In a study conducted at Yale, graduate students were asked to rate their understanding of everyday devices, including toilets, zippers, and cylinder locks. They were then asked to write detailed, step-by-step explanations of how the devices work, and to rate their understanding again. Apparently, the effort revealed to the students their own ignorance, because their self-assessments dropped. (Toilets, it turns out, are more complicated than they appear.) Sloman and Fernbach see this effect, which they call the “illusion of explanatory depth,” just about everywhere. People believe that they know way more than they actually do. What allows us to persist in this belief is other people. In the case of my toilet, someone else designed it so that I can operate it easily. This is something humans are very good at. We’ve been relying on one another’s expertise ever since we figured out how to hunt together, which was probably a key development in our evolutionary history. So well do we collaborate, Sloman and Fernbach argue, that we can hardly tell where our own understanding ends and others’ begins. “One implication of the naturalness with which we divide cognitive labor,” they write, is that there’s “no sharp boundary between one person’s ideas and knowledge” and “those of other members” of the group.
Group items tagged
Journal of Knowledge Management Practice, - 3 views
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Nowadays organizations have realized the importance of knowledge and knowledge management. The organizations know that machines, equipments, and building cannot count as the most important properties of the organization. It is clear that the most important property of every organization is organizational knowledge and correct management of it will cause core competencies for the organization and also victory against the competitors. Of course knowledge and knowledge management both are important for an organization, but are all knowledge management efforts in the organizations successful? If knowledge management efforts fail in an organization, what are the main failure factors of this phenomenon? This paper attempts to answer this question by analyzing a failed case study in implementing a knowledge management system .
The AppGap - 0 views
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This is a blog sponsored by Intuit to promote their Quickbase product and yes I am a contributor. However the blog has a diverse array of contributors tackling the topic "The Future of Work" from many angles. The blogging team includes Bill Ives who you may know as a blogger from his Portals and KM blog and also Patti Anklam who also posts to her home blog "Networks, Complexity, and Relatedness" Patti is a serious social network analyst having worked with Rob Cross at IBM's IKO in the late 90's.
Inside the world of KM and Decision Making | - 0 views
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Addressing knowledge loss at the UK's average rate of staff turnover (around 20% a year, including managers) means that an organizations' bank of remembered know-how and experience can be reduced to homeopathic levels in just a short space of time. Fortunately, not everyone leaves simultaneously and atypical practices like job overlapping and mentoring helps. But given that academics estimate that when employees leave, they take with them up to 90% of their employers' unique knowledge - most of it tacit and nothing of which typically gets into data banks - the compounded attrition of this distinctive component of intellectual capital is still truly massive.
Create your own whiteboard videos | VideoScribe - 0 views
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VideoScribe is pure magic. Create your own whiteboard-style animations with no design or technical know-how.
Everything You Know About Artificial Intelligence is Wrong - 0 views
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It was hailed as the most significant test of machine intelligence since Deep Blue defeated Garry Kasparov in chess nearly 20 years ago. Google's AlphaGo has won two of the first three games against grandmaster Lee Sedol in a Go tournament, showing the dramatic extent to which AI has improved over the years. That fateful day when machines finally become smarter than humans has never appeared closer-yet we seem no closer in grasping the implications of this epochal event.
The Barriers to Working like a Network in Office 365 - 0 views
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To work like a network means more than knowing who people are or what they are doing. It means being able to leverage relationships to get work done and build relationships through shared work.
Facebook And Apple Are Serious About Augmented Reality - 0 views
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"When Facebook and Apple make extraordinary investments in new technology like they are with augmented reality, you know it's something to pay attention to. Both companies have made it clear recently that they are committed to developing, testing and implementing augmented reality technology"
A glossary of blockchain jargon - MIT Technology Review - 0 views
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Get to know the terminology ahead of the KIN Blockchain Masterclass on the 3rd July 2018.
An executive's guide to AI | McKinsey & Company - 0 views
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Staying ahead in the accelerating artificial-intelligence race requires executives to make nimble, informed decisions about where and how to employ AI in their business. One way to prepare to act quickly: know the AI essentials presented in this guide.
Ten demonstrable truths about the workplace you may not know - 1 views
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Given that innovation is rarely a solitary endeavour, this article dispels some commonly held perceptions about how physical space affects connections in the workplace.
Smart Wikis - rapidly connecting people to prime information, most relevant ata and bes... - 1 views
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"Smart Wikis™ combine Artificial Intelligence and knowledge concepts with your existing IT to provide integrated collaborative working environments that anticipate each user's personal information needs and surround that user with seamless and non-obtrusive forms of assistance."
Why Facts Don't Change Our Minds - The New Yorker - 0 views
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ween one person’s ideas and knowledge” and “those of other members” of the group.
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ween one person’s ideas and knowledge” and “those of other members” of the group.
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Will You Know How to Make Sense of the Future? - KM Edge: Where the best in Knowledge M... - 0 views
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as the stock market bounced along on the bottom, I leavened the gloom by speaking with Chris Meyer, a keynote speaker at APQC's upcoming 2009 knowledge management conference. With a background in economics and innovation, Chris's job as chief executive of Monitor Networks is to suggest new ways to sense and think about complex--and sometimes alarming--situations.
Knoco stories - 0 views
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One of the best (if not the best) definitions of Knowledge Management that I have seen
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Knowledge Management
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means putting in place a Management Framework where expectations are set, actions are taken, and behaviours are put in place and sustained, to maximise the value of the know-how of the organisation
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Amongst other things, this page contains an excellent definition of (and explanation of) Knowldege Management
KIN Forums - View Single Post - New generation expertise location products - 0 views
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We also ran a pilot of Metasight in Syngenta in 2006. Like Mars, we also liked the product but the pricing model was prohibitive. We also had serious concerns about data privacy. We have been looking further at Sonar from Trampoline and are very impressed with it - we may be doing a pilot shortly. This time around the lawyers seem more relaxed about the data privacy question. Also Sonar allows the user to choose which topics he allows people to know that he has an interest in which helps. Also, unlike Metasight, Sonar can draw on information other than e-mail. This means that one could start a pilot drawing on information that is already declared 'open access' e.g. Blogs. We are also looking at Illumio from Tacit which has a very different model whereby it works out who is interested/expert in what and then routes questions to the appropriate experts. Autonomy also produce some tools - see attached documents
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Autonomy also produce some tools - see attached documents
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