1) Distinguish between knowledge and knowledge system;
2) Understand how to find the connection point of knowledge with eight questions;
3) Master the construction method of practical knowledge system;
4) We can use the sweet zone model to find a specific field to build a knowledge system.
1. The main difference between ordinary people and experts
Xiao Zhang is going to exercise by running, but he is a little worried that he will fall into various pits, because he has heard of unexpected situations related to running, such as thick legs, knee injuries and sudden death. He asked his friend Lao An on WeChat that he had been drying up his running mileage.
Xiao Zhang asked Lao An, "Lao An, I want to run. Is there anything I should pay attention to? "
Lao An replied: "Just pay attention to the running posture. You should land with the forefoot first, otherwise it will easily damage your knees. " Then I sent one to Xiao Zhang.
Xiao Zhang was overjoyed and thought, fortunately, he asked Lao An, otherwise his knee would be ruined.
At work the next morning, Xiao Zhang met a department's sunspot. Remembering that some time ago, Sunspot said that he had joined the fun running group, he asked Sunspot: "Sunspot, I heard that you have joined the fun running group, so you must have rich running experience. I also want to run recently, and I'm afraid I can't run out. How about some advice? "
Sunspot said: "There are indeed suggestions. Don't believe all kinds of articles on the Internet that it is easy to hurt your knees when your heel hits the ground first, and your forefoot hits the ground first. " You know, there are many experienced runners in the fun running league I join. They say that 80% of marathoners land first. It doesn't matter if people run so long and so far, which shows that it is the right choice to land on the heel first. "Sunspots said, and took out his mobile phone and found a picture for xiao zhang.
Xiao Zhang looked at the picture and said, "It makes sense, it makes sense, and it is also a sunspot major." But he was worried. What happened? This is, Lao An and Heizi. They said the opposite.
Xiao Zhang decided to ask the senior runner and thought about it. He thought of his college classmate General Fei. He runs all the year round, and the whole horse runs six times. Recently, he seems to have developed a course on how to run. So at lunch, he sent a message to General Fei on WeChat: "General Fei, I want to run recently. You are a professional. Give me some advice. How to run better? "
After a while, General Fei sent a message: "Answer me a few questions first: 1) Do you want to race horses or jog? 2) What is your height, weight and body fat percentage? 3) How about physical strength? 4) Do you have heart disease, high blood pressure and dizziness? 5) Are there any knee injuries or lumbar disc herniation? 6) Where are you going? Plastic track, treadmill, cement road or something? ……"
Xiao Zhang couldn't help shouting "My God" when he saw General Fei's 12 question in rapid succession.
Ok, now please answer a question: Who is more professional, Lao An, Heizai or General Fei?
If I am not mistaken, your answer is the same as mine: General Fei is more professional.
Why?
Because General Fei didn't directly give a suggestion on whether to land on the front foot or the heel first, like Lao An and Heizi did, he listened first and then asked questions, learned about Xiao Zhang's situation from all aspects, and then gave suggestions suitable for Xiao Zhang.
Then why did he do it?
Because General Fei has a wealth of knowledge in the field of running, including running posture, pace, related diseases, road surface, heart rate and so on. Combine these knowledge organically to form a knowledge system, which can comprehensively evaluate how a person should start running and how to advance from multiple dimensions.
There is a knowledge system not only in the field of running, but also in all fields. We can find a knowledge system around most problems in life.
The knowledge system of a certain field and a certain problem has many benefits for us. There are three typical types:
The expression ability is upgraded. This is because the process of constructing knowledge system will use and cultivate growth thinking, critical thinking and systematic thinking to improve thinking ability. When we can understand the logic, hierarchy and dimension of a thing, we can understand it.
Become an expert from zero to one. The knowledge system is structured, the knowledge points are interrelated, and there are countless rings extending in all directions. The advantage of this is that when we encounter a problem, it will trigger a certain knowledge point. When we capture this knowledge point, we can quickly find other related knowledge points along the countless connections and loops of the knowledge system, and combine them to form solutions to the problems we encounter, which will show professional standards and be called "domain experts".
Wisdom affects people. When knowledge internalizes, forms a system, absorbs the old and the new, and constantly evolves, our wisdom will be upgraded and can be applied to real life. On the one hand, the more you know, the more you can understand the boundless knowledge, the more open-minded and tolerant you are, and the more you can live in harmony with others. On the other hand, the more perfect the system is, the more it can help yourself and others solve problems and promote the relationship between the two sides.
