‘Together’ means cooperation, and ‘growing up’ means learning.
Nothing can be achieved alone if you want to make an impact in the real world (the wild).
We have to do it together.
With people around you.
With colleagues who work together every day.
This book provides a proper way to develop expertise for those who want to change themselves but keep failing, those who have tried to improve their organizations only to be burned, those who need to make rational decisions in uncertain situations, and those who need to develop expertise in a specific field.
It doesn't matter what field you work in or what position you have.
This book covers the core and insights of how to work.
To overcome limitations that cannot be overcome by individual strength, we must all develop together.
I talk about a life that changes me and, by extension, others.

Imagine practicing golf putting and hitting 1,000 balls without any regard for where they are going.
What on earth are they practicing? It must be some kind of practice.
But the part about putting accurately will not be practiced.
If I don't know whether I did well or not, I can't adjust my actions.
So feedback is important in learning.

--- pp.
28-29

If increasing available time, reducing wasted time, and reducing sleep are additive thinking, then increasing group intelligence is multiplicative thinking.
Increasing the intelligence of a group will lead to overall improvement (Task B) because it will increase the efficiency of all intellectual activities, and in particular, it will lead to better improvement work (Task C).
It means that it can go faster than it is now.

--- p.
38

If we don't want our jobs to be replaced by artificial intelligence, we're forced to choose topics that are difficult to learn in challenging learning environments.

--- p.
47

If you find yourself feeling anxious or bored most of the time during your work hours, you're in an environment where your skills aren't improving.
What's even scarier is that we gradually become accustomed to this environment and our behavior becomes habitual.
At that time, self-awareness was not very good.

--- p.
64

Even experts say they make an average of 3 to 5 mistakes per hour.
But why isn't our world such a mess? It's because experts can spot mistakes early and take swift action.
In this way, “mistakes are bound to happen somehow.
Instead, the idea is to discover mistakes early and fix them quickly before they lead to negative consequences.”
This attitude is called error management.
--- p.
91

Ultimately, it is people who decide.
It's whether you like that person or not.
If you don't listen, you will be opposed to it for whatever reason.
The question is, 'whose' opinion is this?
If we look closely, we have made the mistake of focusing only on our own objectivity.

--- p.
139

Let's imagine two teams.
One team doesn't ask each other questions, and even when they do, they answer with something like, "You don't even know this?"
On the other hand, other teams coach each other, boosting motivation and will, and thinking together.
Which team's people will grow?
--- p.
152

“Is it possible within the schedule?” Everyone says it is possible.
Let's say seven people each answered that they were 90% certain.
...[syncopation]...
In this case, to calculate the probability, you need to multiply 0.9 seven times.
Then we get 0.48.
That is, although all developers are at ease with a 90% probability, from the perspective of the entire project, the probability of meeting the deadline is lower than the probability of getting heads on a coin toss.

--- pp.
181-184