我们生在“纷繁复杂的年代”这一说法似乎得到很多人的吹捧，这意味着世界从未如此这样复杂过。这样的思想是由于快速变化的技术步伐以及我们所产生的大量的信息而生产的而这两者之间又相互联系。然而考虑到像十七世纪的莱布尼和十八世纪的兹狄德罗两位哲学家，他们当时就已经抱怨信息的超载。或许对于我们而言他们当时指的“可怕的巨大信息量的书本”已经是如今信息量的很小部分，正如我们现在认为大量的信息到了将来的一代也变得微乎其微了。
不管在任何情况下，对于在每日生活中解决这些复杂事宜的人们而言不同年代的纷繁复杂反而变得不那么重要了。或许正确的问题不是“这个年代更复杂了吗”而是“为什么有些人可以如此轻松自如应对纷繁复杂呢？”虽然说复杂程度也是由事情本身决定，但是也是由人的性情所主宰。下面有三个重要的哲学素质尤其能够帮助我们解决复杂的问题：
1：智商。正如人们所知智商代表人的智力水平和心智能力。然而很少人知道，或者可以说是接受：智商的确影响现实世界中很大范围内的结果，例如工作表现的好坏和职业生涯的成功与否。主要原因是高智商的人可以让人快速学习解决新奇的问题。从表面价值来看，智商检测似乎很抽象、数据化、并且和现实生活问题脱节。其实，智商是对于检测复杂而非简单问题更强而有力的预测者。
复杂的环境充斥着信息，产生了更大的认知负荷并且需要我们更多的智囊团或者现代化的思维。我们不能将它们调到自动驾驶档或者卡尼曼系统思考方式。智商正如那个智囊团就像兆字节，或者是电脑可以运作或者以何种速度时操作测量的处理速度。不出意料的是智商和工作记忆之间存在着连绵不断的联系，正是我们一次性对于处理多个临时信息的心智能力。试着在记电话号码的同时向别人问路并且背出你的购物单。这样你很快会对你的智商有所感知。（不幸的是：研究表面工作记忆训练并不能加强我们长期处理复杂问题的能力，虽然能够延缓老人心智能力下降的时间，如“非用即失”理论）
2：情商。情商表示感情商数并且表示了我们定义、控制和表达情感的能力。情商和三个复杂管理方式有关。第一，高情商的人对于压力和焦虑表现得更平淡。由于复杂的环境通常需要人足智多谋并且严苛要求，所以易产生压力，但是高情商的人表现得就像一个缓冲器一般。第二，情商对于人际交往成主导作用，这就意味着高情商的人能够更好的处理公司组织的争斗并且向他们自身的职业迈进。的确，在当今这样超联通的时代，特别在领导层、管理层领域，许多雇佣者找的不是技术专家而是软实力能手。第三，高情商的人企业家导向的，他们更能够主动利用契机，承担风险，并且将创造性的主意应用于实际创新中。所有的这些都证明面对未知、不可预测和复杂的环境情商是十分重要的品质。
3：好奇心。好奇心表示好奇指数和拥有一个饥渴的求知思想。好奇心高的人总是充满好奇并且乐于接受新的经历。他们总觉得新奇事物激动人心，也很快厌倦了不变的路径。他们总能创造出许多原创思想并且乐于面对。它并未像智商和情商那样频繁地被人问津，但是当涉及两个方面的证实和智、情商一样重要。第一，有更高求知欲的人更能够忍受模凌两可。这个微妙、精致而又精细的思想恰到好处地解释了复杂。第二，好奇心高的人引领着更高智慧的投资和知识的获取，特别是像科学和艺术这样的教育领域（这当然不同于智商年代测量原始智力）。知识和专业，更像经验，将复杂环境诠释为熟悉的环境。所以，好奇商数是解决复杂问题的简单办法的终极工具。
虽然智商很难训练，但是情商和好奇商数可以培养。正如著名物理学家阿尔伯特·爱因斯坦所说：“我没有特别的天赋，我只是有强烈的好奇心。”
本译文仅用于学习和交流目的。非商业转载请注明译者、出处，并保留文章在译言的完整链接
Curiosity Is as Important as Intelligence
There seems to be wide support for the idea that we are living in an “age of
complexity”, which implies that the world has never been more intricate. This
idea is based on the rapid pace of technological changes, and the vast amount
of information that we are generating (the two are related). Yet consider that
philosophers like Leibniz (17th century) and Diderot (18th century) were
already complaining about information overload. The “horrible mass of books”
they referred to may have represented only a tiny portion of what we know
today, but much of what we know today will be equally insignificant to future
generations.