By comparing two examples, we can immediately feel the benefits of having a knowledge system.
D 1 Doctor, after receiving an arrow in his thigh, he immediately thought, "The arrow has been hit, so we must pull it out quickly." So he operated like a tiger and pulled out the long arrow on the soldier's ass and thigh. Unexpectedly, blood burst out, and he quickly found a ball of cotton and wrapped a rope for the soldiers. Then clap your hands and tell the soldiers that the long arrow has been removed and everything is fine.
Dr D2 also treated a soldier with an arrow in his ass. He didn't pull out the arrow at once. Instead, I first asked the soldier about the details of the arrow, the feeling of various parts of the body, the past treatment history of the arrow injury and so on. Then he prepared various items for cleaning, anti-inflammatory, dressing and dressing, followed by anti-inflammatory and arrow pulling, and finally told him about dietary taboos, daily care, activity suggestions, follow-up, common complications and so on. As a result, the soldiers recovered quickly.
D 1 lacks the knowledge system of diagnosis and treatment of arrow injuries, and only has some scattered knowledge in his mind. He can only treat headache and pain, but he can't think of infection, fever, dietary taboos and so on. Results After his patient came back, the wound was infected and suppurated, causing various complications. Later, the treatment was ineffective and he died with hatred.
On the other hand, D2, because of his knowledge system, can consider all kinds of problems systematically, multi-dimensionally and multi-links, and make appropriate treatment strategies for arrow injuries. His patients have been well treated and recovered quickly.
The knowledge system in the medical field can save lives and get immediate results. Knowledge systems in other fields have similar effects in dealing with related problems in this field. We can find many examples in our work and life. You might as well recall your past experience and find something that can explain the role of the knowledge system to deepen our understanding of the importance of the knowledge system.
2. Make good use of eight questions and discover the connection point of knowledge.
From the example of running to treat diseases, we can see that the knowledge points are scattered, such as "when running, the forefoot hits the ground first, so as not to hurt the knee" and "if you hit the arrow, you should pull it out quickly", just like the wooden building blocks we played with when we were young.
Knowledge system is a collection of knowledge formed by someone combining their own problems and practices, and knowledge points are interrelated in various ways to form a specific structure. For example, Mr. Fei's knowledge system about running is composed of running posture, pace, running volume, heart rate, common related diseases, running shoes, road conditions, diet and other knowledge points. This knowledge system is like our Lego bricks.
So, now there is a question: Can you build a block house with the wooden blocks in our picture above?
I guess our answer is the same: no, this is also the key reason why traditional wooden building blocks can't be popular-it's difficult to make something solid and creative, and it's not fun.
Then why can Lego bricks build a wide variety of "buildings" with different shapes?
Please look at the Lego bricks:
Do you find any difference between them and traditional building blocks?
Yes, there are many raised dots on it! These points are very important. They can be embedded in the grooves reserved by other building blocks to connect two building blocks.
In other words, Lego bricks have connection points, so they can be connected with each other to build a variety of structurally stable "buildings"!
Comparing knowledge with building blocks, if there are connection points in knowledge, they can also be connected with each other to construct a knowledge system suitable for specific fields and specific problems.
Then the question comes: does knowledge have a connection point?
The answer is yes, because all fields have knowledge systems, and knowledge systems are composed of several knowledge tenons. If knowledge is to be jointed with each other, there must be connection points.
Knowledge itself has connection points, and we can't use these connection points to build a knowledge system, often because we haven't found the connection points yet. In other words, the connection point already exists, but we don't see it.
Furthermore, as long as there is a way to find and mark the connection point of knowledge, scattered knowledge may be connected into a system.
Then the question comes: how to find the connection point of knowledge?
Teacher Zhao Zhou, the founder of the Broken Book Club, summed up a structured method called "Eight Questions" when talking about how to transform the information read by mobile phones into knowledge in the mobile era. We can use "eight questions" to analyze information, opinions, events and experiences, and sort out knowledge and connection points.
First introduce these eight questions, and then see how to use them to mine the connection point of knowledge.
Eight questions are the framework of asking questions. Questions about information, opinions, events and experiences are divided into eight categories: before, cause, after, result, suitability, use, boundary and boundary.
