|
'Do not go gentle into that good night' (순순히 어두운 밤을 받아들이지 말라) - Dylan Thomas (딜런 토마스(1914~1953)) - | |
Do not go gentle into that good night, |
순순히 어두운 밤을 받아들이지 마오. 노인이여, 저무는 하루에 화내고 악을 써야 하오. |
Though wise men at their end know dark is right, Because their words had forked no lightning they Do not go gentle into that good night. |
현명한 사람들도 마침내 어둠이 옳다는 것을 알지만, 그들의 말은 진리처럼 날카롭지 못 했기에 |
Good men, the last wave by, crying how bright |
선한 자들은 마지막 파도가 지난 후에야 |
Wild men who caught and sang the sun in flight, Do not go gentle into that good night. |
떠가는 태양을 붙들고 찬미하는 야인들은, 너무 늦게 깨닫고는, 태양이 그저 제 길을 가고 있음에 슬퍼하면서, |
Grave men, near death, who see with blinding sight |
죽음을 앞둔 채, 눈이 멀어 수심에 찬 이들은, |
And you, my father, there on the sad height, Curse, bless, me now with your fierce tears, I pray. Do not go gentle into that good night. Rage, rage against the dying of the light. |
그리고 그대, 나의 아버지여, 슬픔의 절정에서, |
<Questions>
Q1. 'Interstellar' is a science-fiction adventure film directed by Christopher Nolan. And Matthew McConaughey
was starring in this movie as a main character who explores the black holes to save his family members
and humankinds. However, there is low chance for him to meet their family again.
If you are in his shoes, would you take your destiny as a new frontier or a challenger ?
Q2. If there is no more chance for human being to survive in the globe due to the climate change,
and there is a little possibilities to find livable planet for next generation in the universe,
what would you choose between a quest for new planet or staying in the earth?
Q3. What is more important to you between survival of humankinds or happiness and love of your family?
Q4. In this movie, what is the contextual meaning of the poem 'Do not go gentle into that good night'
which is written by Dylan Thomas ?
Q5. Do you think mankinds are the only intellecture creatures in the universe? Or do you think there are
any other higher life forms in somewhere outside of a solar system?
If there are other creatures like 'ET' out there, would you like to meet them?
5 Benefits Of Being A Curious Person
Curiosity killed the cat? Not exactly. Evidence continues to emerge about the benefits of being an inquisitive, interested person. Not only does staying wide-eyed about the world make life more fun, it also has a number of surprising benefits.
Here are five reasons why curiosity is great.
It can strengthen your relationships.
Your curiosity about people and the world around you can make your social life richer. If you demonstrate an interest in what someone has to say and maintain many of your own interests that you can discuss, people probably enjoy spending time with you.
"Curious people are often considered good listeners and conversationalists," Ben Dean, Ph.D. wrote in a newsletter for the University of Pennsylvania. "In the early stages of a relationship, we tend to talk about our interests or hobbies. One reason for this is that people tend to equate 'having many interests' with 'interesting,' and for good reason. Curious people tend to bring fun and novelty into relationships."
It can help protect your brain.
Ever heard that crossword puzzles may help prevent Alzheimer's disease? Craving new experiences doesn't hurt either.
“Keeping your brain mentally stimulated is a lifelong enterprise,” David Knopman, a professor of neurology at the Mayo Clinic in Rochester, Minnesota, said, according to Bloomberg. “If one can remain intellectually active and stimulated throughout one’s lifespan, that’s protective against late-life dementia. Staying mentally active is definitely good for your brain.”
It can help you overcome anxiety.
It's perfectly normal to be nervous before a big date. But your curiosity and excitement about getting to know an attractive new person might push your anxieties into the background.
"Socially anxious people who experience high levels of curiosity, or appraise certain events as having a high possibility to satisfy curiosity, may be more likely to engage in approach behavior amidst conflicting avoidance motivations," according to a study published in 2009 by psychologist Todd Kashdan in the Journal Of Anxiety Disorders.
It correlates with happiness.
One theory on happiness is that we develop a "happiness set point" at an early age. We're at this baseline happiness level most of the time, and the level goes up or down depending on positive and negative life events. Kashdan, who authored the book Curious?: Discover The Missing Ingredient To A Fulfilling Life, argues that staying curious can kick our set point up a few notches.
"When we experience curiosity, we are willing to leave the familiar and routine and take risks, even if it makes us feel anxious and uncomfortable," Kashdan writes in his book. "Curious explorers are comfortable with the risks of taking on new challenges. Instead of trying desperately to explain and control our world, as a curious explorer we embrace uncertainty, and see our lives as an enjoyable quest to discover, learn and grow."