In any event, the relative complexity of different eras is of little matter to
the person who is simply struggling to cope with it in everyday life. So
perhaps the right question is not “Is this era more complex?” but “Why are
some people more able to manage complexity?” Although complexity is context-
dependent, it is also determined by a person’s disposition. In particular,
there are three key psychological qualities that enhance our ability to manage
complexity:
IQ: As most people know, IQ stands for intellectual quotient and refers to
mental ability. What fewer people know, or like to accept, is that IQ does
affect a wide range of real-world outcomes, such as job performance and
objective career success. The main reason is that higher levels of IQ enable
people to learn and solve novel problems faster. At face value, IQ tests seem
quite abstract, mathematical, and disconnected from everyday life problems,
yet they are a powerful tool to predict our ability to manage complexity. In
fact, IQ is a much stronger predictor of performance on complex tasks than on
simple ones.
Complex environments are richer in information, which creates more cognitive
load and demands more brainpower or deliberate thinking from us; we cannot
navigate them in autopilot (or Kahneman’s system 1 thinking). IQ is a measure
of that brainpower, just like megabytes or processing speed are a measure of
the operations a computer can perform, and at what speed. Unsurprisingly,
there is a substantial correlation between IQ and working memory, our mental
capacity for handling multiple pieces of temporary information at once. Try
memorizing a phone number while asking someone for directions and remembering
your shopping list, and you will get a good sense of your IQ. (Unfortunately,
research shows that working memory training does not enhance our long-term
ability to deal with complexity, though some evidence suggests that it delays
mental decline in older people, as per the “use it or lose it” theory.)
2) EQ: EQ stands for emotional quotient and concerns our ability to perceive,
control, and express emotions. EQ relates to complexity management in three
main ways. First, individuals with higher EQ are less susceptible to stress
and anxiety. Since complex situations are resourceful and demanding, they are
likely to induce pressure and stress, but high EQ acts as a buffer. Second, EQ
is a key ingredient of interpersonal skills, which means that people with
higher EQ are better equipped to navigate complex organizational politics and
advance in their careers. Indeed, even in today’s hyper-connected world what
most employers look for is not technical expertise, but soft skills,
especially when it comes to management and leadership roles. Third, people
with higher EQ tend to be more entrepreneurial, so they are more proactive at
exploiting opportunities, taking risks, and turning creative ideas into actual
innovations. All this makes EQ an important quality for adapting to uncertain,
unpredictable, and complex environments.
3) CQ: CQ stands for curiosity quotient and concerns having a hungry mind.
People with higher CQ are more inquisitive and open to new experiences. They
find novelty exciting and are quickly bored with routine. They tend to
generate many original ideas and are counter-conformist. It has not been as
deeply studied as EQ and IQ, but there’s some evidence to suggest it is just
as important when it comes to managing complexity in two major ways. First,
individuals with higher CQ are generally more tolerant of ambiguity. This
nuanced, sophisticated, subtle thinking style defines the very essence of
complexity. Second, CQ leads to higher levels of intellectual investment and
knowledge acquisition over time, especially in formal domains of education,
such as science and art (note: this is of course different from IQ’s
measurement of raw intellectual horsepower). Knowledge and expertise, much
like experience, translate complex situations into familiar ones, so CQ is the
ultimate tool to produce simple solutions for complex problems.
