Group items tagged

"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

"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...?"

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.

"When given the choice of whom to work with, people will pick one person over another for any number of reasons: the prestige of being associated with a star performer, for example, or the hope that spending time with a strategically placed superior will further their careers. But in most cases, people choose their work partners according to two criteria. One is competence at the job (Does Joe know what he's doing?). The other is likability (Is Joe enjoyable to work with?). Obviously, both things matter. Less obvious is how much they matter-and exactly how they matter."

Each of the 15 behaviors types uses different psychology strategies and persuasive techniques. For example, the methods for persuading people to buy a book online (BlueDot Behavior) are different than getting people to quit smoking forever (BlackPath Behavior

"Thought provoking atricle in summary: "Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.""

" Innovation Culture - MIT Sloane talk by the charismatic CEO, Terri Kelly. The top things I took from this inspiring talk are: - Staff turnover only 5% (the new hire process is lengthy and rigorous to ensure cultural fit) - CEO is elected by staff (CEO is one of the few job titles in the organisation - Costs are regarded as 'investments' - Every individual has a sponsor or coach - Leaders get there through others wanting to follow, not their power - Innovation culture is the MAIN driver of business results - Business units are no larger than 250 people (the founder talked about divide to multiply) - 'Give them the right tools, minimal bureaucracy, responsibility for P&L, expect people to lattice (network), organise around small teams'. Lastly, the culture at Gore has evloved of 50 years - it takes huge effort (equal to strategy and business development) and a lot of time to change culture I screen grabbed some of the culture survey questions that staff fill out about their leaders (not the other way round) http://members.ki-network.org/innovation/Innovation%20SIG%20Picture%20Library/Forms/DispForm.aspx?ID=1"

Billions of people use social media everyday, all over the world. Once you start using networks like Twitter, Facebook and YouTube often enough, you start to notice that people share similar (and often rather annoying) online media habits, and can be categorised into common personality types.

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.

"The automation of work by machines, including AI, and the increasing interconnectedness between people, machines, and ideas. In the book, Only Humans Need Apply, the authors identify five ways that people can adapt to automation and intelligent machines."

Virtual assistants get infuriating when they fail to do something we expect to be within their capabilities. Researchers are interested in studying how people form expectations about what such systems can and can't do-and how virtual assistants themselves might be designed to nudge us toward only asking things that won't lead to disappointment. One of the research questions is how do you reset a user's expectations on the fly when they're interacting with a virtual assistant.

"For problems that are original, whose answers are not already known, and that require intuition, judgment and ingenuity, you need people. Smart people who not only know how to search, but who have the expertise and judgment to know whether what they've found is most relevant to solving the problem at hand."

See how involvement in communities of practice, is helping Rio Tinto people share expertise and collaborate across the group.

" Dr Alex Linley website showing links articles and research in relation to developing strengths based organisations. Working with what people excel at rather than trying to develop their weaknesses."

"Dr Alex Linley website showing links articles and research in relation to developing strengths based organisations. Working with what people excel at rather than trying to develop their weaknesses."

" Interesting article about what News people trust on the web... (American based, but sure same applied in UK and Europe)"

"Interesting article about what News people trust on the web... (American based, but sure same applied in UK and Europe)"

" Interesting approach, looking at how to understand how to elicit and represent knowledge as well as providing tools to help you to understand how people think"

"Interesting approach, looking at how to understand how to elicit and represent knowledge as well as providing tools to help you to understand how people think"

Some food for thought for people grappling with Social Networking at their organisations

We live in strange times. These are workers without a workplace, striking against a company that does not employ them. They are managed not by people but by an algorithm that communicates with them via their smartphones. And what they are rebelling against is an app update.

The implications of advancing technology to a point where its applications can mimic, assume or replace the role of people, to a point where humankind is no longer needed to guide such developments, leads to a multitude of questions about what this means for the future of society.

The Dunning-Kruger effect, named after David Dunning and Justin Kruger of Cornell University, occurs where people fail to adequately assess their level of competence - or specifically, their incompetence - at a task and thus consider themselves much more competent than everyone else. This lack of awareness is attributed to their lower level of competence robbing them of the ability to critically analyse their performance, leading to a significant overestimate of themselves.