(6.2.2.2) Advantages and disadvantages of framework
Frameworks are useful to notice on blind spots. When you feel difficulty to fill a blank, you realize what you had not thought of before.
On the other hand, the framework forces your thought into an existing fixed pattern.
Let's take a look at the U curve model again. The Downloading state is a state that you are caught in the frame of thought. You are staying in the existing frame. And you are not observing the outside world. The small circle shows your viewpoint. The large circle shows an existing frame of your thought. Your viewpoint is trapped in the frame.
In the Seeing state, you observe the outside world. However, you do not let go of the frame of thought. In this state, your viewpoint moves to the edge of the frame. Now you can observe outside. However, you didn't leave the existing frame. You didn't accept new observations.
In the Sensing state, you accept new observations. The frame of thought started to fluctuate. However, you are feeling fear of letting go. The viewpoint moves outside the frame. The circle with a dotted line shows that the frame of thought are fluctuating.
Three stages until letting go
Truely new information exists outside the existing frame. However, when you fill in all the blanks in a framework, you feel like you've examined everything to consider. In such a case, you are in a Downloading state. You are caught in the thought of the framework and do not properly observe the outside world. The framework makes a new blind spot. Sometimes you need to abandon the framework and observe the world sincerely.
Many people try to organize their observations by putting those into an existing framework. In many cases, they found observations that won't fit into the framework. Some of them throw out those observations. They are in the seeing state. They do not accept observations that do not fit into the existing frame of thought. Those observations are important for creating new thoughts. Do not throw them away.
After you collected a lot of observations that do not fit in the existing frame of thought, one day, you need to abandon the framework. Some people are afraid of this. They are in a Sensing state. They feel fear at letting go of a frame. The more the framework works effectively, the more they feel fear to let it go.
The framework is like an addictive medicine. It works very well if used a little at appropriate timing. If you overuse it and continue to use it, it will be harmful.
This is also related to the concept of "exploration-exploitation tradeoff" learned in Chapter 2, (2.2.3.1) Exploration-exploitation tradeoff. Repetitive use of existing well-functioning patterns is efficient in the short term. On the other hand, if you repeat it, you can not search for new ones. The balance between exploration and exploitation is important. As a similar concept, Jiro Kawakita explained in his book, "What is creativity," that it is important to make maintenance and creation a half by half.
