第一階：觀點
https://www.jkforum.net/thread-19786732-1-1.html
第二階：線性投射
https://www.jkforum.net/thread-19863241-1-1.html
第三階：周延
https://www.jkforum.net/thread-19875542-1-1.html

前陣子參與好友的新書發表會，觀摩高手的論述能力與臨場反應
不免俗地，會後有兩場高峰論壇及讀者提問
其中一則講者答覆，令人印象深刻：
「我明白你亟欲創造個人品牌的心情，但現在有拿得出的作品，或持續性的產出嗎？」
類似的情境，也發生在另一位前同事身上：
「感嘆過往的遭遇，期許未來的自己能漸入佳境，寄望於宗教恩賜」
「對過去的遲疑表示遺憾，卻無法正確評估現況，未來將重蹈覆轍」

以上例證，是缺乏高階認知的徵候，很普遍，但不代表正常
知與行，終究是兩回事
道理人人都懂，然真正有決心付諸實踐的卻少之又少
或許是基於謹慎，換個角度看，又何嘗不是過於膽怯
純粹冒險是有勇無謀，有限承擔/有效管控風險才叫本事
差別在於「道德勇氣」，是在克服困難、突破障礙的過程，展示的自省、自信與自豪

市場交易是意見分歧的體現，人們做選擇時，同樣猜測他人的預判
需求是慾望的體現，製作產品「承載慾望」才是技術發展的最終目標
現今企業的競爭在於商業模式，愈深度理解將愈能體現其真實價值

在雜亂中發現質樸，在喧鬧中體現和諧，在困境中開拓機會
藉由學習(Learning)、指導(Teaching)、覺察(awareness)展現領導力，非僅限於團隊共進，更是自我惕勵
同理與共感不應淪為情緒勒索的工具，「知其所以」、「為所應為」當屬集體共識與企業文化，是基本素養，毋須反覆重申
他人的任何決策，都不該簡化為愚蠢(達克效應)，應分析其時空背景，重塑決策架構，從中發掘突破口，創造贏面契機
唯有認清自己的無知，務實累積知識儲備，方能在不可知的未來踏穩腳步
I attended a friend's book launch a while ago and watched the expert's ability to discuss and react on the spot.
As usual, there were two summit forums and readers' questions after the launch.
One of the speakers' answers was very impressive:
"I understand your desire to create a personal brand, but do you have any works or continuous output now?"
A similar situation also happened to another former colleague:
"He lamented the past experience, hoping that the future will gradually get better, and wished the blessing of religion"
"He regreted the hesitation in the past but cannot correctly evaluate the current situation, and he will repeat the same mistakes in the future."

The above examples are symptoms of lack of high-level cognition, which is very common, but not normal.
Knowing and doing are two different things after all.
Everyone understands the truth, but few are really determined to put it into practice.
Perhaps it is based on caution, but from another perspective, it is too timid.
Just risk-taking is brave but not wise, and limited risk-taking/effective risk management is real ability.
The difference lies in "moral courage", which is the self-reflection, self-confidence and pride shown in the process of overcoming difficulties and breaking through obstacles.

Market transactions are a reflection of differences of opinion. When people make choices, they also guess at others’ predictions.
Demand is a reflection of desire. Making products that “carry desire” is the ultimate goal of technological development.
Today, the competition among enterprises lies in the business model. The deeper the understanding, the more its true value can be reflected.

Find simplicity in chaos, embody harmony in noise, and open up opportunities in adversity.
Show leadership through learning, teaching, and awareness, which is not limited to team progress, but also self-motivation.
Empathy and sympathy should not be tools of emotional blackmail. "Knowing why" and "doing what should be done" should be collective consensus and corporate culture. They are basic qualities and do not need to be reiterated.
Any decision made by others should not be simplified as stupidity (Dunning-Kruger effect). The time and space background should be analyzed, and the decision-making structure should be reshaped to find breakthroughs and create opportunities for winning.
Only by recognizing one's own ignorance and pragmatically accumulating knowledge reserves can one take steady steps in the unknown future.

感謝S大分享六維認知的概念, 對投資者會很有助益

由衷感謝樓主辛苦無私的分享

資訊越來越發達
知道的人多做到的人少
要去做才有助成長

感謝分享 受益良多！！！

版大提到達克效應 , 個人查了一下
AI 摘要
達克效應，也稱為鄧寧-克魯格效應（Dunning-Kruger effect），是一種認知偏差，指的是能力較差的人往往高估自己的能力，而能力較強的人則往往低估自己的能力。 換句話說，這意味著知識淺薄的人往往過於自信，而知識淵博的人往往過於謙虛。
達克效應的具體表現：
能力較差的人:(高檔勇於進場...)
他們通常缺乏辨別錯誤和優劣的能力，因此容易高估自己的能力水平，甚至認為自己比實際情況更優秀。
能力較強的人:(谷底價不敢買...)
他們往往對自己的知識和技能有更全面的認識，因此會低估自己的能力，甚至會對自己的能力產生懷疑。
個人以台積電操作為例: 現在千元以上有人買,但800以下反而散戶都在賣(賣在所謂的 阿呆谷 ).

資料來源：三竹股市