These eight kinds of problems can be used to analyze or sort out information, turn information into knowledge and find the connection point of knowledge. Eight problems can be divided into two groups, causality and applicable boundary. Causality is used to analyze information, and applicable boundaries are used to sort out information.
In order to facilitate memory, Teacher Zhao Zhou found eight idioms to help us. The former corresponds to the previous experience, because the corresponding reasons are interrelated, and the latter corresponds to the effect after observation. Fruit is the opposite of fruit, which is counterproductive. With the corresponding use conditions, the edge corresponds to the edge, and the boundary corresponds to the Chu River Han boundary.
For each big question, Teacher Zhao Zhou provided several typical questions to help us understand and apply this problem. Specifically, it is like this:
-Vision: 1) Why is this important to me? 2) How did he get this information?
-Reasons (correlation): 1) What hypotheses about reasons did the author put forward? 2) How to verify or exclude these assumptions? 3) Are there any other possibilities?
-What would happen if we did it from the data? 2) What's the benefit (utility) for me?
-What are the consequences of not doing this? 2) How serious is the problem of not changing?
-Appropriate (counterproductive): 1) Are there any opposing views? 2) Are there any examples that don't support this?
-Use (conditions of use): 1) What conditions need to be met to achieve this (considering cost and benefit, attitude, ability ...)? 2) What other ways can we do this?
-Is there any similar (or seemingly similar) information before 1? 2) How do other fields/industries/people solve similar problems?
-Boundary (Chu River Han boundary): 1) What is the real difference between this information and the opposite or similar information? Where is the intersection?
When using the Eight Questions, you don't have to ask the demonstration questions given by Mr. Zhao Zhou in the original mode, but you can put forward appropriate questions according to the specific situation on the premise of understanding these eight questions. In other words, the most important thing of the eight questions is to provide a framework for asking insightful questions, which is its significance. If you have the ability, you can understand the mental method, keep the mental method unchanged and ask new questions. If you don't know how to use it at first, it is suggested to use the demonstration question directly or make changes on its basis.
Now, let's give an example to demonstrate the usage of these eight questions.
Wei is enthusiastic, lively, talkative, creative, exaggerated and changeable. She is engaged in insurance sales and has a good performance. The leader arranged for her to develop internal courses and tell you how to develop and maintain customers. Wei promised to finish his speech in two days and then tell everyone. She moved quickly and started to write PPT at once, but she was always interrupted by various affairs. One minute, a customer calls, one minute, someone consults on WeChat, one minute, she has to go out to see the customer to sign the contract, and one minute, a colleague asks. As a result, a week passed and PPT had only one page title.
The leader asked Wei twice when he could speak. Wei said she was too busy. PPT has never found time to do it at first. The third time, the leader frowned and gave Wei a suggestion: "Wei, your time management ability still has a lot of room for improvement." I suggest you study the four quadrants of Steven Covey's time management and sort out what you are doing. " Wei quickly agreed and began to learn the four quadrants of time management.
Are you familiar with this scene? This is basically how you and I started our time management study.
This model is actually the model when we cut into a new field: when we encounter a problem and want to solve it, we must use new knowledge and new skills, start learning and gradually accumulate knowledge in this field in practice.
Whether our accumulated knowledge can form a system depends on whether we can "discover the connection points of knowledge and actively link different knowledge".
No matter what we have done before, now we can use these eight questions to speed up the process.
Let's pay attention to Wei's problem again and see how to use these eight questions to find the connection point of knowledge. Now, Wei knows a method of time management, called "four quadrants of time management".
Ask "money" first Here Wei can ask, "Why is it important for me to master the four quadrants of time management?" The answer may be "good time management can help me arrange my tasks reasonably and find time to finish the development of handouts." So learn the four quadrants of time management.
Ask "cause" again. The leader asked Wei to learn the four quadrants of time management. What hypothesis did he put forward for the reason? The answer is "Wei lacks time management ability and can't arrange all kinds of affairs reasonably." The leader thinks that Wei can take time to finish PPT as long as he manages his time well. Is this assumption correct? Is this the only reason why Wei failed to finish the class in two days? Not necessarily. Wei didn't finish watching PPT. Besides time management, there is another important reason. She doesn't think it is very important to "develop courses and impart experience". In her opinion, the most important thing is to let customers win the insurance policy.