Although IQ is hard to coach, EQ and CQ can be developed. As Albert Einstein
famously said: ““I have no special talents. I am only passionately curious.”
Dr Tomas Chamorro-Premuzic is a Professor of Business Psychology at
不管在任何情况下，对于在每日生活中解决这些复杂事宜的人们而言不同年代的纷繁复杂反而变得不那么重要了。或许正确的问题不是“这个年代更复杂了吗”而是“为什么有些人可以如此轻松自如应对纷繁复杂呢？”虽然说复杂程度也是由事情本身决定，但是也是由人的性情所主宰。下面有三个重要的哲学素质尤其能够帮助我们解决复杂的问题：
1：智商。正如人们所知智商代表人的智力水平和心智能力。然而很少人知道，或者可以说是接受：智商的确影响现实世界中很大范围内的结果，例如工作表现的好坏和职业生涯的成功与否。主要原因是高智商的人可以让人快速学习解决新奇的问题。从表面价值来看，智商检测似乎很抽象、数据化、并且和现实生活问题脱节。其实，智商是对于检测复杂而非简单问题更强而有力的预测者。
复杂的环境充斥着信息，产生了更大的认知负荷并且需要我们更多的智囊团或者现代化的思维。我们不能将它们调到自动驾驶档或者卡尼曼系统思考方式。智商正如那个智囊团就像兆字节，或者是电脑可以运作或者以何种速度时操作测量的处理速度。不出意料的是智商和工作记忆之间存在着连绵不断的联系，正是我们一次性对于处理多个临时信息的心智能力。试着在记电话号码的同时向别人问路并且背出你的购物单。这样你很快会对你的智商有所感知。（不幸的是：研究表面工作记忆训练并不能加强我们长期处理复杂问题的能力，虽然能够延缓老人心智能力下降的时间，如“非用即失”理论）
2：情商。情商表示感情商数并且表示了我们定义、控制和表达情感的能力。情商和三个复杂管理方式有关。第一，高情商的人对于压力和焦虑表现得更平淡。由于复杂的环境通常需要人足智多谋并且严苛要求，所以易产生压力，但是高情商的人表现得就像一个缓冲器一般。第二，情商对于人际交往成主导作用，这就意味着高情商的人能够更好的处理公司组织的争斗并且向他们自身的职业迈进。的确，在当今这样超联通的时代，特别在领导层、管理层领域，许多雇佣者找的不是技术专家而是软实力能手。第三，高情商的人企业家导向的，他们更能够主动利用契机，承担风险，并且将创造性的主意应用于实际创新中。所有的这些都证明面对未知、不可预测和复杂的环境情商是十分重要的品质。
3：好奇心。好奇心表示好奇指数和拥有一个饥渴的求知思想。好奇心高的人总是充满好奇并且乐于接受新的经历。他们总觉得新奇事物激动人心，也很快厌倦了不变的路径。他们总能创造出许多原创思想并且乐于面对。它并未像智商和情商那样频繁地被人问津，但是当涉及两个方面的证实和智、情商一样重要。第一，有更高求知欲的人更能够忍受模凌两可。这个微妙、精致而又精细的思想恰到好处地解释了复杂。第二，好奇心高的人引领着更高智慧的投资和知识的获取，特别是像科学和艺术这样的教育领域（这当然不同于智商年代测量原始智力）。知识和专业，更像经验，将复杂环境诠释为熟悉的环境。所以，好奇商数是解决复杂问题的简单办法的终极工具。
虽然智商很难训练，但是情商和好奇商数可以培养。正如著名物理学家阿尔伯特·爱因斯坦所说：“我没有特别的天赋，我只是有强烈的好奇心。”
本译文仅用于学习和交流目的。非商业转载请注明译者、出处，并保留文章在译言的完整链接
Curiosity Is as Important as Intelligence
There seems to be wide support for the idea that we are living in an “age of
complexity”, which implies that the world has never been more intricate. This
idea is based on the rapid pace of technological changes, and the vast amount
of information that we are generating (the two are related). Yet consider that
philosophers like Leibniz (17th century) and Diderot (18th century) were
already complaining about information overload. The “horrible mass of books”
they referred to may have represented only a tiny portion of what we know
today, but much of what we know today will be equally insignificant to future
generations.
