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9.3.7. Thinking: Attitudes

How To Invent (Almost) Anything > 9. Managing in a Complex World > 9.3. Deep Thinking > 9.3.7. Thinking: Attitudes

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Beliefs and values often come from, or help us interact with, other people. We also develop and share attitudes to the world with our peers. We often share these three quite extensively with other people to the point where they become a large part of our common culture.

Attitudes appear in our actions as signals to other people. Young men in street gangs will swagger and stare directly at other people, signalling their readiness to fight. Senior managers may display an aloof attitude through their words and by not looking a person when they are talking to them.

We can hold creative and uncreative attitudes to the world, for example as seen in the way that we act in an interested or rejecting way towards problems. An inventor sees an unresolved situation as an opportunity to innovate, where others might only see the problems and hassle.
 

Other parts of this section:

• 9.3.1. Thinking: The Inner World
• 9.3.2. Thinking: A Constructed Reality
• 9.3.3. Thinking: The Emotional State
• 9.3.4. Thinking: Multiple Personalities
• 9.3.5. Thinking: Assumptions and Beliefs
• 9.3.6. Thinking: Values
• 9.3.7. Thinking: Attitudes

Other sections in this chapter:

• 9.1. Sensing
• 9.2. Inferring Meaning
• 9.3. Deep Thinking
• 9.4. Inner Space
• 9.5. Formulating Intent
• 9.6. Translating Intent Into Action
• 9.7. Invention 'So What?'

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