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A new pilot study has been looking at how neuroscience can be used to understand how business decisions are arrived at, and the role it can play in management accountancy by evaluating the decision-making process and the role that emotional responses play their part in this

"Code of Ethics Canons. Protect society, the commonwealth, and the infrastructure Promote and preserve public trust and confidence in information and systems. Promote the understanding and acceptance of prudent information security measures Preserve and strengthen the integrity of the public infrastructure. Discourage unsafe practice. Act honorably, honestly, justly, responsibly, and legally Tell the truth; make all stakeholders aware of your actions on a timely basis. Observe all contracts and agreements, express or implied. Treat all constituents fairly. In resolving conflicts, consider public safety and duties to principals, individuals, and the profession in that order. Give prudent advice; avoid raising unnecessary alarm or giving unwarranted comfort. Take care to be truthful, objective, cautious, and within your competence. When resolving differing laws in different jurisdictions, give preference to the laws of the jurisdiction in which you render your service. Provide diligent and competent service to principals Preserve the value of their systems, applications, and information. Respect their trust and the privileges that they grant you. Avoid conflicts of interest or the appearance thereof. Render only those services for which you are fully competent and qualified. Advance and protect the profession Sponsor for professional advancement those best qualified. All other things equal, prefer those who are certified and who adhere to these canons. Avoid professional association with those whose practices or reputation might diminish the profession. Take care not to injure the reputation of other professionals through malice or indifference. Maintain your competence; keep your skills and knowledge current. Give generously of your time and knowledge in training others. Organizational Ethics Plan of Action Peter S. Tippett has written extensively on computer ethics. He provided the fol

3rd World Farmer is a new kind of game. An experiment in the genre of Serious Games, it simulates some of the real-world mechanisms that cause and sustain poverty in 3rd World countries. In the game, the player gets to manage an African farm and is soon confronted with the difficult choices that poverty and conflict can cause. As a farm and family management game it has an emotional impact on many players because usually these types of games play out in much easier settings, where it's always possible to prosper by playing cleverly and making the right game choices. It's not always like that in 3rd World Farmer. Just like real people are dying from starvation in desperate situations that they never asked to be put in, all it takes for things to go wrong in this game is one bad harvest, an unfortunate encounter with corrupt officials, a raid by guerillas, a civil war, a sudden fluctuation in market prices, or any of the many other game events, that might never happen to families in industrialized countries. By letting players experience this - albeit in a harmless, fictional setting - we hope to open their eyes to the problems and to motivate them to make positive social change. Our aim is to have everybody play the game, reflect, discuss and act on it. The game is a great starting point for discussions of 3rd World issues, so we encourage teachers to use it in class.

"III. Research and Information Fluency \nStudents apply digital tools to gather, evaluate, and use information. Students: \n A. plan strategies to guide inquiry.\n B. locate, organize, analyze, evaluate, synthesize, and ethically use information\n C. evaluate and select information sources and digital tools based on the appropriateness to specific tasks. \n D. process data and report results. \n\nIV. Critical Thinking, Problem-Solving & Decision-Making \nStudents use critical thinking skills to plan and conduct research, design and manage projects, solve problems, engineer solutions and make informed decisions using appropriate digital tools and resources. Students: \n A. identify and define authentic problems and significant questions for investigation. \n B. plan, design and manage activities to develop a solution or complete a project.\n C. collect and analyze data to identify solutions and/or make informed decisions.\n D. use multiple processes and diverse perspectives to explore alternative solutions. "

"Information Literacy Print Access and Evaluate Information * Access information efficiently (time) and effectively (sources) * Evaluate information critically and competently Use and Manage Information * Use information accurately and creatively for the issue or problem at hand * Manage the flow of information from a wide variety of sources * Apply a fundamental understanding of the ethical/legal issues surrounding the access and use of information"

personal learning network Seek, Sense, Share

"Working at the intersection of psychology and economics, Weber is an expert on behavioral models of judgment and decision making under risk and uncertainty. Recently, she has been investigating psychologically appropriate ways to measure and model individual and cultural differences in risk taking, specifically in risky financial situations and environmental issues. She describes her research as follows: "I try to gain an understanding and appreciation of decision making at a broad range of levels of analysis, which is not easy, given that each level requires different theories, methods and tools. So at the micro end of the continuum, I study how basic psychological processes like attention, emotion and memory (and their representation in the brain) influence preference and choice. At the macro end of the continuum, I think about how policy makers may want to present policy initiatives to the public to make them maximally effective. This range of topics and methods is challenging, but at least in my mind the different levels of analysis inform and complement each other." "

