InsightNG

One of the liveliest debates raging in innovation circles today is: who really does the innovation? Does innovation come from extraordinary individuals following a personal vision, like Ahab searching for Moby Dick? Or does it come from exceptional teams working together with great synergy, like the Boston Celtics destroying the L.A. Lakers in 2008? The winner is…neither side, because there aren't only two answers to this question. There are actually five: solo innovation, duo innovation, posse innovation, organization innovation, and open innovation. Any of these can lead us to the Holy Grail of Innovation that we all seek.

Behavior is the unknowable variable in every innovation, and it is the variable that most determines the opportunity a new business model has to evolve and take advantage of the new behavior.

Games are fun-well, unless you're playing with your super-competitive friend. And we all have one, don't we? Still, for the most part, games are entertaining-and that's why gamification has taken off as a technique to entice people to adopt various applications and processes. Gamification is defined as the use of game design techniques, game thinking, and game mechanics to enhance non-game contexts. In other words, gamification gets people interested in something they otherwise wouldn't notice while also encouraging them to compete in game-like activities.

Before get ting started let's ask the question: What is Critical Thinking? It is the ability to make and carry out informed decisions by efficiently utilizing your lifetime education, knowledge, experience, common sense, reasoning, intuition, feelings, and confidence.

Forget coffee and crosswords. If you want to supercharge your brain, you have to change your lifestyle. But only a few things about it. Here, we lay to rest some of the well-worn myths of power thinking, and give you the facts on what you can do to actually improve mental performance.

There is a big danger in judging things we don't really understand by how they appear. Unless you are really "in the loop," be wary of things that you see or things others tell you. Remember the old adage "Believe half of what you say, a third of what you see, and none of what you hear."

Wikipedia defines a learning management system (LMS) as: "A software application for the administration, documentation, tracking, and reporting of training programs, classroom and online events, e-learning programs, and training content." What that means is that the right learning management system can help you better reach your training/education goals whether they are focused on continuing education, eLearning availability, synchronous or asynchronous learning, mobile learning, certification programs, or even eCommerce and more, learning management systems are designed to provide the features you need to make sure your unique learning goals are met and a positive ROI is achieved. An LMS is a branded, secure extension of your organization's training/education effort to deliver content and materials in an easy, professional, managed and accessible manner - for users and administrators. 

Learning can be fun when you make a game out of it. That premise underlies the decision of an online learning platform to use game mechanics to engage college students. It works by motivating students to join, participate, contribute and share their successes.

For me my tweets and emails are streaming in. This causes several problems. 1. It gets harder to discern what actually is important. 2. It adds stress to your life. You feel like a rat that always needs to push the button for another pellet. 3. It makes it harder to deal with people around you like family and friends. After all, there's another tweet to read, another email to answer, another Quora question to ponder. 4. It makes taking the time to really ponder questions like these more difficult. 5. Sleep often is lost due to always trying to "keep up." 6. Health suffers because you aren't paying attention to that, or exercising, instead you are paying attention to the stream of info aimed at you.

Managing Information Overload is without doubt one of the most important skills an individual can develop today.  With the massive increase in information availability, and with it bombarding us every day, we see people and organisations struggling to maintain their performance as they get weighed down.

Some characteristics of communities of practice: - People want to join them. - They usually have a higher purpose, that one person alone cannot achieve. - People feel affinity for their communities of practice. - There are both strong and weak social ties. - You know you are in a community of practice when it changes your practice.

In the knowledge economy, content is no longer sufficient - everyone has access to a multitude of content. You cannot compete on what everyone knows. As you move up the hierarchy, it becomes more difficult to compete on individual competency - everyone is highly skilled and experienced at the top. It is hard to compete when everyone is so similar. The new advantage is context - how internal and external content is interpreted, combined, made sense of, and converted to new products and services. Creating competitive context requires social capital - the ability to find, utilize and combine the skills, knowledge and experience of others, inside and outside of the organization. Social capital is derived from employees' professional and business networks. The new competitive landscape requires focusing on between-employee factors, the connections that combine to create new processes, products and services. Social capital encompasses communities of practice, knowledge exchanges, information flows, interest groups, social networks and other emergent connections between employees, suppliers, regulators, partners and customers.

Knowledge or cognition (jriana or buddhi) is the manifestation of objects. Just as the light of a lamp reveals or shows physical things, so knowledge manifests all its objects. Knowledge is broadly divided into anubhava or presentative cognition and smrti or memory, i.e., representative cognition. Each of the two can be valid (yathartha) or non-valid (ayathartha).

This chapter is concerned with making learning visible. Unless a teacher can see, hear, or use other senses to detect a student's learning, the teacher cannot know whether learning has taken place. A teacher cannot assess a student's learning unless there is observable evidence of that learning. Making learning visible, however, is difficult. Most of a person's knowledge and mental actions are invisible to others. Because we cannot see a person's thoughts, we depend on indicators that suggest the nature of her or his knowledge.

Frequently customers ask me why semantic technologies should be used instead of conventional information technologies. In the areas of knowledge representation (KR) and knowledge management (KM), there are compelling reasons and benefits for selecting semantic technologies over conventional approaches. This article attempts to summarize these rationales from a layperson perspective.

Innovation is the name of the game these days - in business, in science and technology, even in art. We all want to get those big ideas, but most of us really have no idea what sets off those sparks of insight. Science can help! In the past few years, neuroscientists and psychologists have started to gain a better understanding of the creative process. Some triggers of innovation may be surprisingly simple. Here are five things that may well increase the odds of having an "Aha!" moment.

For most of us, it usually occurs at the most inopportune times; never when we're searching for it. To Archimedes, it happened in the bathtub. Newton experienced it while wandering an apple orchard. Arthur Fry: church. Each encountered an epiphany, that powerful moment of spontaneous insight. Archimedes shouted Eureka! upon realizing how to calculate density and volume; to Newton came the law of universal gravity; to Arthur Fry, Post-it notes.

A ZURB fan recently passed along a nifty video after reading our recent post about the importance of iteration. Just to recap, we said that to get an aha moment, you have to get there incrementally, through iteration. In other words, there are no shortcuts to an aha moment. The video features bestselling author and journalist Jonah Lehrer, who writes mostly about psychology and neuroscience. Here he's taking about aha moments and how they don't happen by focusing too much on the problem.

The most frequently asked question about Primal is, Where do you get the interests data? It's a fair question. If Primal is the most comprehensive source of open interests data in the world, it begs the question of where we get this valuable data. (1)