In any event, the relative complexity of different eras is of little matter to
the person who is simply struggling to cope with it in everyday life. So
perhaps the right question is not “Is this era more complex?” but “Why are
some people more able to manage complexity?” Although complexity is context-
dependent, it is also determined by a person’s disposition. In particular,
there are three key psychological qualities that enhance our ability to manage
complexity:
IQ: As most people know, IQ stands for intellectual quotient and refers to
mental ability. What fewer people know, or like to accept, is that IQ does
affect a wide range of real-world outcomes, such as job performance and
objective career success. The main reason is that higher levels of IQ enable
people to learn and solve novel problems faster. At face value, IQ tests seem
quite abstract, mathematical, and disconnected from everyday life problems,
yet they are a powerful tool to predict our ability to manage complexity. In
fact, IQ is a much stronger predictor of performance on complex tasks than on
simple ones.
Complex environments are richer in information, which creates more cognitive
load and demands more brainpower or deliberate thinking from us; we cannot
navigate them in autopilot (or Kahneman’s system 1 thinking). IQ is a measure
of that brainpower, just like megabytes or processing speed are a measure of
the operations a computer can perform, and at what speed. Unsurprisingly,
there is a substantial correlation between IQ and working memory, our mental
capacity for handling multiple pieces of temporary information at once. Try
memorizing a phone number while asking someone for directions and remembering
your shopping list, and you will get a good sense of your IQ. (Unfortunately,
research shows that working memory training does not enhance our long-term
ability to deal with complexity, though some evidence suggests that it delays
mental decline in older people, as per the “use it or lose it” theory.)
2) EQ: EQ stands for emotional quotient and concerns our ability to perceive,
control, and express emotions. EQ relates to complexity management in three
main ways. First, individuals with higher EQ are less susceptible to stress
and anxiety. Since complex situations are resourceful and demanding, they are
likely to induce pressure and stress, but high EQ acts as a buffer. Second, EQ
is a key ingredient of interpersonal skills, which means that people with
higher EQ are better equipped to navigate complex organizational politics and
advance in their careers. Indeed, even in today’s hyper-connected world what
most employers look for is not technical expertise, but soft skills,
especially when it comes to management and leadership roles. Third, people
with higher EQ tend to be more entrepreneurial, so they are more proactive at
exploiting opportunities, taking risks, and turning creative ideas into actual
innovations. All this makes EQ an important quality for adapting to uncertain,
unpredictable, and complex environments.
3) CQ: CQ stands for curiosity quotient and concerns having a hungry mind.
People with higher CQ are more inquisitive and open to new experiences. They
find novelty exciting and are quickly bored with routine. They tend to
generate many original ideas and are counter-conformist. It has not been as
deeply studied as EQ and IQ, but there’s some evidence to suggest it is just
as important when it comes to managing complexity in two major ways. First,
individuals with higher CQ are generally more tolerant of ambiguity. This
nuanced, sophisticated, subtle thinking style defines the very essence of
complexity. Second, CQ leads to higher levels of intellectual investment and
knowledge acquisition over time, especially in formal domains of education,
such as science and art (note: this is of course different from IQ’s
measurement of raw intellectual horsepower). Knowledge and expertise, much
like experience, translate complex situations into familiar ones, so CQ is the
ultimate tool to produce simple solutions for complex problems.
Although IQ is hard to coach, EQ and CQ can be developed. As Albert Einstein
famously said: ““I have no special talents. I am only passionately curious.”
