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Your vote matters — help decide the future of education innovation
Upvote the video, or videos, you want to win.
As you vote, keep in mind that we are looking for a winner with the most engaging social venture pitch - an idea you would want to invest in. And note: We'll only count upvotes (not downvotes). The last day to vote is April 30th, 2019.
Lumina Foundation and Big Think have partnered to bring this entrepreneurial competition to life, and we hope you'll participate! We have narrowed down the competition to four finalists and will be announcing an audience's choice award and a judges' choice award in May.
The creator of the winning video — chosen by Big Think's audience, the Lumina Foundation, and an independent panel of experts (bios below) — will be flown to New York for a taping in the Big Think studio as a way to further promote their vision for a new, disruptive idea in post-secondary education.
Thank you to all of the contestants who spent time submitting applications, and best of luck to our final four competitors.
Finalist: Cogniss - Leon Young
Cogniss combines technology and best practice knowledge to enable anyone to innovate and share solutions that advance lifelong learning. Cogniss is the only platform to integrate neuroscience, through which it solves the problem of access by providing a low-code platform that enables both developers and non-developers to build sophisticated education apps fast, and at a much lower cost. It addresses the uneven quality of edtech solutions by embedding research-based learning design into its software. App creators can choose from a rich set of artificial intelligence, game, social and data analytics, and gamification to build their perfect customized solution.
Finalist: Practera - Nikki James
Practera's mission is to create a world where everyone can learn through experience. Today's workplaces are increasingly dynamic and diverse, however, costly and time-consuming experiential learning is not always able to offer the right opportunities at scale. Many students graduate without developing the essential skills for their chosen career. Practera's team of educators and technologists see this problem as an opportunity to transform the educational experience landscape, through a CPL pedagogical framework and opportunities to apply students' strengths through active feedback.
Finalist: Greater Commons - Todd McLeod
Greater Commons, founded by Todd McLeod and Andrew Cull, is an organization that helps people live happier, more successful and fulfilling lives through agile learning. The current education system is inefficient and exclusionary, in which many students who end up earning a degree, if at all, enter a career not related to their field of study. Greater Commons solves this problem and gap in post-high school secondary education in a variety of ways. Passionately and diligently, Greater Commons helps others obtain skills, knowledge, wisdom, motivation, and inspiration so that they may live better lives.
Finalist: PeerForward - Keith Frome
PeerForward is an organization dedicated to increasing the education and career success rates of students in low-income schools and communities by mobilizing the power of positive peer influence. PeerForward works with partner schools to select influential students as a part of a team, systemizing the "peer effect." Research in the fields of sociology of schools, social-emotional learning, adult-youth partnerships, and civic education demonstrates that students can have a positive effect on the academic outcomes of their peers. PeerForward is unique through its systemic solutions to post-secondary education.
Thank you to our judges!
Our expert judges are Lorna Davis, Dan Rosensweig, and Stuart Yasgur.
Lorna Davis is the Senior Advisor to Danone CEO and is a Global Ambassador for the B Corp movement. Lorna has now joined B-Lab, the non-for-profit that supports the B Corporation movement on an assignment to support the journey of large multi nationals on the path to using business as a force of good.
Dan Rosensweig joined Chegg in 2010 with a vision for transforming the popular textbook rental service into a leading provider of digital learning services for high school and college students. As Chairman and CEO of Chegg, Dan commits the company to fulfilling its mission of putting students first and helping them save time, save money and get smarter.
Stuart Yasgur leads Ashoka's Social Financial Services globally. At Ashoka, Stuart works with others to initiate efforts that have mobilized more than $500 million in funding for social entrepreneurs, engaged the G20 through the Toronto, Seoul and Los Cabos summits and helped form partnerships with leading financial institutions and corporations.
Again, thank you to our incredible expert judges.
New study shows white dwarf stars create an essential component of life.
- White dwarf stars create carbon atoms in the Milky Way galaxy, shows new study.
- Carbon is an essential component of life.
- White dwarfs make carbon in their hot insides before the stars die.
What Are White Dwarf Stars?<span style="display:block;position:relative;padding-top:56.25%;" class="rm-shortcode" data-rm-shortcode-id="7b046e546ce994682b2553a8c978eb32"><iframe type="lazy-iframe" data-runner-src="https://www.youtube.com/embed/77a1KSxfaR0?rel=0" width="100%" height="auto" frameborder="0" scrolling="no" style="position:absolute;top:0;left:0;width:100%;height:100%;"></iframe></span>
The renowned magician recently joined Big Think CEO and cofounder Victoria Brown for a wide-ranging discussion.