It can help you learn pretty much anything.
A new study published in the journal Neuron found that it's much easier to learn not-so-interesting things when our curiosity is piqued. For instance, if what you're trying to learn just isn't sticking, try watching 10 minutes of your favorite TV show between study sessions. It'll give you a nice break, and it will pique your curiosity, stimulating your brain's pleasure center. When you return to studying, your brain might be more willing to let in some of that information you thought was boring.
"Look for ways to connect the uninteresting things you have to learn with something you're curious and excited about," Lifehacker suggests. "Whatever makes you tick can be used, even if it's not actually related. Study in between 10-minute sessions of that show you're addicted to, go over presentation talking points while playing a new video game, or place study index cards throughout that new page-turner."
Just don't let the innocent 10-minute break turn into an all-night Netflix binge.
Article Source : http://www.huffingtonpost.com/2014/11/09/benefits-of-being-a-curious-person_n_6109060.html?utm_hp_ref=healthy-living
<Questions>
Q1. Do you think you are an inquisitive or interested person?
Or do you know anyone who has lot of curiosity on various issues?
Q2. What are the advantages and disadvantages of having much curiosities?
Q3. From the article, some of games such as crossword puzzles could be the stimulus to our brain.
So It may help prevent Alzheimer's disease. Do you have any intention to apply those activities to remain
intellectually active and stimulated throughout your life span?
Q4. Do you think someone who has lots of curiosity on diverse matters is more creative than average person?
Why we need creative confidence
In 2012, IDEO founder and longtime Stanford professor David Kelley took the TED stage in Long Beach and shared a deeply personal story. It was the tale of his own cancer diagnosis, of finding a lump in his neck and being told he had a 40% chance of survival. This was clearly a sobering moment, but he wasn’t sharing the story to seek our sympathy. Rather, he wanted to talk about his resulting epiphany. “While you’re waiting for your turn to get the gamma rays, you think of a lot of things,” he said drily. “I thought a lot about: ‘What was I put on earth to do? What was my calling? What should I do?'”
His conclusion: “The thing I most wanted to do was to help as many people as possible regain the creative confidence they lost along their way.” And that’s what he’s done through his work at the d.school, a program at Stanford teaching design principles and processes to students from all disciplines, and with executives and business leaders through his work at innovation consultancy, IDEO. The latest step along his own way: the publication of Creative Confidence, a book he co-authored with his brother Tom. We spoke about the book, his continued mission as a creativity-for-all evangelist, the real meaning of design thinking and why embedding innovation in organizations is such a fuzzy, imprecise process. An edited version of our conversation follows.
Innovation is scary. After all, no one knows what the outcome will be.
How do you persuade people to take the leap and trust that this is the way to go?
The main thing that seems to work is to have a bunch of experiments where people dig in. We have trouble if it’s a linear path and everyone is heading towards a finish line. Then people start to feel it’s important that their idea is the one to follow. A better way to do things in early teams is to treat everything as an experiment. It’s a bunch of little brush fires looking to make a forest fire. Then people aren’t so precious — it’s not so important, it’s just an experiment. Then there’s the fact we really believe in this empathy stuff. If we really have two people disagreeing, then there’s one thing to do: get them to agree that if we go visit 9 people, we’ll let them help make our decision. The higher authority comes from the people we’re trying to please. That’s a part of the value system.
So how do you embed innovation in an organization?
The first thing a client doesn’t want to hear is that it’s probably a 10-year process. Generally, CEOs won’t last that long, and it’s hard to sign up to get payoff in 10 years when your tenure is two or three — that doesn’t make any sense to them. In order to get a culture to work up and down an organization, senior people have to want to do this. Then you build a fire in people who are doing projects, and that goes back to experiments. In any organization, people are fixed in their ways. They’re all good people, all well-meaning — and they have habits. They know if they just stick to these habits then things’ll come out… medium. This is what we call the fear of being judged. People don’t want to step out and say ‘let’s do this new thing.’
Our solution is almost always: ‘Hey, team. I know you do things in this way and that works for you, but we need to move the company. And as a way of putting our toe in the water, let’s do these three experiments.’ And actually, it’s really important that some of those experiments fail, that someone is proven right that an idea didn’t work. And you have to do a few experiments so people in the company realize we’re serious. I referred to my favorite psychologist, Albert Bandura, in my talk, and he has proven scientifically that the way to make big change is for people to to get over their fears of the new through guided mastery. He did it with people’s phobia of snakes, and we’ve seen it over and over again with cultural change: take people through a series of small successes. It sounds like common sense but it really is powerful.