Dr Tomas Chamorro-Premuzic is a Professor of Business Psychology at
There seems to be wide support for the idea that we are living in an “age of
complexity”, which implies that the world has never been more intricate. This
idea is based on the rapid pace of technological changes, and the vast amount
of information that we are generating (the two are related). Yet consider that
philosophers like Leibniz (17th century) and Diderot (18th century) were
already complaining about information overload. The “horrible mass of books”
they referred to may have represented only a tiny portion of what we know
today, but much of what we know today will be equally insignificant to future
generations.
In any event, the relative complexity of different eras is of little matter to
the person who is simply struggling to cope with it in everyday life. So
perhaps the right question is not “Is this era more complex?” but “Why are
some people more able to manage complexity?” Although complexity is context-
dependent, it is also determined by a person’s disposition. In particular,
there are three key psychological qualities that enhance our ability to manage
complexity:
IQ: As most people know, IQ stands for intellectual quotient and refers to
mental ability. What fewer people know, or like to accept, is that IQ does
affect a wide range of real-world outcomes, such as job performance and
objective career success. The main reason is that higher levels of IQ enable
people to learn and solve novel problems faster. At face value, IQ tests seem
quite abstract, mathematical, and disconnected from everyday life problems,
yet they are a powerful tool to predict our ability to manage complexity. In
fact, IQ is a much stronger predictor of performance on complex tasks than on
simple ones.
Complex environments are richer in information, which creates more cognitive
load and demands more brainpower or deliberate thinking from us; we cannot
navigate them in autopilot (or Kahneman’s system 1 thinking). IQ is a measure
of that brainpower, just like megabytes or processing speed are a measure of
the operations a computer can perform, and at what speed. Unsurprisingly,
there is a substantial correlation between IQ and working memory, our mental
capacity for handling multiple pieces of temporary information at once. Try
memorizing a phone number while asking someone for directions and remembering
your shopping list, and you will get a good sense of your IQ. (Unfortunately,
research shows that working memory training does not enhance our long-term
ability to deal with complexity, though some evidence suggests that it delays
mental decline in older people, as per the “use it or lose it” theory.)
2) EQ: EQ stands for emotional quotient and concerns our ability to perceive,
control, and express emotions. EQ relates to complexity management in three
main ways. First, individuals with higher EQ are less susceptible to stress
and anxiety. Since complex situations are resourceful and demanding, they are
likely to induce pressure and stress, but high EQ acts as a buffer. Second, EQ
is a key ingredient of interpersonal skills, which means that people with
higher EQ are better equipped to navigate complex organizational politics and
advance in their careers. Indeed, even in today’s hyper-connected world what
most employers look for is not technical expertise, but soft skills,
especially when it comes to management and leadership roles. Third, people
with higher EQ tend to be more entrepreneurial, so they are more proactive at
exploiting opportunities, taking risks, and turning creative ideas into actual
innovations. All this makes EQ an important quality for adapting to uncertain,
unpredictable, and complex environments.
3) CQ: CQ stands for curiosity quotient and concerns having a hungry mind.
People with higher CQ are more inquisitive and open to new experiences. They
find novelty exciting and are quickly bored with routine. They tend to
generate many original ideas and are counter-conformist. It has not been as
deeply studied as EQ and IQ, but there’s some evidence to suggest it is just
as important when it comes to managing complexity in two major ways. First,
individuals with higher CQ are generally more tolerant of ambiguity. This
nuanced, sophisticated, subtle thinking style defines the very essence of
complexity. Second, CQ leads to higher levels of intellectual investment and
knowledge acquisition over time, especially in formal domains of education,
such as science and art (note: this is of course different from IQ’s
measurement of raw intellectual horsepower). Knowledge and expertise, much
like experience, translate complex situations into familiar ones, so CQ is the
ultimate tool to produce simple solutions for complex problems.
Although IQ is hard to coach, EQ and CQ can be developed. As Albert Einstein
famously said: ““I have no special talents. I am only passionately curious.”
