David Franklin Quotes

The phrases ‘certainty is an illusion’ and ‘think probabilistically about the world’, both introduced in the first class, are the first two examples of high-level concepts which Dan calls airport ideas.

Now – those who got it right. On the count of three, I’d like you to sit down if you’d seen the question before. 1, 2, 3!” Everyone who was standing sits down. This gets a huge laugh. The students who got the answer wrong suddenly feel much better about their mistake: in a Harvard class, not a single person got it right unless they had seen it before.

Einstein is supposed to have remarked that “education is what remains when one has forgotten everything they learned at school”.

Maximising enjoyment All students want to enjoy their classes. This simple truth means that teachers who can make learning fun will, other things equal, be more successful. If the only way students can enjoy themselves is to ignore the class and play on their phones, then student enjoyment is a headwind that slows the boat’s progress. By making learning fun, teachers can adjust the sails to take advantage of the wind and speed the boat up. The progress it makes may not be directly towards our destination, but we can use the sails nonetheless to pick up speed and get closer to it than we would otherwise have done.

I guess… it was just a shocking event. We’re not used to someone like him being President.” Here, the student reveals an availability bias in which we expect future outcomes to look like what has gone before.

The failure here is an example of a common flaw in our approach to adaptive challenges: we try to solve them with technical solutions. Terrified of the unknown, we seek to replace problems we have no idea how to address with those we know how to solve. This is a form of ‘work avoidance’, a term coined by Heifetz[x]. If you have ever procrastinated by spending your whole afternoon making a brightly-coloured work plan, and then congratulated yourself on being productive, then you will be familiar with the concept. By focusing on what they know they can measure – the extent to which a lesson went as planned – some professors may avoid the harder work of trying to gauge the learning of their students.

Exams also give us a concrete example of Dan’s attempts to promote understanding over memorization. He encourages students to bring with them a ‘cheat sheet’, which can include anything they want. He does not want students being tested on whether they can remember the formula for the standard error of a distribution, and does not believe that it will be helpful for them to do so. Allowing cheat sheets means that students can bring more than just formulas with them: if they were struggling with a topic, they could bring all sorts of pre-cooked explanations to help them with the exam questions. In turn, this acts as an extra incentive to Dan to set questions that rely on a deeper understanding.

There is also something powerful in the concept of an ‘airport idea’. On the surface, it links with Dan’s plea for what students should do if they meet him in an airport in five years’ time. But there are hidden suggestions too: the airport carries an association of being high-level, and fits in with the course’s aim of empowering the students with the tools they need to effect change. Once the course is over, they will disperse to airports across the world and put these ideas into practice in their home countries.

I remember he said something like ‘this should be completely obvious to you’, and to me that was crushing… we had a conversation after the mid-term exam, in which the class had averaged 20 out of 90. It was 25 years ago, and I still remember what he said: ‘Frustration is necessary for learning. This idea that you can enjoy learning is a very American idea’.” Dan pauses, the memory of that conversation etched on his face. “I felt so offended by that claim. My professor felt that to learn, you had to push yourself. One of my dreams was to go back to Venezuela[7] and start a university, and I vowed that I would write in the walls of the university that frustration was not necessary for learning.

So Trump was 29% likely to win. What does 29% mean?” he asks. This is an odd question for many: they’re doing a Master’s degree at Harvard, and they’re being asked what a percentage means. The question is aiming at the gut reaction of the brain to the number. Inevitably, students think it might be a trick question. Dan waits a while, and when no-one raises their hands, he breaks away from the example to tell a story: “You know, when I first started teaching, I was terrified of silence. I thought, ‘oh my god, I’ve got to do something, they’re not saying anything’.” The class laughs: he has eased the tension created by the silence. “The more I taught, the more I realised that silences are important in a class – they give time for people to think. These days, I’m not afraid of silence at all.” After a few seconds, a woman puts up her hand. “Well, obviously, I knew that it meant there was some chance that he would win. But it was still a shock that the 29% happened.

The first key idea is that when you have a challenge for which measuring progress is hard, the ability to adapt is just as important as the ability to plan.

Availability bias prevents us from setting our prior beliefs appropriately, whereas confirmation bias stops us from updating them for new information.

The Google team at Project Aristotle concluded that there were five main traits of a successful team. Psychological safety was the most important, and their research suggested that it underpinned the other four[xxvi]. The five traits were as follows: (1) Psychological safety: team members feel safe to take risks and be vulnerable in front of each other. (2) Dependability: team members get things done on time, and meet Google’s high bar for excellence. (3) Structure and clarity: team members have clear roles, plans, and goals. (4) Meaning: work is personally important to team members. (5) Impact: team members think their work matters and creates change.

But everyone who guessed in this way went low, rather than high. It suggests that there is some form of systemic bias in play.

Recognising competing purposes Although few would have much trouble identifying ‘maximising learning’ as the purpose of the class, there may be several competing purposes in play, all of which are invisible. For students, maximising enjoyment, minimising effort, maximising test scores, maximising learning about something else, and making friends are all likely to be found across the classroom. For the teacher, we can add to that list maximising evaluation scores, which may be closer linked to student satisfaction than to student learning.