(highlight:: Output Software: A Killer of Creative Thinking
Key takeaways:
• Being driven by output can be deceiving as it is what the system wants us to do.
• Working in output software locks knowledge in the output and makes it difficult to repurpose.
• Output software constrains thinking and can be destructive.
Transcript:
Speaker 1
I spent the vast majority of my time and what I call working in output software. And I spent the vast majority of my time thinking my value was in my output. I delivered this report. We did this podcast. We produced this presentation and being driven by the output can be incredibly deceiving because that's really what we'll call the machine wants us to do is to deliver output. So I equate the modern day individual today as a 19th century factory worker where once we used to make parts for the car, now we're making parts for the software machine and those parts Are our data is our thinking. And the system invariably drives you to focus in output software. And where I found that to be just so detrimental is when you work in output software, your knowledge gets locked in the output. And therefore it becomes very, very difficult to one, make it repurposable. But more importantly, when you're working in output software, not to berate the company names, but I'll use them for examples, you know, Microsoft Word or Apple pages or Microsoft Excel or numbers or PowerPoint and the challenge that I have with output software is they are output software artificially constrains your thinking because of the very nature of the Fact that it's output software. So Excel or numbers makes you think in tabular form. Word makes you or pages puts you into a linear mode of thinking. PowerPoint puts you into a visual and bulleted mode of thinking. And frankly, I find that really destructive.)
- Time 0:10:59
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(highlight:: The Meal Framework for Knowledge Management
Key takeaways:
• The speaker defines a snack as a single idea in your own words and can be shared in a tweet or short post.
• A bite is a construct of cogent snacks and consists of 200-1000 words.
• An entree is an article consisting of multiple bites and snacks and is around 1000-2500 words.
• A dessert is a larger piece of work, such as a book or report.
• The process of creating content is more of a flow and snacks can become bites, bites become meals, meals become desserts.
• Once a final report or output is created, it can be broken down into its parts and rendered back into bites and snacks.
Transcript:
Speaker 1
Get your concept or get an idea of what I'm going to call a snack. Get into a single idea in your words cited. And so that's what I call a snack, a single idea in your words cited. And so for me, a snack also can turn into a tweet or a quick little post on LinkedIn where here's an idea I want to share and here's the source of where I got that idea. For me, a bite is a construct of cogent snacks, right? Cogent ideas that come together that will have multiple, multiple references or citations to them. And so in other words, a snack could be zero to 150 200 words. A bite is somewhere between 200 600 to 1000 words. An entree is about 1000 to 2500 words. It's an article. It's something more meaty. It's consisting of multiple bites and multiple snacks organized together. And then a dessert is the whole schmorgasporic, you know, it's the, you know, or in actually a dessert could be something really sweet and really juicy that you really dig into. And that if I were to add a new one would be the buffet and the buffet is where you get to pick through it all and make it all work. But for me, what's important to think about is it's not, it's more of a flow than it is any discrete moment because a snacks become bites, bites become meals, meals become, you know, desserts. And when you actually ultimately finally wrote that report, you wrote that book, you've created that dessert, you then can go back through the process and start rendering it. Because invariably once you actually got that report, there's going to be an image that you ultimately develop for that final report that's going to be really powerful. There'll be a quote that you've built for that report that would be really powerful. And so then what I do in my learning management process, when I finally finish an output, the next thing I do is then I tear it back apart and render it back out into its pieces and turn them Back into bites and snacks and then go through the process again.)
- Time 0:20:52
-

(highlight:: Value is not created in your output, it is the byproduct of your inputs
Key takeaways:
• Value is created in the time and energy put into inputs.
• Output is the byproduct of value.
• Modern software can help with creating value.
Transcript:
Speaker 1
The biggest aha moment I had throughout this entire process was to realize and accept where where is value created. Remember, we started the conversation today about we are taught by from the very beginnings of school that value is created in your output. We spent 20 years going through school being graded on what on the report we submit and then rewarded and get a diploma on that and say, you created value. And what I've learned through the last three or years or so in rewiring my brain and going through the process of medical ignition is that that's not where value is created. Value is not created in your output. The output is the byproduct of your value. The report you deliver, that presentation you deliver, that's the byproduct of your value. Your value is actually created in the time and energy you put into your inputs. And I think that's what this these new tools and these modern software.)
- Time 0:25:18
-

(highlight:: The 5Cs of Knowledge Management: Value is created in the first 4 Cs, not the 5th C
Key takeaways:
• The speaker discusses the five C's of knowledge management: collection, curation, creation, collaboration, and contribution/output.
• Value is primarily created through the first four C's, not the fifth one.
Transcript:
Speaker 1
Now I'm getting to what I call the five C's of knowledge management. The methodology of the labels that I put to this process is what I call the five C's knowledge management. And the first C is collection. The second C is curation. The third C is creation. The fourth C is collaboration. And the fifth C is contribution or your output. And what we need to realize is value is created with the first four C's, not the fifth one.)
- Time 0:27:13
-