Dr Tomas Chamorro-Premuzic is a Professor of Business Psychology at
University College London (UCL)
complexity”, which implies that the world has never been more intricate. This
idea is based on the rapid pace of technological changes, and the vast amount
of information that we are generating (the two are related). Yet consider that
philosophers like Leibniz (17th century) and Diderot (18th century) were
already complaining about information overload. The “horrible mass of books”
they referred to may have represented only a tiny portion of what we know
today, but much of what we know today will be equally insignificant to future
generations.
In any event, the relative complexity of different eras is of little matter to
the person who is simply struggling to cope with it in everyday life. So
perhaps the right question is not “Is this era more complex?” but “Why are
some people more able to manage complexity?” Although complexity is context-
dependent, it is also determined by a person’s disposition. In particular,
there are three key psychological qualities that enhance our ability to manage
complexity:
IQ: As most people know, IQ stands for intellectual quotient and refers to
mental ability. What fewer people know, or like to accept, is that IQ does
affect a wide range of real-world outcomes, such as job performance and
objective career success. The main reason is that higher levels of IQ enable
people to learn and solve novel problems faster. At face value, IQ tests seem
quite abstract, mathematical, and disconnected from everyday life problems,
yet they are a powerful tool to predict our ability to manage complexity. In
fact, IQ is a much stronger predictor of performance on complex tasks than on
simple ones.
Complex environments are richer in information, which creates more cognitive
load and demands more brainpower or deliberate thinking from us; we cannot
navigate them in autopilot (or Kahneman’s system 1 thinking). IQ is a measure
of that brainpower, just like megabytes or processing speed are a measure of
the operations a computer can perform, and at what speed. Unsurprisingly,
there is a substantial correlation between IQ and working memory, our mental
capacity for handling multiple pieces of temporary information at once. Try
memorizing a phone number while asking someone for directions and remembering
your shopping list, and you will get a good sense of your IQ. (Unfortunately,
research shows that working memory training does not enhance our long-term
ability to deal with complexity, though some evidence suggests that it delays
mental decline in older people, as per the “use it or lose it” theory.)
2) EQ: EQ stands for emotional quotient and concerns our ability to perceive,
control, and express emotions. EQ relates to complexity management in three
main ways. First, individuals with higher EQ are less susceptible to stress
and anxiety. Since complex situations are resourceful and demanding, they are
likely to induce pressure and stress, but high EQ acts as a buffer. Second, EQ
is a key ingredient of interpersonal skills, which means that people with
higher EQ are better equipped to navigate complex organizational politics and
advance in their careers. Indeed, even in today’s hyper-connected world what
most employers look for is not technical expertise, but soft skills,
especially when it comes to management and leadership roles. Third, people
with higher EQ tend to be more entrepreneurial, so they are more proactive at
exploiting opportunities, taking risks, and turning creative ideas into actual
innovations. All this makes EQ an important quality for adapting to uncertain,
unpredictable, and complex environments.
3) CQ: CQ stands for curiosity quotient and concerns having a hungry mind.
People with higher CQ are more inquisitive and open to new experiences. They
find novelty exciting and are quickly bored with routine. They tend to
generate many original ideas and are counter-conformist. It has not been as
deeply studied as EQ and IQ, but there’s some evidence to suggest it is just
as important when it comes to managing complexity in two major ways. First,
individuals with higher CQ are generally more tolerant of ambiguity. This
nuanced, sophisticated, subtle thinking style defines the very essence of
complexity. Second, CQ leads to higher levels of intellectual investment and
knowledge acquisition over time, especially in formal domains of education,
such as science and art (note: this is of course different from IQ’s
measurement of raw intellectual horsepower). Knowledge and expertise, much
like experience, translate complex situations into familiar ones, so CQ is the
ultimate tool to produce simple solutions for complex problems.
Although IQ is hard to coach, EQ and CQ can be developed. As Albert Einstein
famously said: ““I have no special talents. I am only passionately curious.”
Dr Tomas Chamorro-Premuzic is a Professor of Business Psychology at
University College London (UCL)
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