쉐도잉 연습: This Book Changed How I Read - 영상으로 영어 말하기 배우기

Right, so today we're going to talk about this book, How to Take Smart Notes.

So this is a new series on this channel where I go through distilling my favourite epistemology lessons, which is basically the study of knowledge from my favourite books.

So this video will be broken down into three parts.

Number one is setting up your environment for success.

Number two is how to structure your notes.

And number three is the actual note -taking technique itself.

So lesson number one talks about how thinking about and setting up the ideal environment for you to think, learn, and work in is actually far more important and willpower.

Basically this lesson that to succeed it really isn't about raw willpower

and discipline which is the opposite of what I used to think

when I was younger particularly when I was studying for my exams

and stuff like this because I thought

that anything basically worth achieving was meant to be hard

and it was meant to feel really difficult

and meant to be a slog and I somehow had it in my head

that you know having a lot of discipline

and being able to persist were good character traits

and they are don't get me wrong but it's not the most conducive environment your best work.

I'm basically thinking that it was supposed to feel hard, that if it felt too easy, I would almost feel guilty and I wasn't making enough progress or I was doing something wrong.

That was basically the mindset I used to have.

And this is basically the premise, the core of the philosophy that this book states.

Studies on highly successful people have proven again and again

that success is not the result of strong willpower and the ability to overcome resistance, in the first place.

And James Clear from Atomic Habits also mentioned this.

He's a big, big advocate of setting up the ideal environment, reducing friction, doing all of those things first before looking at doing raw willpower.

Because if you are slogging through it using willpower and discipline, it feels difficult.

It's a drain on yourself.

And a lot of the time you have to use external rewards to kind of trick yourself.

But when you do use external rewards, we do have to remember that basically we're admitting there's a conflict between what we want in the short term

and any conflict is just meant to be draining.

So following on from this, lesson two is about basically making the process of actually working and learning inherently fun and feel easy and natural.

So this means the act of doing the work itself should feel like play and should feel like fun, and that means you shouldn't have to rely on external rewards to keep doing the thing.

So for example, if I say I'm gonna do X number of hours of revision, or if I write Y number of pages of this report,

I'm gonna reward myself by playing, you know, video games.

That's really not ideal.

And basically what he's saying is that we shouldn't have to rely on an external system if we enjoy the process itself.

And what he's saying is that there's nothing more motivating than improving and getting better at something.

And the thing is the slipbox system is designed to feel like play.

And the more it grows, the better you become, the more it compounds, the more ideas you have to draw upon.

And the richer your thinking and your writing becomes.

Because at the end of the day, going back to my younger days, remembering doing those

and opening a document and it's just a blank page and then you have to do a lot of manual labor, a lot of lifting, there's a huge amount of inertia

and you just don't want to do it

and what would end up happening even if I would have a three or four week deadline or sometimes even longer, I would just leave it until the last week

or even the last couple of days because I'm dreading it so much and I don't know why, like even if I would start a lot earlier, I would just stall and then I

with the slip box is you're never actually starting from scratch because all of your ideas, all of your thinking, all of that stuff, all of the connections between the ideas have actually been pre -done.

So instead of starting with a blank page, all you're doing with a particular topic matter or a paper you're writing or whatever it is, you're just picking out the relevant ideas from your slip box

and all of the connections to those relevant ideas are also there and the thinking is inside of the notes.

So instead of starting with a blank page and you doing a lot of heavy lifting, it kind of arranging pieces and that process does feel like play and is inherently fun.

So I would kind of compare it to basically building Lego

but instead of with building blocks you're building with ideas

that you've already pre -done and it's the exact process I use to write my free newsletter.

So a quick little plug if you're interested in epistemology and other ideas like this make sure you sign up for that.

It's basically distillation of all of my ideas that I have in my slip box and finance.

So to sum up this entire mindset, I really like this quote from the preface of one of my favourite books called Black Swan, which is a multi -million bestseller and read by some of the top fund managers.

So the author writes, I derived an unexpected amount of enjoyment writing this book.