- Penn Jillette is an American magician who's best known for his work as part of the magic duo Penn and Teller.
- Jillette has also written eight books, co-hosted the Showtime show "Bullshit", and produced the film "Tim's Vermeer".
- In the interview, Jillette talks about how libertarianism has been distorted in the U.S., and why the democratization of media hasn't produced a utopia.
How being businesslike — not affectionate — can build strong friendships<p>Jillette has been collaborating with the magician and filmmaker Teller for 44 years on their magic act, currently stationed out of Las Vegas. In all that time, Jillette says their friendship has been more businesslike than affectionate.<br></p><p style="margin-left: 20px;">"There's just some people you just want to be with and there's that cuddly feeling," Jillette said. "And there's other people who your relationship would be identical if it were over email, totally intellectual." </p><p>The pair's relationship is decidedly the latter. </p><p style="margin-left: 20px;">"Teller and I have never had any affection for one another," Jillette said. "No desire to hug. We only shake hands when it's part of a script. We don't seek out each other's company, but there's no one that I respect more and I believe at a core level that I do better stuff with Teller than I do alone."</p><p>But that's not to say that relationships like these are entirely about business.</p><p style="margin-left: 20px;">"It turns out respect is more enduring than love," he said. "Now, I have to add here that my daughter whenever I say this gets very, very bothered because she says that Teller is my BFF and there's no way around that and that's absolutely true. I'm saying that in a kind of skeletal way. The truth is that Teller's my best friend over all those years.</p><p>Jillette's description of this type of relationship sounds a bit like Aristotle's idea of the "friendship of the good." </p><p>The Greek philosopher outlined three types of friendship, each based on a different feeling or value: pleasure, utility and "good." Aristotle thought the "friendship of the good" was the best kind of relationship, because it's built on the respect and admiration for the virtues each friend sees in the other. Aristotle believed these friendships might not form quickly, but <a href="https://www.sparknotes.com/philosophy/ethics/section8/" target="_blank">they tend to be longer lasting than the other types</a>.</p>
Why refusing to wear a mask is not a libertarian idea<p>Libertarianism is "the belief that peace, prosperity and social harmony are fostered by as much liberty as possible and as little government as necessary" according to the Institute for Human Studies at George Mason University. But when this impulse toward individual freedom becomes too rigid, it can pose problems for a society that needs to work together to navigate a nationwide problem, like a pandemic.<br></p><p>Since COVID-19 began spreading across the U.S., there's been a portion of <a href="https://www.washingtonpost.com/national/coronavirus-masks-america/2020/04/18/bdb16bf2-7a85-11ea-a130-df573469f094_story.html" target="_blank">Americans who say it's un-American</a> for the government to try to force (or, more accurately in most cases, <em>ask</em>) citizens to wear masks in public. Here, Jillette distinguishes between <a href="https://www.open.edu/openlearn/ocw/mod/oucontent/view.php?printable=1&id=1747" target="_blank">positive and negative freedoms</a>, most commonly defined as <em>freedom to </em>and <em>freedom from.</em></p><p style="margin-left: 20px;">"Libertarianism has been so distorted," Jillette said. "I mean I don't know if I have to pull my name out of that ring. It's been adopted by people who don't seem to hold the responsibility side of it and don't seem to hold the compassion side of it."</p><p style="margin-left: 20px;">"I can see arguments for not wearing seatbelts and I can see arguments for not hearing motorcycle helmets but I cannot see any argument for driving drunk. And that is what not wearing a mask is. It's not risking yourself. It's risking the people around you which I don't see a way that that's your right."</p>
How removing media gatekeepers didn't lead to utopia<p><span style="background-color: initial;">How did the democratization and decentralization of the media change the world? In the 1990s, Jillette might have said that removing media gatekeepers would produce a sort of open, meritocratic utopia: you have an interesting idea, you throw it online, and it spreads all over the world.</span><br></p><p>But that's not quite what happened.</p><p style="margin-left: 20px;">"I thought getting rid of the gatekeepers could be nothing but good," Jillette said. "And now it seems like getting rid of the gatekeepers gave us Trump as president and in the same breath, in the same wind, gave us not wearing masks and maybe gave us a huge unpleasant amount of overt racism."</p><p>It also gave us cancel culture. But Jillette said he "can't even rant against cancel culture," because there's no obvious way to fix it without obstructing free speech rights. After all, it's a good thing that victimized people are now able to go online, post grievances, and (sometimes) see justice delivered, whereas in the past they had to file their complaints with a series of gatekeepers. But simultaneously, this unmanaged system leaves it vulnerable for abuse.</p><p style="margin-left: 20px;">"Now you could be obviously lying and still have a million-and-a-half people believe you and do real damage to the person that you said wrong to," Jillette said.</p>
Master negotiator Chris Voss breaks down how to get what you want during negotiations.