(highlight:: Output Software: A Killer of Creative Thinking
Key takeaways:
• Being driven by output can be deceiving as it is what the system wants us to do.
• Working in output software locks knowledge in the output and makes it difficult to repurpose.
• Output software constrains thinking and can be destructive.
Transcript:
Speaker 1
I spent the vast majority of my time and what I call working in output software. And I spent the vast majority of my time thinking my value was in my output. I delivered this report. We did this podcast. We produced this presentation and being driven by the output can be incredibly deceiving because that's really what we'll call the machine wants us to do is to deliver output. So I equate the modern day individual today as a 19th century factory worker where once we used to make parts for the car, now we're making parts for the software machine and those parts Are our data is our thinking. And the system invariably drives you to focus in output software. And where I found that to be just so detrimental is when you work in output software, your knowledge gets locked in the output. And therefore it becomes very, very difficult to one, make it repurposable. But more importantly, when you're working in output software, not to berate the company names, but I'll use them for examples, you know, Microsoft Word or Apple pages or Microsoft Excel or numbers or PowerPoint and the challenge that I have with output software is they are output software artificially constrains your thinking because of the very nature of the Fact that it's output software. So Excel or numbers makes you think in tabular form. Word makes you or pages puts you into a linear mode of thinking. PowerPoint puts you into a visual and bulleted mode of thinking. And frankly, I find that really destructive.)
- Time 0:10:59
-

(highlight:: The Meal Framework for Knowledge Management
Key takeaways:
• The speaker defines a snack as a single idea in your own words and can be shared in a tweet or short post.
• A bite is a construct of cogent snacks and consists of 200-1000 words.
• An entree is an article consisting of multiple bites and snacks and is around 1000-2500 words.
• A dessert is a larger piece of work, such as a book or report.
• The process of creating content is more of a flow and snacks can become bites, bites become meals, meals become desserts.
• Once a final report or output is created, it can be broken down into its parts and rendered back into bites and snacks.
Transcript:
Speaker 1
Get your concept or get an idea of what I'm going to call a snack. Get into a single idea in your words cited. And so that's what I call a snack, a single idea in your words cited. And so for me, a snack also can turn into a tweet or a quick little post on LinkedIn where here's an idea I want to share and here's the source of where I got that idea. For me, a bite is a construct of cogent snacks, right? Cogent ideas that come together that will have multiple, multiple references or citations to them. And so in other words, a snack could be zero to 150 200 words. A bite is somewhere between 200 600 to 1000 words. An entree is about 1000 to 2500 words. It's an article. It's something more meaty. It's consisting of multiple bites and multiple snacks organized together. And then a dessert is the whole schmorgasporic, you know, it's the, you know, or in actually a dessert could be something really sweet and really juicy that you really dig into. And that if I were to add a new one would be the buffet and the buffet is where you get to pick through it all and make it all work. But for me, what's important to think about is it's not, it's more of a flow than it is any discrete moment because a snacks become bites, bites become meals, meals become, you know, desserts. And when you actually ultimately finally wrote that report, you wrote that book, you've created that dessert, you then can go back through the process and start rendering it. Because invariably once you actually got that report, there's going to be an image that you ultimately develop for that final report that's going to be really powerful. There'll be a quote that you've built for that report that would be really powerful. And so then what I do in my learning management process, when I finally finish an output, the next thing I do is then I tear it back apart and render it back out into its pieces and turn them Back into bites and snacks and then go through the process again.)
- Time 0:20:52
-

(highlight:: Value is not created in your output, it is the byproduct of your inputs
Key takeaways:
• Value is created in the time and energy put into inputs.
• Output is the byproduct of value.
• Modern software can help with creating value.
Transcript:
Speaker 1
The biggest aha moment I had throughout this entire process was to realize and accept where where is value created. Remember, we started the conversation today about we are taught by from the very beginnings of school that value is created in your output. We spent 20 years going through school being graded on what on the report we submit and then rewarded and get a diploma on that and say, you created value. And what I've learned through the last three or years or so in rewiring my brain and going through the process of medical ignition is that that's not where value is created. Value is not created in your output. The output is the byproduct of your value. The report you deliver, that presentation you deliver, that's the byproduct of your value. Your value is actually created in the time and energy you put into your inputs. And I think that's what this these new tools and these modern software.)
- Time 0:25:18
-

(highlight:: The 5Cs of Knowledge Management: Value is created in the first 4 Cs, not the 5th C
Key takeaways:
• The speaker discusses the five C's of knowledge management: collection, curation, creation, collaboration, and contribution/output.
• Value is primarily created through the first four C's, not the fifth one.
Transcript:
Speaker 1
Now I'm getting to what I call the five C's of knowledge management. The methodology of the labels that I put to this process is what I call the five C's knowledge management. And the first C is collection. The second C is curation. The third C is creation. The fourth C is collaboration. And the fifth C is contribution or your output. And what we need to realize is value is created with the first four C's, not the fifth one.)
- Time 0:27:13
-