Generative Learning
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Looking back, it is easy to forget the tremendous risks co-founders Larry Page and Sergey Brin undertook to get to the place they are today. The co-founders once caused the whole Stanford network to go down for a significant amount of time while trying to develop Google. Page remarks that weird things happen when you are trying to touch every computer on the internet.
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Bartz talks about how people who failed within Buzzsaw, were often given new projects to work on. Failure was valued, she says. Rather than criticizing projects that failed, Bartz notes how people wanted to apply the knowledge they learned from mistakes into new projects.
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Professor Bloom opens with a brief discussion of the value and evolutionary basis of unconscious processing. The rest of this lecture introduces students to the theory of Behaviorism, particularly the work of prominent behaviorist, B. F. Skinner. Different types of learning are discussed in detail, as well as reasons why behaviorism has been largely displaced as an adequate theory of human mental life.
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Jennifer Raymond (Stanford University) is building a "wiring diagram" for the brain. By bridging the gap between individual synapses and whole-brain learning & memory, Raymond's research offers new insights and strategies for medical rehabilitation and K-12 education.
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Fiorina explains that leadership is about three things: capability, collaboration and character. She stresses the importance of capability, which is about asking questions and listening to answers. It is also about celebrating new ideas and taking initiative to try new things. She insists that a continuous learning process is important to strengthen an entrepreneur's capability.
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The latest business model for web-based companies is to provide services to the consumers for free. Roberts talks about the operations of such a model, in which advertising is the only source of revenue. She elaborates on how companies are learning to value the concept of 'nothing'.
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A familiar question among potential founders, says Levinson, is how much business and operational experience do I need to have before starting this business? He talks about the best experience a founder can have - the kind learned only by jumping in with both feet and learning as you go.
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Whatever you build, says Kawasaki, it's about passion, and less about money. Your goals should be about changing the world, or making the world a better place, he says. He also talks about his experience growing up thinking that money was the most important thing in life. He advises students to study abroad and to spend as much time learning as possible.
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Madonna had The Sex Book. Apple had the Newton. Marissa Mayer, Vice President of Search Products & User Experience for Google, points out that all the best brands, including her own, have made some tremendous product errors. But what allows an enterprise to endure, she says, is its ability to learn from its mistakes and make corrections. Performance is what's important, even if it's not instantaneous.
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Number 3 in Frank Levinson's Top 10 Things You Must Have to Start a Business. You and the members of your company must have the confidence that new ideas will always be present, says Levinson. He talks about creating a culture that encourages and expects new ideas, and learning to give those new ideas away.
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Young talks about fostering great relationships with his teammates and learning how to overcome the competition by using his negotiation skills. He describes how most of the negotiations he has been involved with have been symbiotic. It is important for people to feel that they are not being taken advantage of because you will lose out in the long haul, he says.
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Hawkins offers suggestions on how to assess one's mistakes and figure out what to learn from them. It is okay to make mistakes but it is also important to learn from those mistakes and not repeat them again, he adds.