Next, ask "Hou" Wei can ask, "What are the benefits of learning the four quadrants of time management for me?" She looked at Seven Habits of Highly Effective People against the four-quadrant chart of time management, and soon thought of the benefits: focusing on important things, working calmly, and improving the quality and output of work. Simply put, it is necessary to give priority to improving work efficiency.
Then ask "Guo" and directly use teacher Zhao Zhou's demonstration question "What are the consequences of not doing this?" Obviously, the delivery time of the course will be delayed again and again. The leaders will think that Wei does not attach importance to her work arrangement, and even suspect that Wei has ulterior motives, which will affect Wei's follow-up work and even her promotion and salary increase. So from this point of view, Wei needs to respect the work arrangement of the leader and finish this task as soon as possible, so it is necessary for her to learn time management. In this way, Wei found a breakthrough point. The importance of some tasks depends on the opinion of the leader, so she should also learn management by objectives and upward management.
Then I asked "Fitness". Wei asked himself this question: "Has anyone learned the four quadrants of time management but still can't arrange a good job?" She immediately thought of her colleague Xiaolan. She studied the four quadrants of time management, but now she is still very busy every day and things often go wrong.
Then ask "use". Wei can ask: "What is the premise of managing the four quadrants with time?" After research, Wei found that Steven Covey is an enterprise manager and a consultant to the person in charge of the enterprise. The time management matrix he proposed is more aimed at managers, because managers have more sense of control and freedom to decide whether something is important, and then decide whether to do it immediately or plan time according to the urgency. Like her and Xiaolan, they are all at the executive level. Many times, they can't decide the importance of a thing, and they can't judge the importance, so it is difficult to apply the four quadrants of time management. This is also a reason why Xiaolan is still busy with her work after learning the four quadrants of time management, and why her leaders think the four quadrants of time management are useful. In this way, Wei knew two prerequisites for using the four quadrants of time management: 1) individuals have the ability to distinguish the importance of things; 2) Individuals have certain control and freedom over things.
Next, I asked "Ping". Wei first asked himself, "Is there a time management method similar to the four quadrants of time management?" Wei found many time management methods when searching, including (wardrobe arrangement), pomodoro technique, three frogs, calendar, monkey rule, uninterrupted time, mind map, golden working hours ... all related to time management. She collected relevant information one by one to learn more about these time management methods. Then she thought that managing time is actually managing work tasks. What are the methods of task management? As soon as she searched, she found kanban, mind map, 80/20 rule, list, OKR, intelligent rule and so on.
Finally, the question of "bondage" is put forward. "What are the applications of the four quadrants of time management?" Wei believes that the four quadrants of time management are more suitable for these two types of people: 1) managers; 2) people who can arrange their own work tasks and time within a certain range.
After a round of eight questions, Wei has a deeper understanding of the four quadrants of time management. The key words of manager, task management, time management, importance, upward management, priority, work efficiency, work autonomy and planning remain in her memory and become the connection points that can be linked with other knowledge.
The purpose of the eight questions is to help us analyze and sort out information from different angles and dimensions, deepen our understanding and understanding of knowledge, and then help us establish connection points at all levels and angles for knowledge. With these connection points, knowledge points are more likely to have relationships, and knowledge is more likely to be stimulated and awakened by external problems.
3. How to build a knowledge system
Once we mark the connection point of knowledge, we can connect two connectable knowledge through the connection point, and repeat this operation around different types of connection points of different knowledge, so that we can gradually form a knowledge system.
Let's take Wei as an example to illustrate this process.
In front of us, we found a connection point of the knowledge of "four quadrants of time management" through the problem of "boundary (Chuhe Han boundary)" in the eight questions, that is, the four images of time management are particularly suitable for managers in the workplace.
If Wei searched for time management methods, she found the "monkey rule", bought a book called "Don't let monkeys jump on her back", studied it, analyzed it with eight questions, and drew the monkey rule and its connection points, as shown below:
Comparing the connection point of the four quadrants of time management with the connection point of the Monkey Law, we can find that the two can be connected through the connection point of "manager".
Suppose Wei wants to be admitted to China Life Financial Planner, and he needs to keep reading and studying, but he is always distracted when reading, so he asks a friend who loves reading very much how to concentrate on reading. A friend told her to use "pomodoro technique". She learned that pomodoro technique was invented by Francisco Cirillo in order to concentrate on his studies in college, which is especially suitable for desk work such as reading and learning. Then she used eight questions to analyze and draw the connection point of pomodoro technique, as shown below.
