p.1 Learning accelerates change, change necessitates more learning
which further accelerates change and around we go... Learning leverages the environment in exponential fashion...
What is the central throbbing force in this tidal wave of learning and change? It's information facilitated by technological
connections. We've undergone a revolutionary democratization of information.
p.3 There is a notion that all learning comes from application; that through "doing" a cycle of learning
is set off.
p.3 Remove the line between thinking and doing.
p.3 You've got to be willing to throw conventional wisdom out the
window. Incremental improvement of the conventional only yields an improved convention. It won't
yield a breakthrough.
p.4 Why do organizations commit to learning? So they can stay relevant in the face of constant change,
relevant to their external environment, relevant within their organizations. Relevance is always running away at the
speed of change. The only sustainable advantage is to learn at a faster clip than the rate of change.
p.4 The "five whys" is a technique [Japanese engineer Taiichi]
Ohno developed to trace defects and other problems to their root cause. You ask why, then ask why again. And again.
And again. And then ask it one more time. It's one of those simple techniques that works. Children are born
with this technique genetically implanted. Anyone who's experienced the incessant questioning of a three-year-old
understands Ohno's technique.
