左右腦的衝突

那是一個極端矛盾的狀況：用左腦開發工具，去達成右腦要的目的。左腦越發現一個開發出來的工具有用，越往下想，想出來的東西離右腦越遙遠。等到下一次兩邊大腦balance，清醒過來之後才發現這個方向上的錯誤，就已經是好久之後的事了。這時候如果右腦跳出來，指證這個過程的錯誤，左腦能夠做的，就是回到先前的起點，重新再往右腦的方向移動一點點，再想辦法從零開始，重新開始開發新的工具，hoping 不要再離右腦要的目的那麼遙遠。

然後這整件事情就像震盪不停的鐘擺，在漫長的左右拉扯搖擺之後，兩邊的腦才能共同漸漸尋覓到那個靜止的終點（＆中點）。

這中間的問題是，怎麼樣在左腦開心地一直往下走的時候，右腦能夠盡快地跳出來阻止它往錯誤的方向去，such that整個過程能夠被儘可能地加速？

我觀察到的結果是這樣的：選一個對於右腦最friendly的工作環境。

讓右腦很容易切入左腦的思路，讓右腦像一個糾察隊，隨時可以檢視左腦的表現。經常地activate右腦，不論是因為身旁的人的性格、講的話、身上的氣味，還是環境中的有形無形事物（家具或音樂），都是刺激右腦活絡的重要原因。假如把自己沉浸在這樣的環境裡，似乎右腦就可以很容易take charge了？

所以，為了自己爽而做的決定才是對的，為了單純喜歡而選的方向才是好的，不去找太多理由就下判斷壓寶，是必要的。

畢竟在這個新的世代，左腦是要服務右腦的。

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Think Different

Here's to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes.

The ones who see things differently. They're not fond of rules. And they have no respect for the status quo. You can praise them, disagree with them, quote them, disbelieve them, glorify or vilify them.

About the only thing you can't do is ignore them. Because they change things. They invent. They imagine. They heal. They explore. They create. They inspire. They push the human race forward.

Maybe they have to be crazy.

How else can you stare at an empty canvas and see a work of art? Or sit in silence and hear a song that's never been written? Or gaze at a red planet and see a laboratory on wheels?

While some see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.

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Rules of the Garage

Believe you can change the world.

Work quickly, keep the tools unlocked, work whenever.

Know when to work alone and when to work together.

Share - tools, ideas, Trust your colleagues.

No politics. No bureaucrasy.
(These are ridiculous in a garage.)

The customer defines a job well done.

Radical ideas are not bad ideas.

Invent different ways of working.

Make a contribution every day.
If it doesn't contribute, it doesn't leave the garage.

Believe that together we can do anything.

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Sharism

The notion of sharing ideas or initiating/creating environments for idea-sharing activities in an institutional format, has become one of the guidelines for executing or determining ways of goal-achievement processes in daily tasks. Companies and organizations gather together for all kinds of brainstorming sessions and topics, because they are aware of that protectionism may not work in the 21st century anymore, since the variance of perspectives and expertise may surpass the compliance with confidentiality in terms of effeciancy and effectiveness. How, if we should at all, are we gonna soften or thin the thick wall between business units and groups, to keep the ideas grow vastly and powerfully? Or, more fundamentally, is there a way that businesses could make sure that they retain their core value inside and feel more safe about sharing ideas with other people?

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