Group items tagged

"Changing behaviour is often about finding a way to make people want to change, making things fun is one way - this video looks at how to get more people to use the stairs by making it fun. The question is - what do you do once the 'novelty' element wears off...?"

"Changing behaviour is often about finding a way to make people want to change, making things fun is one way - this video looks at how to get more people to use the stairs by making it fun. The question is - what do you do once the 'novelty' element wears off...?"

Algorithms making decisions in situations where the stakes are high need to be very accurate to make-up for high penalties when things go wrong. On the flipside, if the penalty from making an error is low, even inaccurate algorithms might be up to the task.

Growing concerns about how artificial intelligence (AI) makes decisions has inspired U.S. researchers to make computers explain their "thinking."

"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

"Visual displays are extremely powerful tools, which means manipulation of these tools can spread inaccurate information and influence public perception. The sheer volume of images making their way through the Internet requires viewers to have a higher level of visual literacy than in years before in order to prevent manipulation. In this article you'll learn The types of displays that can be misleading What can be done to make visual displays less misleading"

You've probably encountered the usual issues of group decision making… People who dominate the conversation, quiet people whose ideas never get heard and all those post-it notes you have to write up. GroupMap solves this by capturing individual thinking first, then reveal the group perspective, all in real-time. Now that's true collaborative decision making.

You may need to be a member of the Linked In Group http://www.linkedin.com/groups?home=&gid=138655&trk=anet_ug_hm to see this

Victor Newman says.... Just as managers make sure that we do things right, leaders are responsible for ensuring that we do the right thing. Similarly, knowledge management helps us do things better, but strategic knowledge management (SKM) makes sure we invest in doing the right things for the right reasons.....

Many companies have invested significantly in gathering vast amounts of data, yet they still struggle to extract insights, put them to work for the business and create truly data-driven organisations. The virtuous circle of data explores how organisations can spark a chain of events through top-down leadership and bottom-up employee engagement that creates a culture with data at the centre of decision-making.

Many companies have invested significantly in gathering vast amounts of data, yet they still struggle to extract insights, put them to work for the business and create truly data-driven organisations. The virtuous circle of data explores how organisations can spark a chain of events through top-down leadership and bottom-up employee engagement that creates a culture with data at the centre of decision-making.

This paper introduces Dervin's Sense-Making Methodology (SMM) as an approach to KM system design using Web2.0. SMM is a philosophically derived approach which allows knowledge management (KM) researchers and practitioners to more fully understand and listen to user's needs so as to inform the design of dialogic KM practices and systems to promote knowledge sharing.

This technique is a way of gathering lessons learnt by encouraging project teams to talk about their experiences through stories. It builds and makes full use of this natural way in which we learn from each other and gain understanding about everyday life situations through storytelling

Blogs are easy to create and update, and rich, useful, and original blog content will encourage readers to come back to your site. Here are some tips for making the most of your blog.

McKinsey have developed an approach to retention: to detect previously unobserved behavioural patterns, they combine various data sources with machine-learning algorithms. Workshops and interviews are used to generate ideas and a set of hypotheses. Over time they collected hundreds of data points to test. Then ran different algorithms to get insights at a broad organisational level, to identify specific employee clusters, and to make individual predictions. Finally they held a series of workshops and focus groups to validate the insights from our models and to develop a series of concrete interventions. The insights were surprising and at times counterintuitive. They expected factors such as an individual's performance rating or compensation to be the top predictors of unwanted attrition. But analysis revealed that a lack of mentoring and coaching and of "affiliation" with people who have similar interests were actually top of list. More specifically, "flight risk" across the firm fell by 20 to 40 percent when coaching and mentoring were deemed satisfying.

McKinsey have developed an approach to retention: to detect previously unobserved behavioural patterns, they combine various data sources with machine-learning algorithms. Workshops and interviews are used to generate ideas and a set of hypotheses. Over time they collected hundreds of data points to test. Then ran different algorithms to get insights at a broad organisational level, to identify specific employee clusters, and to make individual predictions. Finally they held a series of workshops and focus groups to validate the insights from our models and to develop a series of concrete interventions. The insights were surprising and at times counterintuitive. They expected factors such as an individual's performance rating or compensation to be the top predictors of unwanted attrition. But analysis revealed that a lack of mentoring and coaching and of "affiliation" with people who have similar interests were actually top of list. More specifically, "flight risk" across the firm fell by 20 to 40 percent when coaching and mentoring were deemed satisfying.

"If you're anything like the average Internet user, you probably didn't spend the estimated 244 hours it would take to read every privacy policy for every website you visited last year. That's exactly why a team led by Carnegie Mellon University just launched an interactive website aimed at helping users make sense of their privacy on the web."

Syngenta is a global agriculture business that helps farmers make better use of their available resources, primarily through agrochemical and seed production. In order to continue to advance crop productivity, it invested more than $1.4bn in research and development (R&D) across 150 international sites in 2014.

PBS video with Richard Thaler looking at ationality in decision making

The government needs to get the ethical framework and regulation of artificial intelligence right and invest in skills training if it wants to make the most of the technology, the Government Office for Science has said.

Common decision biases, with some nice graphics

Make your emails actionable - 10 simple but effective writing tips from 'Without Bullshit'