Quotes About Learning

Almost nobody gets rich or erudite overnight.

You don't just forget things overnight.

If I can understand criticism, I take it very seriously. But it's a process; it doesn't happen overnight.

I think going overseas and experiencing a whole new culture is something you can't learn anywhere else.

Every day, people serve their neighbors and our nation in many different ways, from helping a child learn and easing the loneliness of those without a family to defending our freedom overseas. It is in this spirit of dedication to others and to our country that I believe service should be broadly and deeply encouraged.

I enjoy the company of overseas people. It's always good learning.

I think that together the church has learned a lot, and as we know from our own oversight board, the involvement of our wonderful lay leaders has been a real grace.

I often deliberately overwhelm my players. If I give them 10 things a day and they learn four of them, I'm happier than if I stick to the learning theory where the goal is a maximum of five things per day and then they only remember two.

Authoritarian management is obsessed with time. It is destructive of slack and inclined to goad people into outperforming their peers. And it makes learning impossible.

Slackless organizations tend to be authoritarian. When efficiency is the principal goal, decision making can't be distributed. It has to be in the hands of one person (or a few), with everyone else taking direction without question and acting quickly to carry out orders. This is a fine formula for getting a lot done, but a dismal way to encourage reinvention and learning.

Years of experience: People who had ten years of experience did not outperform those with two years of experience. There was no correlation between experience and performance except that those with less than six months' experience with the language used in the exercise did not do as well as the rest of the sample.

Significant organizational learning can't happen in isolation. It always involves the joint participation of a set of middle managers. This requires that they actually talk to each other and listen to each other, rather than just taking turns talking to and listening to a common boss.

The opposite approach would be to encourage people to make some errors. You do this by asking your folks on occasion what dead-end roads they've been down

Fostering an atmosphere that doesn't allow for error simply makes people defensive.

Any so-called training experience that lacks the slow-down characteristic is an exercise in nonlearning.

Learning is limited by an organization's ability to keep its people.

More often than not, wisdom is at the mercy of curiosity.

I like physics. I think it is the best science out of all three of them, because generally it's more useful. You learn about speed and velocity and time, and that's all clever stuff.

Going online and asking questions is the best way to learn.

I try to be nice, I try to respect other people, but over the years I've learned that all this stuff we do is a bunch of crap. That doesn't mean it doesn't have its place. We are living in a material world, so why not live with something beautiful?

This is clearly not the most expedient route—we learned that writing a collaborative novel doesn't amount to doing half the work, but rather, doing twice the work—but it was a wild new kind of work, a work that takes the other's half, and raises it by half. This felt intimate—showing

Some of the best advice I ever received was "Man, that was terrible".

I wanted my dad to be proud of me, and I fell into acting because there wasn't anything else I could do, and in it I found a discipline that I wanted to keep coming back to, that I love and I learn about every day.

It will soon be difficult to put up a shelf without a degree in shelf putting up.