- Former FBI negotiator Chris Voss explains how forced empathy is a powerful negotiating tactic.
- The key is starting a sentence with "What" or "How," causing the other person to look at the situation through your eyes.
- What appears to signal weakness is turned into a strength when using this tactic.
3 Tips on Negotiations, with FBI Negotiator Chris Voss | Best of '16 | Big Think<span style="display:block;position:relative;padding-top:56.25%;" class="rm-shortcode" data-rm-shortcode-id="b86d518e9f0c9f9d7a7c686e07798152"><iframe type="lazy-iframe" data-runner-src="https://www.youtube.com/embed/-FLlBchonwM?rel=0" width="100%" height="auto" frameborder="0" scrolling="no" style="position:absolute;top:0;left:0;width:100%;height:100%;"></iframe></span><p>This question forces a response, but—and this is key—the other person has to consider your side of the argument. They have to look at the situation from your perspective if they hope to offer a solution.</p><p>Offering a real-world example, Voss mentions coaching a high-end real estate agent. They were leasing an expensive home in the Hollywood Hills. The first time the negotiators asked the "how" question, the leasing agent relented on a number of terms. A little while later, they asked again. This time, the agent said, "If you want the house you're going to have to do it," signaling that the end of negotiations had been reached. </p><p>Voss says that "how" is not the only word that works. "What" is also a powerful entry into negotiations, such as "What am I supposed to do?" Again, you're forcing the other person to empathize. </p><p>This is a particularly tricky skill during a time when most conversations are online. Nuance is impossible without the immediacy of pantomimes and vocal fluctuations. Whataboutism is too easy an escape. </p>
Aikido Morihei Ueshiba (1883 - 1969, standing, centre left), founder of the Japanese martial art of aikido, demonstrating his art with a follower, at the opening ceremony of the newly-opened aikido headquarters, Hombu Dojo, in Shinjuku, Tokyo, 1967.
(Photo by Keystone/Hulton Archive/Getty Images)<p>Online debates often amount to little more than frustrated individuals pulling out their hair. In his book, "Against Empathy," Yale psychology professor Paul Bloom writes that effective altruists are able to focus on what really matters in everyday life.</p><p>For example, he compares politics to sports. Rooting for your favorite team isn't based in rationality. If you're a Red Sox fan, Yankees stats don't matter. You just want to destroy them. This, he believes, is how most people treat politics. "They don't care about truth because, for them, it's not really about truth."</p><p>Bloom writes that if his son believed our ancestors rode dinosaurs, it would horrify him, but "I can't think of a view that matters less for everyday life." We have to strive for rationality when the stakes are high. When involved in real decision-making processes that will affect their life, people are better able to express ideas and make arguments, and are more receptive to opposing ideas. </p><p>Because we "become inured to problems that seem unrelenting," it's imperative to make the problem seem immediate. As Voss says, giving the other side "the illusion of control" is one way of accomplishing this, as it forces them to take action. When people feel out of control, negotiations are impossible. People dig their heels in and refuse to budge. </p><p>What seems to be weakness is actually a strength. To borrow another martial arts metaphor, negotiations are like aikido: using your opponent's force against them while also protecting them from injury. Forcing empathy is one way to accomplish this task. You may get more than you ask for without the other side ever realizing they surrendered anything.</p><p>--</p><p><em>Stay in touch with Derek on <a href="http://www.twitter.com/derekberes" target="_blank">Twitter</a>, <a href="https://www.facebook.com/DerekBeresdotcom" target="_blank">Facebook</a> and <a href="https://derekberes.substack.com/" target="_blank">Substack</a>. His next book is</em> "<em>Hero's Dose: The Case For Psychedelics in Ritual and Therapy."</em></p>
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