"Mike Eisenberg Big 6 1. Task Definition 1.1 Define the information problem 1.2 Identify information needed 2. Information Seeking Strategies 2.1 Determine all possible sources 2.2 Select the best sources 3. Location and Access 3.1 Locate sources (intellectually and physically) 3.2 Find information within sources 4. Use of Information 4.1 Engage (e.g., read, hear, view, touch) 4.2 Extract relevant information 5. Synthesis 5.1 Organize from multiple sources 5.2 Present the information 6. Evaluation 6.1 Judge the product (effectiveness) 6.2 Judge the process (efficiency) Posted on November 14th, 2007 in About Big6 by The Big6 Staff Mike Eisenberg is a teacher and mentor whose personal motto is, "make it better!" He is the founding dean of the Information School at the University of Washington, serving from 1998 to 2006. During his tenure, Mike transformed the unit from a single graduate degree program into a broad-based information school with a wide range of research and academic programs, including an undergraduate degree in informatics, masters degrees in information management and library and information science (adding a distance learning program and doubling enrollment), and a doctorate degree in information science. Mike's current work focuses on information, communications, and technology (ICT) literacy, information credibility, and information science education K-20. Mike is co-author of the "Big6 approach to information problem-solving" - the most widely used information literacy program in the world. Mike is a prolific author (9 books and dozens of articles and papers) and has worked with thousands of students-pre-K through higher education-as well as people in business, government, and communities to improve their information and technology skills. For more information about Mike Eisenberg here. Mike Eisenberg Dean Emeritus and Professor The Information School of the University of Washington Seattle, WA 98195-2840 Phone: (206) 616-115

A few weeks ago, I wrote that your organization should have a social media policy, and one of the things I heard among all the great comments was: "Okay, but what should it say?" There are generally two approaches to social media policy making. Some organizations handle social media in an evolutionary way. Chad Houghton, the director of e-media and business development at the Society for Human Resource Management, told me that he thinks, "it might be beneficial not to create some arbitrary rules without first seeing where the opportunities and risks really are." Other organizations, meanwhile, feel more comfortable establishing a clear policy from the outset. IBM, for example, has published their social media guidelines publicly for anyone to read. It's a great policy, though rather long. Whether you're writing your social media policy from the get-go, or letting it develop organically in reaction to situations as they arise, here are 10 things you should definitely consider. These 10 tips will help you steer clear of pitfalls and allow you to focus on what's important: engaging the customer.

"The Florida Curriculum Framework for Language Arts says, "Students must learn how to locate, comprehend, interpret, evaluate, manage, and apply information from a variety of sources and media. They must learn how to communicate effectively in a variety of settings and for a variety of purposes through many different media.""

"These inventive presentations promise to strengthen our human abilities. And, perhaps, to rationally evolve our shared human culture and teach us to wisely manage our world."

"Connect Employees' Ideas With Management's Objectives Gain business results by encouraging social innovation Connecting employees' ideas with management's objectives is both a revolutionary opportunity and a significant challenge for organizations. Every single day, employees generate ideas for new businesses, products and process improvements. By implementing a social innovation strategy in your organization, you can automate the processes of pulling together expertise, experience, and authority of individuals to manage ideas forward into actual innovation projects, improving the quality of decision-making and accelerating the pace of innovation."

Visible Thinking includes a number of ways of making students' thinking visible to themselves, to their peers, and to the teacher, so they get more engaged by it and come to manage it better for learning and other purposes. When thinking is visible in classrooms, students are in a position to be more metacognitive, to think about their thinking. When thinking is visible, it becomes clear that school is not about memorizing content but exploring ideas. Teachers benefit when they can see students' thinking because misconceptions, prior knowledge, reasoning ability, and degrees of understanding are more likely to be uncovered. Teachers can then address these challenges and extend students' thinking by starting from where they are.

"Algorithmic authority is the decision to regard as authoritative an unmanaged process of extracting value from diverse, untrustworthy sources, without any human standing beside the result saying "Trust this because you trust me." This model of authority differs from personal or institutional authority, and has, I think, three critical characteristics. "