→エンジニアの知的生産術英語化プロジェクト×intellitech-enのマージ×pscrapboxautotrans×scrapbox英語化計画×scrapboxautotrans開発日記2022-01-20×エンジニアの知的生産術英語化プロジェクト(-20190522)×pinten_英訳開始×pinten_組版開始×pinten_翻訳やる気喪失×pinten_3章までリリース×pinten_5章までリリース×pinten×pinten_断絶期×pinten_再起動×pintellitech×緊急タスク×緊急・重要マトリクス×英語化プロジェクトの準備の方法×(6.2.4)_parable,_metaphor,_analogy×(6.2.4.2)_clean_language_and_symbolic_modeling×単語の本来の意味に立ち返る×buddding/seedling×書籍的ナビゲーション×table_of_contents×thinking_at_the_edgeのエッジ×(6.2.5.3)_thinking_at_the_edge:_where_words_are_still_missing×(1.5.1.1)_focus_between_'same'_and_'different'×(6.2.5.4)_matching_with_a_dictionary×(6.1.2.1)_ヤングの発想法×発想は生まれたままではなかなか有効に機能しない×(6.2.5.6)_use_disconfort_to_arrange_cards×(5.2.3) Make related things close×(6.1.2.1)_young's_method_to_make_ideas×一次元読書の仮定×連想のストック×eariest_testable_product×after6.3.4_コラム案×re:_(column)_we_can_not_communicate_bi-directionally_with_books×(6.1.2) Predecessor's idea creation methods×james_webb_young×Jiro Kawakita×スモールスタート×pinten_7章まで翻訳完了→
→(0.3)_structure_of_this_book×(0)_preface×(0.0)_what_is_intellitech?×(0.1) Purpose of this book×(0.1.1)_what_is_intellectual_production×(0.1.2)_benefits_of_reading_this_book×(0.2)_how_to_learn_programming×(0.2.1)_collect_information_concretely×(0.2.2)_compare_and_find_patterns×(0.2.3)_practice_and_verification×(0.4)_acknowledgments×(1)_how_to_learn×(1.1)_the_learning_cycle×(1.1.1)_information_gathering×(1.1.2)_modeling_and_abstraction×(1.1.3)_practice_and_verification×(1.2)_driving_force_to_cycle:_motivation×(1.2.1)_difference_between_student_learning_and_university_learning×(1.2.1.1)_teacher_gives_you_textbooks×(1.2.1.2)_how_much_time_can_you_spend_for_learning?×(1.2.1.3)_who_pays_money_to_learn?×(1.2.1.4)_counterwind×(1.2.2)_how_to_keep_motivated?×(1.2.2.1)_clarify_the_goal×(1.2.2.2)_make_the_goal_closer_-_the_effect_of_tutorial×(column)_smart_criteria×(1.2.3)_should_i_go_to_university?×(1.2.3.1)_easy_ways×(1.2.4)_how_to_find_good_references?×(1.2.5)_how_to_choose_better_paper_book?×(1.2.5.1)_it_is_selected_as_a_textbook_of_university_lectures×(1.2.5.2)_there_is_good_errata×(1.2.5.3)_it_has_been_revised,_or_it_is_a_long_seller×(1.3)_three_methods_of_information_gathering×(1.3.1)_learn_from_what_you_want_to_know×(1.3.1.1)_lazy_evaluation_study_method×(1.3.1.2)_"you_are_not_gonna_need_it"_yagni_principle×(1.3.1.3)_how_matz_read_source_codes×(1.3.2)_requirement_for_learning_from_what_you_want_to_know×(1.3.2.1)_achievement_conditions_are_clear×(1.3.2.2)_goal_is_achievable×(1.3.2.3)_grasp_the_overall_picture_roughly×(1.3.3)_learn_roughly_first×(column)_do_you_need_the_ability_to_find_information_ten_years_later?×(1.3.3.1)_even_the_material_has_more_than_1,000_pages,_the_table_of_contents_is_only_6_pages×(1.3.3.2)_reading_source_code_roughly×(1.3.3.3)_rough_structure_of_documents×(1.3.3.4)_rough_structure_of_a_paper×(1.3.3.5)_civil_code_map×(column)_excerpt_from_civil_code_map×(1.3.4)_learn_from_one_end×(1.3.4.1)_shakyo×(1.3.4.2)_mathematics×(1.3.4.3)_divide_the_task_by_time×(1.3.4.4)_shakyo_is_an_auxiliary_wheel×(1.3.4.5)_when_you_need_shakyo_again×(1.4)_what_is_abstraction?×(1.4.1) Abstract×(1.4.2)_model×(1.4.3)_module×(1.4.3.1)_restrict_interaction×(1.4.3.2)_hide_non-critical_parts_=_extract_important_parts×(1.4.4)_model_/_view_/_controller×(1.4.5) Pattern Discovery×(1.4.6)_design_pattern×(column)_naming_the_pattern×(1.4.7)_why_is_abstraction_necessary?