Pomodoro technique belongs to the method of time management, so it can be connected with the four quadrants of time management through the connection point of "time management".
With Wei's continuous practice and learning of time management methods, she gradually formed a set of knowledge system of time management:
Now we can see the complete construction process of knowledge system: based on a scene (problem), find a knowledge, use eight-question analysis, tap various connection points, contact new knowledge in continuous practice, reflect and review, and connect new knowledge with old knowledge through connection points with similar meanings to form a system.
This process is described in words, only a few hundred words, and reading only takes two or three minutes, so you may think that building a knowledge system is so simple and so fast, and I will soon be able to build my own knowledge system. Actually, it's not. The formation of knowledge system is slowly completed by constantly solving problems, constantly reflecting on experience, constantly discovering connection points and constantly linking knowledge in life practice. This is by no means an overnight success.
For example, Wei linked the four quadrants of time management to the monkey rule. Only when she becomes a manager and bears the monkeys thrown at her by her subordinates can she really apply the monkey rule and really complete the link. This process will not happen if the time is not ripe, so a seemingly simple link and a minute's work may actually take one year, two years or even three to five years.
After the test of practice and time, we have established a knowledge system in a certain field. Is everything all right?
Don't!
We also need to constantly update and iterate our knowledge system in a certain field, because the times are developing, the environment is changing with each passing day, and problems are emerging one after another, so the knowledge used to solve problems will evolve rapidly.
For example, PPT designer Lao Han is very familiar with PPT 20 16 and knows all kinds of functions. However, after the release of Office 20 19 in early 2019, he needs to update his knowledge system built around PPT 20 16. If he doesn't do this, he will meet the questions raised by customers for PPT 20 19.
Xiao Lu, for example, is an expert in powder increasing. It turns out that all kinds of strategies, methods and practices of Weibo WeChat are familiar to the heart, providing pink-boosting services for various self-media teams. Now that short videos are booming and Tik Tok is rising, Xiao Lu needs to quickly learn the powder-increasing strategy based on Tik Tok platform, including Tik Tok's recommendation rules, shielding principles, content distribution, traffic characteristics, video structure and so on. Only in this way can he continue to be my other client.
Fortunately, no matter how the environment evolves, as long as we master the method of constructing knowledge system and dig out the connection point of new knowledge, we can incorporate new knowledge into the existing knowledge system, then the knowledge system can be updated, and we can use the potential energy of the existing knowledge system to open up a new situation in new fields.
4. In which field did you build your own knowledge system?
In the previous section, we mainly introduced the connection point discovery knowledge of eight problems, and used connection points to link different knowledge to build a knowledge system, and repeatedly emphasized that having a knowledge system can treat problems professionally, systematically, comprehensively and multidimensional, and create value that is difficult to copy.
Now, some friends may ask a question mark in their hearts-"Since the knowledge system is so important, should I establish a knowledge system in every field of my life?"
No, no, no.
We can't build a knowledge system in every field-we don't have that much time and energy. At the same time, it is unnecessary.
Please imagine the following scenario: you have a fever for three days and you don't get better. You have a headache, weakness, sore bones and muscles, and you can't work.
What would you do?
Learn all kinds of knowledge about fever, build a knowledge system of fever, and then cure yourself, or go to the hospital to pay for a doctor's help?
You chose to go to the hospital, didn't you? This is a wise choice. This is also the best choice for us to face problems in most fields-paying professionals in the target fields to help solve them.
Problems in most fields can be outsourced to others, and we don't have to work hard to become experts with strong knowledge systems in all aspects.
What we have to do is to find our own base, develop our own knowledge system, create value with our own knowledge system, and exchange professional services in other fields.
Then, the question is, how to determine the field where you want to build a knowledge system?
The following three questions provide a positioning framework:
1. What am I good at?
2. What do I like?
3. What does the world need?
The intersection of the corresponding answers to these three questions is the sweet area for us to build a knowledge system:
Please explore repeatedly, find your own sweet spot, anchor it, invest time and energy, integrate all kinds of knowledge in practice and build a knowledge system. (As for the sweet zone model, due to space constraints, it is inconvenient to expand. If you have any questions, please pay attention to the official WeChat account "Program Vision". Later, I will post an article to explain the sweet zone model. )
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