Chapter 3 and 4

Chapter 3 focused on the role of emotions in learning. As discussed in the previous chapter the author argues that fear and anxiety are some of the leading causes that prevent learning and make for poor leaders. The fear of making a poor decision or looking foolish can prevent one from taking the necessary risks to be successful. Conversely, Hess discuss the power of positive thinking. If we can have a positive mindset, learning is much more likely. Additionally, the book mentions the power of high emotional intelligence. The power to recognize and ultimately manage our emotions is just as critical to success as traditional intelligence. I agree that emotions cannot be ignored. While reason is important in decision making, it is important to understand your emotions of the emotions of those in your organization to make sure everyone is in the right mindset to learn. Chapter 4 discusses one aspect of the formula for a high performing learning organization (HPLO) discussed in Chapter 1: the right people. The author argues that hiring and developing the right people is critical to HPLOs. Hess describes the "right people" as having high self efficacy as coined by Albert Bandura. Once again having high self efficacy gets people into the right mindset for learning. Hess also mentions that people that are intrinsically motivated are better learners and more successful than those that are extrinsically motivated. Also, I found it interesting when Hess discussed the concept of mastering vs. performing. People that wish to master something continually wish to improve and learn how best approach a situation or project whereas performers simply want to be recognized for their work. I would agree that being motivated to grow and learn for the sake of mastering something has better results that simply trying to complete a task to earn praise.