×(1.4.7.1)_generalization_by_pattern_discovery×(1.5)_how_to_abstract×(1.5.1)_compare_and_learn×(1.5.1.1)_focus_between_'same'_and_'different'×(1.5.1.2) Metaphor×(1.5.1.3)_focus_on_the_difference×(1.5.2)_learning_from_history×(1.5.3)_learn_from_patterns×(1.6)_verification×(1.6.1)_varification_by_making×(1.6.1.1)_explanation_is_a_type_of_making×(1.6.2)_varification_by_exams×(1.6.3)_domains_that_are_difficult_to_verify×(1.7)_summary×(2)_how_to_motivate_yourself×(2.1)_65%_of_not-motivated_people_have_more_than_one_task×(2.1.1) grasp the overall picture first to choose one task×(2.1.2)_getting_things_done:_collect_all_first×(2.1.3)_collect_all_and_then_process_them×(2.1.4)_how_to_choose_one_task×(2.1.4.1)_it_is_similar_to_tidying_up_the_room×(2.1.4.2) Make a base×(2.1.4.3)_too_many_tasks×(2.2)_prioritization_of_tasks_is_itself_a_difficult_task×(2.2.1)_a_burden_of_sorting×(2.2.2)_we_can_not_compare_magnitude_unless_it_is_one_dimension×(2.2.3) We can not compare magnitude when there is an uncertain factor?×(2.2.3.1) Exploration-exploitation tradeoff×(2.2.3.2)_optimism_in_face_of_uncertainty×(2.2.3.2-2)_ucb1_algorithm×(2.2.3.3)_risks_and_values_and_priorities×(2.2.4)_prioritize_important_tasks×(2.2.4.1)_"recently_notified"_is_not_"urgent"×(2.2.4.2) Missions are verbalized bottom-up×(column)_7_habits×(2.2.5)_you_do_not_have_to_determine_the_priority_now×(2.3)_motivation_on_one_task×(2.3.1)_task_is_too_big×(2.3.1.1)_large_task_of_writing_a_book×(2.3.2)_timeboxing×(2.3.2.1)_limit_of_concentration×(2.3.2.1-2)_metaphor_of_hiking×(2.3.2.2)_pomodoro_technique×(2.3.2.3)_train_estimation_skill×(2.3.2.4)_taskchute:_method_to_estimate_time_in_minutes×(column)_pdca_cycle×(2.3.2.5)_measure,_dismiss,_put_together×(2.4)_summary×(3)_how_to_train_your_memory×(3.1)_memory_mechanism×(3.1.1)_hippocampus×(3.1.2)_person_who_removed_hippocampus×(3.1.3)_morris_water_maze×(3.1.4)_memory_is_not_one_type×(3.2)_the_common_part_between_memory_and_muscle×(3.2.1)_synapse_transmitting_a_signal×(3.2.2)_long-term_potentiation_of_synapses×(3.2.3)_gradually_make_the_memory_solid×(3.3)_memory_becomes_strong_by_repeated_use×(column)_in_the_hippocampus_time_is_compressed×(3.4)_the_output_make_memory_strong×(3.4.1)_test_is_a_means_of_memorization×(3.4.2)_learn_more_after_testing×(3.4.3)_not_confident_but_the_score_is_high×(3.4.4)_adaptive_boosting×(3.4.5)_high-speed_cycle_of_test×(3.5)_spaced_repetition_method_that_lasts_knowledge×(3.5.1)_review_after_you_forget_it×(3.5.2)_leitner_system×(3.5.3)_the_easiness_of_the_problem×(3.5.4)_the_20_rules_to_structure_knowledge×(3.5.5)_anki×(3.5.6)_automatic_adjustment_of_difficulty_level×(3.5.7) Make teaching materials yourself×(column)_the_remaining_15_rules_to_structure_knowledge×(3.5.7.1)_making_questions_is_chance_to_make_memory×(3.5.7.2)_use_personal_experiences×(3.5.7.3)_copyright_and_private_use×(3.6)_summary×(4)_how_to_read_efficiently×(4.1)_what_is_"reading?"×(4.1.1)_purpose_of_reading_a_book×(4.1.1.1)_entertainment_is_out_of_scope×(4.1.1.2)_is_the_purpose_to_obtain_information?×(4.1.1.3)_history_of_information_transmission×(4.1.1.4)_assemble_one-dimensional_information_in_the_brain×(4.1.1.5)_only_the_content_of_the_book_is_not_a_box_to_build_understanding×(4.1.1.6)_gradation_between_"finding"_and_"assembling"×(4.1.2)_kind_and_speed_of_reading×(4.2)_how_fast_do_you_read?×(4.2.1)_pyramid_of_reading_speed×(4.2.2)_where_is_the_bottleneck?