In fact, it just wrote itself.

And I hope that the reader will experience the same.

I confess that I got hooked on this withdrawal into pure ideas after the constraints of an active and transactional life.

So imagine getting to an effortless level of flow state where a book feels like it just writes itself.

That's kind of cool, right?

And I feel like that's something where we all want to aspire to getting to

that level of enjoyment and it feeling natural and things just flowing.

If we want to do our best work.

So lesson three about this system is that it provides an external framework for us to think in.

built behind is that our brains inherently have limitations.

And the three very limited resources in our brains that we're trying to compensate for is attention, short -term memory and willpower.

So with the willpower point we solved that by prioritizing having fun.

With the attention point we'll come back to that in part three.

In this lesson we're going to talk about the short term memory.

So the thing is with short term memory, an interesting point he makes in the book is

that psychologists seem to agree on a very specific number of how many things we can hold in our short term memory.

And that number is seven things.

plus or minus one or two, but for the vast, vast majority of people, that's pretty much it.

So if you've got a lot of things on your mind, so it could be tasks or different ideas or stuff you just don't write down,

that occupies very, very valuable resources from your short -term memory.

So one example I read in another book that I really liked is that basically our memories, think of our memories as this vast, vast library.

In terms of our long -term memory, people kind of With the short -term memory,

think of that as like a very small desk within that vast library.

But there's only a very limited amount of things we can kind of pay attention to

and keep in our short -term memory and work on.

in any one time from our vast memory reserves.

So we clutter that up and we don't have a mechanism to offload some of that into an external thinking framework.

It means that it takes a valuable resource and we're not able to use that short -term memory to think about ideas, to find links between things,

to process things and that really impedes our understanding.

And another really interesting point is that our memories, the way we retrieve things,

is not like a hard drive where everything every time we remember something, every time we retrieve something,

we're actually actively rewriting it, which is kind of crazy.

But it makes sense because our worldview and our opinions and a lot of these things will update.

So it means that the lens we view ideas changes every time we remember something.

And the brain is very good at maintaining our existing worldview to make us feel comfortable.

So what that basically boils down to is if we don't write down our ideas, and we rely on our kind of unreliable short -term and long -term memory.

When we remember something, we have a tendency to distort facts, basically to twist things.

It basically is the brain's way of making sense of itself.

but that could lead to huge, huge errors.

Okay, so now part two, we're going to talk about the overarching philosophy of the system.

And he says that basically, in the old system, the question is, under which topic do I store this note?

In the new system, the question is, in which context will I want to stumble upon it again?

And this is basically the crux of the whole system.

Basically, in the old system, what the author calls the archivist, which is basically what I used to do for most of my life.

100

What an archivist means is that you're overly concerned with where things go, with organization.

101

For example, when I would read a book in the past, I would take very, very detailed notes of it, and then I would go ahead and meticulously put it in the right category, in the right knowledge areas,

102

the right tags, all of that stuff, and then I'd feel really productive at the end of it.

103

But the only issue is, even though I've done all of that, and I know exactly where it is, and I know all the tags and all of that stuff, I would never actually come back to it.

104

And that's basically the crux of it.

105

With an archivist, your major concern is basically where things go.

106

And then you have what he calls the writer /expert.

107

And here it's the opposite way around.

108

Instead of a top -down system, which is what the archivist is saying, you're dictating what categories your notes go in.

109

With an expert writer, it's bottom -up.

110

You allow the notes to form organic connections between different ideas, regardless of what topic they came in, regardless of what the original context is.

111

They just form their connections and then you organically see where clusters naturally grow.

112

With this way you're far more likely to be able to make connections between things

113

that you didn't even notice before and for surprising connections to just pop up.

114

But wait I hear you say isn't

115

that just going to be a huge mess

116

if you don't have a category and

117

if all of your notes sit there how are you going to find anything at all?

118

Well this is actually the beauty of the system

119

because in the old way it relies on you remembering exactly what notes you want,

120

exactly what topic areas you want and it's almost library with a list of exactly what you want.

