?/span>). So if he raise his shoulder, it will hurt. To speak more clearly despite a lisp. He went through his speeches with stones in his mouth. He build and underground room where he could practice without interruptions, and not disturb other people. And since courts at the time were very noisy. He also practiced by the ocean.聽 Projecting his voice above the roar of the waves. His activities in the learning zone, were very different from his activities in the court, his performance zone. In the learning zone, he did what Dr. Anders Ericsson call deliberate practice.
This involves breaking down abilities into component skills, being clear about what subskill we're working to improve, like keeping our shoulders down, giving full concentration to a high level of challenge outside our comfort zone, just beyond what we can currently do, using frequent feedback with repetition and adjustment, and ideally engaging the guidance of a skill coach, because the activities designed for improvement are domain-specific, and great teachers and coaches know those activities are, and can give us expert feedback. It is this type of practice in the learning zone which lead to substantial improvement, not just time on task performing.
For example, research shows that after the first couple of years working in profession, performance usually plateaus. This has been shown to be true in teaching, general medicine, nursing and other fields, and it happens because once we think we have become good enough, adequate, then we stop spending time on the learning zone. We focus all our time on just doing our job, performing, which turns out not to be a great way to improve. But the people who continue spending time on the learning zone do continue to always improve. The best salespeople at least once a week to do activities with the goal of improvement. They read to extend their knowledge, consult with colleagues or domain experts, try out new strategies, solicit feedback and reflect. The best chess players spend a lot of time not playing games of chess, which would be their performance zone. But try to predict the moves grand masters made. And analyzing them. Each of us has spent many, many, many hours typing on computer without getting faster, but if we spent 10 to 20 minutes each day fully concentrate on typing 10 to 20 percent faster than our current reliable speed, we would get faster. Especially if we also identified what mistakes we're making, and practiced typing those words. The is deliberate practice.
In what other parts of our lives, perhaps that we care more about are we working hard but not improving much because we always in the performance zone. Now this is not to say that the performance zone has no value. It very much does. When I needed a knee surgery, I didn't tell the surgeon "Poke around in there and focus on what you don't know. " "We will learning from your mistakes!" I looked for a surgeon who I felt would do a good job, and I wanted her to do a good job. Being in performance zone allows us to get things done as best as we can. It can also be motivating, and provide us with information聽 to identify what to focus on next when we go back to the learning zone.
So the way to high performance is to alternate between the learning zone and the performance zone, purposefully building our skills in the learning zone, then applying those skill in the performance zone.聽
When Beyonce is on tour, during the concert, she's in her performance zone, but every night when she gets back to hotel room, she goes right back into her learning zone. She watches a video of the show that just ended. She identifies opportunities for improvement for herself, her dancer and her camera staff. And the next morning, everyone receives pages of notes with what to adjust, which they work on during the day before the next performance. It is a spiral to ever-increasing capabilities. But we need to know when we seek to learn, and when we seek to perform, and while we want to spend time doing both, the more time spending in the learning zone the more we will improve.
So how can we spend more time on the learning zone? First, we must believe and understand that we can improve, that we call improve mindset. Second, we must want to improve at that particular skill.聽 There has to be a purpose that we care about, because it take time and effort. Third, we must have idea about how to improve, what we can do to improve, not how I practice the guitar as a teenager performing the songs over and over again, but doing the deliberate practice. And fourth, we must be in a low-stake situation, because if mistake are to be expected then the consequence of making them must not be catastrophic, or very significant.
A tightrope walker doesn't practice new tricks without a net underneath. And an athlete wouldn't set out to first try a new move during a championship match.
One reason that in our lives we spending so much time in the performance zone is that our environment often are, unnecessarily, high stakes. We create social risks for one another, which in school are supposed to be all about learning and I'm not talking about standardized tests. I means that every minutes of every day, many student in elementary schools through colleagues feel that if they make a mistake, others will think less of them. No wonder they're always stressed out and not taking the risks necessary for learning. But they learn that mistake are undesirable, inadvertently.
When teachers or parents are eager to hear just correct answers and reject mistake other than welcome and examine them to learn from them, or when we look for narrow responses rather than encourage more exploratory thinking that we can learn from. When all homework or student has a number or a letter on it, and counts toward the final grade, rather than
being used for practice, mistake, feedback and revision, we send the message that school is a performance zone.
The same is true in our work places, in the companies I consult with, I often see flawless execution cultures, which leaders foster to encourage great work. But that leads employees to stay within what they know and not trying new things, so company struggle to innovate and improve, and they fall behind.
We can create more spaces for growth, by starting conversations with one another about when we want to be in each zone.聽 What we want to get better and how? And when we want to execute and minimize mistakes? That way we can clarify about what success is, when, and how to best support one another.
But what if we find ourselves in a chronic high-stakes setting. And we feel we can't start those conversation yet. And here three things we can still do as individuals.
First, we can create low-stakes island in an otherwise high-stakes sea. These are spaces where mistake have little consequence. For example, we might find a mentor or a trusted colleagues with whom we can exchange ideas or have vulnerable conversations, or even role-play. Or we can ask for feedback-oriented meetings as project progress.聽 Or we can set aside time to read or watch video take online courses.聽 Those are just examples.
Second. We can execute and perform as we're expected, but then reflect on what we could do better next time, like beyonce does, and we can observe and emulate experts. The observation, reflection and adjustment is the learning zone.
And finally, we can lead and lower the stake for others by sharing what we want to get better at, by asking question about what we don't know, by soliciting feedback and sharing our mistakes, and what we have learned from them, so other can feel safe to do the same.聽
Real confidence is about modeling ongoing learning. What if , instead of spending our lives doing, doing, doing, performing, performing, performing, we spend more time exploring, asking, listening, experimenting, reflecting, striving and becoming. What if we each always had something we are working to improve?聽 What if we created more low-stakes island and waters? And what if we got clear, within our teammates, about when we seek to perform, so that effort can become more consequential, our improvement never-ending, and our best even better. Thank you!