×(4.2.3)_suffering_of_speed_reading×(4.2.3.1)_know_the_pace_which_you_can_keep×(4.2.4)_to_not_read×(4.2.4.1)_get_information_without_reading×(4.3)_how_to_read_a_page_in_two_seconds_to_find_information×(4.3.1)_whole_mind_system×(4.3.1.1)_❶_preparation×(4.3.1.2)_❷_preview×(4.3.1.3)_❸_photo_reading×(4.3.1.4)_❹_make_questions×(4.3.1.5)_❺_mature×(4.3.1.6)_❻_find_the_answer×(4.3.1.7)_❼_make_a_mind_map×(4.3.1.8)_❽_high-speed_reading×(4.3.1.9)_five_days_training×(4.3.2)_focus_reading×(4.3.2.1)_comparison_between_reading_and_business×(4.3.2.2)_value_of_reading_is_the_product_of_three_power×(4.3.2.3)_measure_and_control_speed×(4.3.3)_attention_to_headlines×(column)_reading_along_time_series×(4.4)_reading_one_page_in_three_minutes_to_assemble_information×(4.4.1)_how_to_read_philosophical_books×(4.4.1.1)_open_book_and_closed_book×(4.4.1.2)_books_that_require_external_reference×(4.4.1.3)_climbing_books_and_hiking_books×(4.4.2)_spend_40_hours_in_one_book×(4.4.2.1)_read_the_shelf×(4.4.2.2)_read_to_make_a_note×(4.4.2.3)_read_to_eliminate_things_what_you_do_not_understand×(4.4.3)_how_to_read_mathematical_books×(4.4.3.1)_definition_of_understanding×(4.4.3.2) Is it necessary to understand?×(4.5)_design_task_of_reading×(4.5.1) Understanding is an uncertain task×(4.5.2)_reading_is_a_means,_not_a_purpose×(4.5.2.1)_make_a_map×(4.5.2.2) Make connections×(4.5.2.3)_get_the_tools_of_thinking×(4.5.3)_make_materials_for_review×(4.5.3.1)_make_leverage_memo×(4.5.3.1-2)_my_failure:_a_service_to_help_review×(4.5.3.2)_incremental_reading×(4.5.3.3)_make_teaching_materials×(4.6)_summary×(5)_how_to_organize_information×(5.1)_is_there_too_much_information_or_too_little?×(5.1.1)_measure_the_amount_of_information_by_writing_all_out×(5.1.1.1)_do_not_care_about_quality×(5.1.1.2)_let's_practice×(5.1.1.3)_put_a_goal_at_100_pieces×(5.1.1.4)_benefits_of_100-piece_goal×(5.1.1.5)_do_not_mind_duplication×(5.2)_how_to_organize_too_much_information×(5.2.1)_spread_so_that_you_can_see_the_whole_at_a_glance×(5.2.2)_record_anything_you_think×(5.2.3) Make related things close×(5.2.3.1)_flow_of_kj_method×(5.2.3.1-1) Exploration before starting the KJ method×(5.2.3.1-2)_group_organization×(5.2.3.1-3)_illustration_and_documentation×(5.2.3.1-4)_effect_of_changing_format×(5.2.4)_you_need_to_change_your_mental_model_for_group_organization×(5.2.4.0)_concrete_example_of_group_organization×(5.2.4.1)_group_organization_is_not_objective×(5.2.4.2)_group_organization_is_not_a_hierarchical_classification×(5.2.4.3)_problem_of_using_existing_classification_criteria×(5.2.4.4)_problem_of_making_classification_criteria_in_advance×(5.2.4.5) Benefits of reducing burden by classification×(5.2.4.6)_family_resemblance×(5.2.5) What is the relation?×(5.2.5.1)_relationship_is_not_similarity×(5.2.5.1-2)_not_"related_pieces"_but_"pieces_likely_to_be_related"×(5.2.5.2)_focus_on_conflict×(5.2.5.2-2)_conflict_is_not_only_one×(5.2.5.3) Relation which connects story×(5.2.5.4)_group_organization_is_similar_to_method_extraction×(5.2.6) Bundle and attach a nameplate = compress×(5.2.6.1)_merits_and_demerits_of_nameplate_making×(5.2.6.2)_a_group_that_can_make_a_nameplate_is_a_good_group×(5.2.6.3)_making_a_nameplate_when_we_have_a_huge_number_of_pieces×(5.2.6.4) "Organizing information" and "Tidying your room" are similar×(5.2.7)_spread_bundles_again×(5.2.8)_convert_them_into_one-dimensional_sentences×(5.3)_tuning_for_busy_people×(5.3.1)_skip_steps×(5.3.1.1)_skip_nameplate_making×(5.3.1.2)_skip_illustration×(5.3.2)_interruptible_design×(5.3.3)_method_to_store_a4_documents×(5.4)_it_is_important_to_repeat×(5.4.1) Repeating the KJ method×(5.4.2)_trigger_to_repeat×(5.4.3)_incremental_improvement×(5.4.4)_organizing_group_of_past_output_again×(5.4.5)_digital_tool_for_the_kj_method×(5.5)_summary×(6)_how_to_come_up_with_ideas×(6.1)__"to_come_up_with_ideas"_is_ambiguous_and_a_big_task×(6.1.1)_three_phases_to_come_up_with_ideas×(6.1.1.2) Seedling