You’ve been at the forefront of the so-called “design thinking” movement.
How have you seen the thinking about design thinking evolve?
I’m a professor at Stanford, and we used to have lots and lots of meetings about the importance of being multi-disciplinary. We’d divide the pie and then everyone would go back to their respective labs and keep on doing the same things. Design thinking is a human-centered approach, and one time we got people to sign up to try it. So we would get the psychologist and business person and doctor and engineer in the room to work together and see if we might come up with something different. The first thing is to use design thinking to build empathy for the people you’re trying to help. It is so commonsensical, and so for some reason people were willing to sign up to do that. There was always something that was in one discipline’s wheelhouse and it turned out our method was acceptable enough to a bunch of people who wanted to work together, who got it that their life experiences plus working with someone different resulted in something more innovative than anything they might come up with on their own.
Some designers really get riled up about design thinking,
imagining that it somehow dismisses the importance of design. What do you say to them?
At Stanford, it’s clean. They grant a degree — it’s the program I went through that offers degrees in product design. They’re the only people getting degrees in design. The d.school doesn’t give degrees to anybody, but is teaching how designers think. So I’m still making rockstar designers, and they’re not threatened by these other people. In fact, these other people are starting to value them more and more. You were a business person who never understood design; now you’re a business person and you’re intimate with the power of design and what design thinking can do. When you go into the world, you’re more likely to appreciate designers. Designers who are at odds with this are missing the boat. This is making them more important in the world.
So you’re not saying that by learning the design thinking process, anyone can be a designer?
It’s just giving people a tool. In some ways, we use design thinking to differentiate from design. I don’t want super talented design friends to think I’m saying a doctor can be like them. That’s not the case. But a doctor can solve his or her problems more creatively, look at them in human-centered way and attack them in the way a designer would attack them.
Who’s your favorite example of someone who’s mastered the design thinking process
and is taking it forth in interesting ways?
There’s a guy named John Keefe. I think he was a Knight fellow and he ended up taking a class at the d.school. He didn’t think he was a designer — he was a producer at WNYC — but pretty soon the whole morning show was being run in a design thinking-led way, with prototyping, getting teams to work on stories on Tuesday that would go on air on Thursday. But we have literally hundreds of those stories. We’ll have military guys who sit in the back of the room, frowning, and pretty soon they’re design thinking’s biggest supporters.
How do you feel when you see that?
It’s magical to see these people flip. Especially in people who’ve been analytical their whole lives. It’s so emotional for them. Once it happens, people will say they always knew they were creative. They’re so convinced it’s biological, putting it down to an uncle being a dancer or a brother-in-law being an architect. How does that have anything to do with anything? They look for a reason, but the reason is: we’re human and wildly creative. We simply took the blocks away from keeping them from being creative.
Some people think that we’re teaching creativity at the d.school, but that couldn’t be further from truth. We’re taking the blocks away from people being naturally creative.
So what next?
We just got here! My focus will be on this, so I think I can take a breather from figuring out what’s next in general. The TED Talk was the beginning of me coming out and saying I was going to focus my career on helping people gain creative confidence. There are lots of ways to do that: I can bring in the management of a company and put them through a workshop. Through executive education I can get 30 people in a room and I’m sure I can move the needle for them and make them feel more creatively confident. So what about a book? That could surely affect more people around the world. Just how much damage can a book do in helping people gain creative confidence?
Article Source : http://ideas.ted.com/2013/10/16/david-kelley-on-the-need-for-creative-confidence/
<Questions>
Q1. Are you a creative person? Why the creativity is so important in our society?
Q2. When the new concepts or ideas are released in the society, in the first phase, idea developers usually get
resistances from the society members. However, people are following new rules when they get used to it.
In this perspective, If you want to lead the people into a new concept, you have to be the risktaker who can
face the adverse force and embrace all the criticism from the society. Do you think you are ready for it?
Q3. Everyone faces various troubles in their work place. And their own ways to treat problems are differentiated
by each one's characterisitcs. Do you have any experience to tackle those problems in a creative approach?
For example, you might learn from Colombus who change the viewports toward the egg and make it stand.
Never take anything for granted. Try to see the different perspective of the phenomenon.
Q4. Do you agree that developing the creativity thinking ability needs challenging minds and daring attitudes
not to afraid of being a risktaker? How about you ? Are you ready to be a risktaker?
Q5. Do you have your own ways to develop creative thinking abilities ? Plz share it with us !
|