we can make ourselves miserable seeing only what we think we are supposed to see

"What confuses the brain delights the brain. What confounds the brain enlivens the brain. What mixes up categories energizes the brain. Or to sum it all up, as we have seen, what surprises the brain is what allows for learning. Incongruity, disruption, and disorientation may well turn out to be the most inspiring, creative, and productive forces one can add to the workplace.
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“surprise is an adaptive strategy for the brain, indicating a gap in our knowledge of the world. Things are surprising only if we failed to predict them. Surprise gives us an opportunity to improve our brain’s predictive system.”
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Whatever you see means there is something you do not see.  (Moi ici: Lembro-me logo do truque para fugir da atracção para o abismo dos feedback-loops daqui) And then you are startled or distracted, lost or simply out for an adventure, and you see something else. If you are lucky, everything changes, in a good way. But the key factor here is that “everything changes” has more to do with the way you see than with what exists.

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IF I WERE TO DISTILL one simple lesson from all the science and all the stories in this book, it would be that with the right practice and the right tools, we can begin to see what we’ve been missing. With the right tools and the right people to share them with, we have new options. From infancy on, we are learning what to pay attention to, what to value, what is important, what counts. Whether on the largest level of our institutions or the most immediate level of concentrating on the task before us, whether in the classroom or at work or in our sense of ourselves as human beings, what we value and what we pay attention to can blind us to everything else we could be seeing. The fact that we don’t see it doesn’t mean it’s not there. Why is this important? Because sometimes we can make ourselves miserable seeing only what we think we are supposed to see." (Moi ici: aplicável a isto)

Trechos retirados de "Now you see it : how the brain science of attention will transform the way we live, work and learn" de Cathy N. Davidson.

Perigosa propaganda liberal que quer promover a precariedade

"He’s excited by IBM’s practice of “endeavor-based work.” This is yet another new concept that we haven’t learned how to train people for. It means that you do not perform a single, specialized task and are not called upon over and over to perform one specialized kind of function. More and more people at IBM don’t even have job descriptions in the conventional sense anymore. Instead, they contribute certain kinds of talents or even dispositions as needed to a project and stay on that team as long as they contribute to its success. He’s confident that people know when the time comes to move on to the next project.
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endeavor-based organization doesn’t depend on the amount of time you spend in the office or on the project, but on how you contribute to the success of the team, how do the usual statistical ways of measuring individual performance pertain? It’s actually quite simple. Hamilton notes that “we are measured against business results, against each other’s contribution, one’s team contribution, one’s credibility, and the deliverables (performed work).”
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“Endeavor-based organization is a little like the movie industry,” Hamilton says. You work hard together to make the movie, each contributing some aspect—whether it is acting or doing stunts or creating special effects or getting the financing together. When the film’s in the can, you then go on to the next job. But you don’t all go on to the same next job. The team disassembles, but everyone has learned who performed best at what, so for a future task, you know whom to call. Endeavor-based organization is structurally different from forms of work ultimately grounded in an assembly-line organizational model, with each person always contributing in the same specialized way to the same team to make the same product. In endeavor-based organization, hierarchy must be lax and shifting. In one endeavor, someone who has official company experience or status might be the most expert and therefore be appointed the team leader. An hour later, as the workflow changes, that same person may sink back into the position of being a learner. Hierarchy isn’t the guiding principle so much as trust is: depending on one another’s capacities to work together."

Claro que isto é perigosa propaganda liberal que quer promover a precariedade do trabalho. Bom, bom, é trabalhar num cubículo ao lado do Dilbert ou emular o trabalho das máquinas repetitivas, dia após dia, ano após ano, mesmo que os consumidores já não queiram aquilo que produzimos.
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Trecho retirado de "Now You See It - how the brain science of attention will transform the way we live, work and learn" de Cathy N. Davidson.