121

But the Slipbox method does the opposite.

122

It doesn't rely on you remembering anything at all or knowing upfront what relevant notes are there to your topic.

123

Because the thing is, you don't a lot of the time.

124

And because you already have done the pre -thinking and the connections, because when you look up specific certain notes and you see the connections that come off of those notes,

125

there may be relevant notes to your topic that you completely didn't even consider.

126

And this is where really the exciting things happen, because formed and new perspectives to your writing,

127

to your thinking can emerge from the whole thing.

128

All you really need through this system are entry points.

129

So basically these are like overview notes

130

that give you an entry point to a certain idea

131

and then you can just follow the connections along and collect all of the relevant notes.

132

Okay so now we move on to part three

133

which is the actual mechanics of the note -taking system and this lesson is about elaboration.

134

So what elaboration means is just that taking notes and writing them in your own words.

135

This is really important because what collect a collection of quotes or copy things.

136

By elaborating and writing it in your own words, it basically forces you to really process the ideas and think about it and understand the idea.

137

And then once we've done this, we would put this into our reference system, which is ready for the next stage before we think about putting it in the slip box.

138

So the only main nuance here is that the inventor of this system, Dr. Luman in the 1960s, wrote this on small pieces of A6 cards,

139

per card without allowing himself to extend.

140

So this way it means

141

that it really forces you to distill the idea to its most core principles

142

and being very concise with it and not waffling.

143

So I use a digital system but I also impose this restriction upon myself.

144

I don't allow myself to waffle ages just to keep every idea very concise.

145

So now we move on to the lesson of moving our ideas from our reference system to the slip box

146

and this is where the system really So once we've elaborated on our notes and it's in our reference system,

147

we go through this process of trying, taking those ideas and trying to find connections within our existing slip box.

148

So that means going through an entire vetting process.

149

So we're not really nearly putting things into our slip box.

150

We're asking ourselves how these notes contribute to the entire system.

151

Does it answer any questions?

152

Does it contradict anything?

153

What does it really contribute?

154

What does it really add?

155

Does it combine with a different idea to form new ideas?

156

Basically, any idea

157

that we consider putting in the slip box has to really contribute a lot to the existing conversation that's already going on.

158

And the emphasis really is about forming and strengthening existing connections.

159

So basically, it's really about changing our philosophy.

160

It's not about just archiving things really neatly and letting it gather dust.

161

Our focus is on stumbling upon the relevant notes

162

at the exact right moment we need them and the exact right moment

163

that it can benefit us and is relevant to us.

164

Going back to the three limited resources of the human brain, One of them was attention.

165

And this is exactly what it does.

166

It directs your attention exactly when you need it and when it's most relevant and important to you.

167

Even things that were completely outside the realms of what you thought was relevant at this stage.

168

And this is hyper -focusing your attention, which is very limited.

169

And this is another really cool thing compared to the old system where basically you would tab things

170

and put it in categories and sorting it into, you know, whatever subject areas it was.

171

Because that process I find, and I've done that process quite a lot in because every time you come out with a note, I have to think to myself,

172

okay, where does this go?

173

Does this go in philosophy?

174

Does this go in economics?

175

There's a bit of a mix, and then your notes just pile up, and there is a lot of decision fatigue in doing this.

176

But with the Slipbox Method, that exact process of moving into the Slipbox is one and the same as you understanding the note on a deeper level.

177

So basically, you're doing your understanding, and you're doing the Slipbox organization in one.

178

Because at the end of the day, if we really break down what learning, what understanding is, is asking ourselves how an idea fits into the overall picture.

179

And through this process, we're not only compounding our entire knowledge area.

180

Every time we do this, we're actually reinforcing old ideas because we have to think about how they connect, which is just absolutely genius.

181

Compared to the old system where I would spend hours and hours, write a bunch of notes about a book I've read and then just never go back to it.

182

So anyway, I hope that was somewhat useful to you.

183

I actually have videos on those too, about the O system as an overall, and actually a specific video about creating your own Obsidian Slipbox setup.

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