컨셉 유형독해 16강 원문

컨셉 유형독해 16강.hwp

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Time spent on on-line interaction with members of one's own, preselected community leaves less time available for actual encounters with a wide variety of people. If physicists, for example, were to concentrate on exchanging email and electronic preprints with other physicists around the world working in the same specialized subject area, they would likely devote less time, and be less receptive to new ways of looking at the world. Facilitating the voluntary construction of highly homogeneous social networks of scientific communication therefore allows individuals to filter the potentially overwhelming flow of information. But the result may be the tendency to overfilter it, thus eliminating the diversity of the knowledge circulating and diminishing the frequency of radically new ideas. In this regard, even a journey through the stacks of a real library can be more fruitful than a trip through today's distributed virtual archives, because it seems difficult to use the available "search engines" to emulate efficiently the mixture of predictable and surprising discoveries that typically result from a physical shelf-search of an extensive library collection.

 

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There is considerable research showing that those willing to stretch the boundaries of their current skills and willing to risk trying something new, are much more likely to be successful than those who believe they have a fixed skill set and innate abilities that lock them into specific roles. Carol Dweck, at Stanford's psychology department, has written extensively about this, demonstrating that those of us with a fixed mind-set about what we're good at are much less likely to be successful in the long run than those with a growth mind-set. Her work focuses on our attitude about ourselves. Those with a fixed image about what they can do are much less likely to take risks that might shake that image. But those with a growth mind-set are typically open to taking risks and tend to work harder to reach their objectives. They're willing to try new things that push their abilities, opening up entirely new arenas along the way.

 

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Although there is often wisdom in crowds, they also can go horribly wrong when making a decision. The difference between these two extremes has a lot to do with the path-specific motion of information through networks. Whether groups of people are able to reach correct decisions about something depends on whether decisions are made at the same time or sequentially. If a group of people are deciding on the price of an item and bidding on it independently, then their average guess is probably a good indicator of its market value. However, if people make decisions in sequence and are aware of prior decisions, if information moves from one person to the next, we can end up with the blind leading the blind. Once a critical mass of people make a decision, the rest of the group goes along, reasoning that others cannot all be wrong.

 

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An economic principle can be seen in such high-pressure sales techniques as only a "limited number" now available or a "deadline" set for an offer. Such tactics attempt to persuade people that a number or a time limit restricts access to what is offered. This principle holds true for two reasons: Things difficult to attain are typically more valuable. And the availability of an item or experience can serve as a shortcut clue or cue to its quality. The principle also applies to the way information is evaluated. Research indicates that the act of limiting access to a message may cause individuals to want it more and to become increasingly favorable to it. The latter of these findings -that limited information is more persuasive- seems the most interesting.