Phase×(6.1.2) Predecessor's idea creation methods×(6.1.2.1)_young's_method_to_make_ideas×(6.1.2.2)_jiro_kawakita's_hassouhou×(6.1.2.3) Otto Scharmer's patterns of change×(6.1.2.4)_we_can_not_manage_seedling×(6.2.1)_explore_inside_you×(6.2.2) How to promote verbalization×(6.2.2.3)_creation_is_subjective×(6.2.3)_physical_sensation×(6.2.3.1)_draw_a_picture×(6.2.4)_parable,_metaphor,_analogy×(6.2.4.1)_nm_method_and_analogy×(6.2.4.2)_clean_language_and_symbolic_modeling×(6.2.5)_things_that_have_not_become_words_yet×(6.2.5.1)_tacit_knowledge:_a_sense_approaching_solution×(6.2.5.2)_discomfort_is_an_important_sign×(6.2.5.3)_thinking_at_the_edge:_where_words_are_still_missing×(6.2.5.4)_matching_with_a_dictionary×(6.2.5.5)_public_words_and_private_words×(6.2.5.6)_use_disconfort_to_arrange_cards×(6.2.6)_summary_of_verbalization×(6.3)_polish_up×(6.3.1)_minimum_viable_product×(6.3.2)_climb_the_u-curve×(6.3.3)_the_viewpoint_of_others_is_important×(6.3.4) You can learn from anyone×(6.3.5)_a_customer_want_a_time_machine×(6.3.6)_plow_it_again×(6.4)_summary×(7)_how_to_decide_what_to_learn×(7.1)_what_is_the_right_thing_to_learn?×(7.1.1)_"right"_in_mathematics×(7.1.2)_the_difference_of_"right"_between_science_and_mathematics×(7.1.3)_"right"_in_decision_making×(7.1.3.1)_repetitive_scientific_experiments_and_one-time_decision_making×(7.1.3.2)_"right"_in_decision_making_determined_afterward×(7.1.3.3)_we_can_only_connect_dots_looking_backwards×(7.2)_management_strategy_of_oneself×(7.2.1) Exploring strategies to find targets you want to learn×(7.2.2) Expanded reproduction strategy using knowledge×(7.2.3)_differentiation_strategy_aiming_for_excellence×(7.2.3.1)_getting_knowledge_from_others_is_low_cost×(7.2.3.2)_knowledge_gained_from_others_has_low_value×(7.2.3.3)_to_strive_for_excellence×(7.2.4)_differentiation_strategy_by_crossover×(7.2.4.1)_knowledge_of_two_peaks×(7.2.4.2)_serial_mastery×(7.2.4.3)_an_example_strategy_for_new_employees×(7.2.5)_a_trader_strategy_to_trade_knowledge_crossing_the_boundary_of_the_organization×(7.3)_creating_knowledge×(column)_consistency_of_knowledge×(column)_efficiency_improvement_by_framework×(column)_emergency_decomposition_theory×(column)_example_of_"to_write_all_out"_method×(column)_nameplate_and_color_of_pieces×(column)_size_of_pieces×(column)_you_may_find_a_relationship_later×(column)_knowledge_distribution_chart×(column)_the_impact_of_the_number_of_choices_on_the_quality_of_decision_making×(column)_two_kinds_of_tacit_knowledge×(Column) We can not communicate bi-directionally with books→
→a_group_of_pieces_seems_to_be_related_to_one_another×family_resemblance×relationship×TODO×Way of thinking×Jiro Kawakita×kj_method×kyoto_university_information_card×pieces_of_paper_with_glue×post-it×grasp_the_whole_picture×(5.2.3.1)_flow_of_kj_method×(column)_size_of_pieces→
→abstraction×(1.1.2)_modeling_and_abstraction×(5.2.1)_spread_so_that_you_can_see_the_whole_at_a_glance×Jiro Kawakita×alex_faickney_osborn×(5.2.6.1)_merits_and_demerits_of_nameplate_making×(5.2.6.2)_a_group_that_can_make_a_nameplate_is_a_good_group×(5.2.6.3)_making_a_nameplate_when_we_have_a_huge_number_of_pieces×(5.2.6.4) "Organizing information" and "Tidying your room" are similar×(column)_nameplate_and_color_of_pieces×(column)_consistency_of_knowledge→