Discover more from Learning by Proxy with Vivek Srinivasan
Knowledge fuels Ego
As humankind evolved, so did our curiosity. Curiosity led us to question. The process of answering any question often begins from what we already know. The trouble with most things we know is that, every one of those things are based on certain assumptions.
Knowledge is often passed on in the form of frameworks. This make it easier for people to understand and assimilate what is being passed on. Most frameworks have gaps and holes. The implicit assumptions are not always (almost never) spelt out. What we know for a fact today can be completely undone by a discovery tomorrow. We have always got to be prepared for this.
There was a time when the brightest men in the world thought that the Earth was flat. They had sufficient evidence to back it up!
Have you seen anything stick on a round object? Their belief in the flat earth was so strong that they were willing to behead those who claimed otherwise. Giordano Bruno was burnt at a stake in Rome in 1600 for claiming the Earth went around the Sun. Galileo was imprisoned, threatened of torture and forced to recant his claims.
These people at the time, thought they knew better; and were willing to bet on their knowledge.
Their assumed knowledge led them to a place of inflated egos.
I often see this in action in startups.
Let us assume there are two co-founders in a company; one specialising in marketing, while the other in Finance. In the event that the marketing specialist came up with some ideas with regards to finance, would the same be readily embraced? There tends to be a certain amount of prejudice that tends to creep in when such a situation normally arises. The knowledge of the knowledge makes the finance specialist assume that he/she knows better.
There can always be a different perspective.
I was thinking about co-founder conflicts and the methods to resolve them. Often the kind of conflicts that become impossible to resolve are the ones where ego is involved. More often than not, when one of the founders feels that he/she is armed with some knowledge which the other is not, their ability to put ego aside becomes greatly diminished.
The ability of the one armed with facts to listen to the one proposing without, is the cornerstone of great co-founding teams. Incidentally, it also the greatest trait most successful leaders possess. Listening.
Irrespective of what you know and what you may have experienced; always listen. Perspectives make a great difference, none of us know everything. And even within the things we think we know, newer perspectives, or discoveries can emerge. So always keep an open mind. Don’t assume that you know everything that there is to know.
The real challenge often is to keep knowledge from turning into belief.